IB Business Paper 2: How to Evaluate 10-Mark Questions

You know the theory and can list advantages and disadvantages. Yet your final ten-mark answer still feels incomplete. Should you include a business tool? Does every discussion need a recommendation?

In a May 2026 Business Management SL discussion, students described ten-mark responses as difficult. An effective IB Business Paper 2 10 marker requires more than mentioning both sides. It must use stimulus evidence to develop relevant arguments, explain the trade-offs and recognize what remains uncertain.

An original case and contrasting answers show how to improve.

Where Is the Ten-Marker in IB Business Paper 2?

Under the Business Management syllabus first assessed in 2024, Paper 2 Section B contains two questions based on unseen stimulus material. Students choose one. Each choice is worth 20 marks, with structured subparts totaling 10 marks and a final 10-mark evaluative response. Stimulus information is presented in stages, so the final answer should draw on relevant evidence from across the question.

Examination	SL	HL
Paper 2 duration	1 hour 30 minutes	1 hour 45 minutes
Section A	20 marks of compulsory quantitative questions	30 marks of compulsory quantitative questions
Section B	One 20-mark question from two choices	One 20-mark question from two choices
Total Paper 2 marks	40	50

These requirements are detailed in the official Business Management guide and the IB's 2027 examiner instructions. Unlike Paper 1, Paper 2 uses no pre-release case.

What Makes a High-Level Business Evaluation?

The official markbands assess how well you answer the question, use business theory or appropriate tools, apply evidence and sustain a balanced argument. The 9 to 10 markband describes focused, well-supported arguments with accurate theory and effective use of stimulus information, including explanation of the material's limitations.

Examiners use markbands and a question-specific markscheme together, applying best-fit judgment.

The IB examiner instructions add two practical warnings. A purely theoretical Paper 2 response without stimulus reference is limited to a maximum of four marks under the stated conditions. An otherwise strong answer that never explains the limitations of the stimulus is capped at eight. A final judgment is required when the command term is recommend or the wording calls for a decision, not automatically for every question using discuss.

A Better Structure Than Generic Pros and Cons

First, identify the exact decision and the objective against which you will judge it. Is the business prioritizing profit, growth, liquidity, sustainability or survival? A recommendation depends on the objective.

Next, build a reasoned argument using relevant data. For every argument, move from a business concept to a fact from the stimulus, then to a consequence. Explain why that consequence matters to the organization.

Then introduce a genuine counterargument. Compare priorities rather than simply reversing your first paragraph. A marketing opportunity may create financial pressure; a cost-saving strategy may harm employee retention. Finally, state what is missing and how that uncertainty affects your conclusion. If the question requires a recommendation, make one and explain under which conditions it should proceed.

This is a revision method, not an official paragraph formula.

Original Practice Case: GreenBite's Packaging Decision

GreenBite Foods is a fictional snack producer. It is considering replacing conventional packets with recyclable packaging next year. All figures below are invented for teaching, not information about an actual business or IB examination.

Resource 1, Finance: GreenBite sells 50,000 packets per month. Conventional packaging costs $0.18 per packet; the recyclable option costs $0.26. Current monthly operating profit is $22,000. No forecast sales increase is available.

Resource 2, Marketing: In a survey of 100 current customers, 68 said they preferred recyclable packaging. The survey did not ask whether respondents would pay more for it.

Resource 3, Operations: The existing supplier takes two weeks to deliver. The proposed supplier's lead time is six weeks, and the production manager is concerned about stock availability.

Original ten-mark question: Recommend whether GreenBite Foods should replace all of its current packaging with the recyclable alternative next year. [10]

Before writing, calculate the direct cost implication: the new packaging costs $0.08 more per packet, or $4,000 extra per month at the present sales volume. If nothing else changes, operating profit falls from $22,000 to $18,000, approximately 18.2% lower. This is a conditional estimate, not a forecast of actual profit.

Weak Answer: Relevant Ideas Without Evaluation

“GreenBite should use recyclable packaging because it is better for the environment. Customers like sustainable products, which could improve the company's reputation and sales. However, new packaging is more expensive and the supplier might be slower. This could reduce profits and cause problems for the business. GreenBite should consider the advantages and disadvantages before making its decision.”

This response recognizes a benefit and two risks, but it barely uses the case. It does not calculate the cost, examine the reliability of the customer evidence or explain how delayed supply affects operations. The final sentence postpones the decision despite the command term recommend. Calling packaging environmentally better without evidence of its actual disposal is another unsupported claim.

Stronger Answer: Evidence, Trade-Offs and Judgment

“GreenBite should not switch all packaging immediately. It should trial the alternative before deciding whether the commercial and operational benefits justify a full change.

The recyclable packaging could support product differentiation. In GreenBite's customer survey, 68 out of 100 respondents preferred it, suggesting interest among existing buyers. This may help its marketing position and potentially support repeat purchasing. However, the survey did not test willingness to pay, so it cannot show that customers will accept a higher selling price or that sales will increase.

The financial disadvantage is immediate and measurable. Packaging cost would rise from $0.18 to $0.26 per packet. At 50,000 packets monthly, that adds $4,000 to expenses. With unchanged revenue and other costs, monthly operating profit would fall from $22,000 to $18,000. The reduction could restrict investment in product development or promotional activity. It may be justified if stronger demand follows, but the stimulus provides no evidence of that outcome.

Operations presents another concern. A six-week supplier lead time instead of two weeks may increase the stock GreenBite needs to hold, potentially tying up cash and creating shortages if demand changes. Employees responsible for purchasing and production would need reliable delivery arrangements. Moreover, the case does not establish whether customers can actually recycle the new material locally, limiting claims about environmental benefits.

GreenBite should therefore conduct a limited packaging trial and gather evidence on sales, customer willingness to pay, supplier reliability and actual recyclability. A wider change would be justified if those results support the sustainability objective without placing unacceptable pressure on profit and stock availability.”

This is illustrative, not an official exemplar or guaranteed mark.

Why the Second Answer Is More Convincing

Unlike the weak answer, it applies a numerical finance comparison rather than saying only that costs are higher. It links the customer survey to marketing while recognizing what survey preferences cannot prove. It connects lead times to inventory and cash flow, bringing operations into the decision. It identifies missing environmental and demand evidence. Most importantly, it makes a clear, conditional recommendation that addresses the disadvantages already discussed.

In IB Business evaluation, the judgment must follow from the arguments.

Which Business Tools and Stakeholders Should You Include?

Tools should serve the question. A contribution calculation is useful for assessing financial pressure. Ansoff's matrix could help if the stimulus concerns growth strategy. SWOT may organize internal and external factors, but reproducing a list of SWOT points without analysing their importance is not meaningful evaluation.

The IB does not require you to insert a named toolkit diagram into every ten-marker. Its examiner guidance accepts appropriate theory or tools where relevant. Choose the method that clarifies the decision and explain its implications.

Stakeholder analysis is similarly selective. Ask who bears the immediate cost and who may gain later. GreenBite's owners may focus on profitability, customers on packaging and price, and employees on operational changes. Explain the conflict rather than naming stakeholder groups without consequences.

Time frames matter: costs are immediate, while reputation gains are uncertain. Weigh effects against the business's objectives.

Command Terms, Missing Evidence and Time Management

Discuss calls for a considered review of relevant arguments. Evaluate demands an assessment supported by evidence. Recommend requires an advisable course of action with justification. Always reread the full wording; “discuss whether” can still require a judgment because it asks you to decide between alternatives.

Do not treat limitations as a ritual phrase. State which missing information matters and how it could change your conclusion. For GreenBite, a supplier quotation, an actual recyclability assessment and a willingness-to-pay study would make the decision more reliable.

For planning, the 90-minute SL paper averages 2.25 minutes per mark, while the 105-minute HL paper averages 2.1 minutes per mark. These are rough averages. Preserve time for the final response and preceding structured parts. An outline of two arguments, one substantial trade-off and a conditional recommendation can prevent a long, unfocused answer.

A Final Ten-Mark Revision Checklist

Before submitting, ask whether your answer:

1. Addresses the precise decision and command term.
2. Applies accurate business theory or a useful tool.
3. Draws selectively on relevant evidence throughout the stimulus.
4. Explains consequences for the organization and affected stakeholders.
5. Weighs short-term costs against plausible longer-term effects.
6. Identifies consequential gaps or limitations in the evidence.
7. Gives a justified judgment whenever the question requires one.

Final Thoughts

A strong IB Business Paper 2 10 marker is not a longer list of advantages and disadvantages. It is an argument built from theory and case evidence, tested against competing business consequences and qualified by what the stimulus cannot establish.

Practise explaining why one decision is preferable under specific conditions. That skill transfers to unfamiliar cases far better than memorizing an essay framework.