What should I focus on for AQA A-Level Business?

For high-mark questions, always structure answers using the relevant business theory (e.g., stakeholder mapping, PESTLE) and substantiate points with real-world examples.

What should I focus on for AQA A-Level Business? (2)

When evaluating, ensure a balanced argument by considering short-term versus long-term impacts and using phrases like ‘it depends on’ or ‘in this context’.

What should I focus on for AQA A-Level Business? (3)

In data-response questions, explicitly refer to any provided data or case study information to support your analysis and avoid generic answers.

What should I focus on for AQA A-Level Business? (4)

Ensure you can define and apply the difference between limited and unlimited liability

What should I focus on for AQA A-Level Business? (5)

Practice calculating profit using revenue and cost data

What are common mistakes in AQA A-Level Business?

Confusing business aims with business objectives: aims are broad, long-term intentions while objectives are specific, measurable targets.

What are common mistakes in AQA A-Level Business? (2)

Assuming that all businesses share the same primary purpose (e.g., profit maximisation), ignoring social enterprises or public-sector goals.

What are common mistakes in AQA A-Level Business? (3)

Oversimplifying stakeholder influence by treating all stakeholders equally rather than prioritising based on interest and power.

Business

AQA

A-Level

Specification: 7138

This subject will help you develop key knowledge and skills required for exam success.

Topics

Objectives

Exam Tips

Pitfalls

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Key Features

Master key concepts
Develop exam technique
Apply knowledge effectively

Assessment Objectives

AO1

30%-35%

Demonstrate knowledge of terms, concepts, theories, methods and models to show an understanding of how individuals and organisations are affected by and respond to business issues

AO2

25%-30%

Apply knowledge and understanding to various business contexts to show how individuals and organisations are affected by and respond to issues

AO3

25%-30%

Analyse issues within business, showing an understanding of the impact on individuals and organisations of external and internal influences

AO4

20%-25%

Evaluate quantitative and qualitative information to make informed judgements and propose evidence-based solutions to business issues

What Gets Top Grades

A*/Grade 9

Knowledge & Understanding

Demonstrates comprehensive and accurate knowledge

Uses correct subject-specific terminology
Shows detailed understanding of concepts
Makes accurate connections between topics
Demonstrates depth beyond surface-level knowledge

Application

Applies knowledge effectively to new contexts

Selects relevant knowledge for the question
Adapts understanding to unfamiliar scenarios
Uses examples appropriately
Shows awareness of context

Analysis & Evaluation

Develops sophisticated analytical arguments

Constructs logical chains of reasoning
Considers multiple perspectives
Weighs evidence to reach justified conclusions
Acknowledges limitations and nuances

Key Command Words

AQA

State

1 mark

Give a single fact or term

Identify

1 mark

Name, select, or recognise

Outline

2 marks

Set out main features briefly

Describe

2-4 marks

Give an account of what something is like or what happens

Explain

3-6 marks

Give reasons with developed cause→effect chains

Compare

2-4 marks

State similarities AND differences (both required)

Analyse

6-9 marks

Examine in detail showing cause→effect→consequence chains

Evaluate

6-12 marks

Weigh up BOTH sides, reach JUSTIFIED conclusion

Assess

6-12 marks

Make judgments about importance with justification

Calculate

2-4 marks

Show formula→substitution→calculation→answer with units

Common Exam Mistakes

Pitfalls to avoid in your exams

•Confusing business aims with business objectives: aims are broad, long-term intentions while objectives are specific, measurable targets.
•Assuming that all businesses share the same primary purpose (e.g., profit maximisation), ignoring social enterprises or public-sector goals.
•Oversimplifying stakeholder influence by treating all stakeholders equally rather than prioritising based on interest and power.
•Listing PESTLE factors without linking them to specific implications for the business or providing a balanced assessment.
•Confusing the roles of different business forms (e.g., assuming all companies have limited liability)
•Failing to distinguish between revenue and profit
•Misunderstanding the relationship between share price and company performance
•Overlooking the impact of external environmental factors on specific business costs or demand

Top Examiner Tips

Expert advice for exam success

•For high-mark questions, always structure answers using the relevant business theory (e.g., stakeholder mapping, PESTLE) and substantiate points with real-world examples.
•When evaluating, ensure a balanced argument by considering short-term versus long-term impacts and using phrases like ‘it depends on’ or ‘in this context’.
•In data-response questions, explicitly refer to any provided data or case study information to support your analysis and avoid generic answers.
•Ensure you can define and apply the difference between limited and unlimited liability
•Practice calculating profit using revenue and cost data
•Be prepared to discuss why a business might choose one legal form over another
•Use real-world examples to illustrate how external factors like interest rates or demographic changes impact business demand
•Use Lewin’s force field analysis to evaluate the likelihood of successful change

Specification Topics

11 topics

E2E stub topic

This subtopic introduces the fundamental concepts of business activity, exploring the nature and purpose of business organisations across different sectors. Learners will examine how businesses set objectives, measure success, and navigate the dynamic external environment. Emphasis is placed on the practical application of these concepts in real-world scenarios, enabling learners to critically assess business performance and strategic decision-making.

E2E stub subtopic

0 objectives3 tips4 pitfalls

What is business?

This topic introduces the fundamental nature and purpose of business, exploring why businesses exist, their objectives, and the various legal forms they can take. It also examines the external environment's impact on business operations and the role of shareholders.

0 objectives4 tips4 pitfalls

Managing strategic change (A-level only)

Managing strategic change focuses on the causes, types, and management of change within a business, including the role of organisational culture, strategic implementation, and the reasons why strategies may fail.

0 objectives5 tips5 pitfalls

Managers, leadership and decision making

This topic explores the fundamental differences between management and leadership, various leadership styles, the process of scientific and intuitive decision-making, and the critical role of stakeholder management in business operations.

0 objectives4 tips5 pitfalls

Marketing management

Marketing management covers the strategic and functional aspects of marketing, including setting objectives, understanding customer behavior through research, segmentation, targeting, positioning, and the application of the 7Ps marketing mix. It emphasizes the impact of digital technology, ethical and environmental considerations, and the interrelationship between marketing and other business functions.

0 objectives5 tips5 pitfalls

Operational management

Operational management focuses on the processes and activities involved in the production of goods and services. It covers setting operational objectives, analysing performance, and making decisions to improve efficiency, productivity, quality, and supply chain management, while considering the impact of technology and external influences.

0 objectives5 tips5 pitfalls

Financial management

Financial management focuses on setting financial objectives, analyzing financial performance through various metrics and ratios, identifying appropriate sources of finance, and implementing strategies to improve cash flow and profitability.

0 objectives4 tips4 pitfalls

Human resource management

Human resource management (HRM) focuses on the strategic and functional management of a business's workforce. It covers setting HR objectives, analysing performance through data, organisational design, managing the flow of human resources, motivation, engagement, and employer-employee relations, all while considering the impact of technology, ethics, and the external environment.

0 objectives5 tips5 pitfalls

Analysing the strategic position of a business (A-level only)

This topic focuses on the strategic position of a business, requiring students to analyse internal and external factors that influence strategic decision-making. It covers mission and objectives, financial ratio analysis, performance assessment, and the analysis of the external environment using frameworks like PESTLE and Porter's Five Forces.

0 objectives5 tips5 pitfalls

Choosing strategic direction (A-level only)

This topic focuses on the strategic direction of a business, specifically examining how firms choose which markets to compete in, what products to offer, and how to position themselves competitively to gain an advantage.

0 objectives3 tips3 pitfalls

Strategic methods: how to pursue strategies (A-level only)

This topic focuses on the strategic methods businesses use to pursue their chosen strategies, specifically covering growth, retrenchment, innovation, internationalisation, and the adoption of digital technology.

0 objectives5 tips5 pitfalls

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