📚 KS3 Edexcel Business: Case Study Practical Exercises | KS3 Edexcel 商务：案例分析实战演练
Welcome to this practical case study revision lesson. We will explore how a small business, Green Sip, makes decisions about marketing, finance and operations. By working through each section, you will practise the key skills needed for KS3 Edexcel Business – from identifying a target market to calculating a break-even point. Let’s dive into the story of two young entrepreneurs and their organic juice venture.
欢迎来到这堂案例分析实战复习课。我们将通过一家小型企业 Green Sip，探讨它如何在市场营销、财务和运营中做出决策。通过逐一学习各个小节，你将练习 KS3 Edexcel 商务所需的关键技能——从确定目标市场到计算盈亏平衡点。让我们一起走进两位年轻创业者和他们的有机果汁事业。
1. Meet Green Sip – An Organic Juice Startup | 案例介绍：遇见 Green Sip —— 有机果汁初创公司
Green Sip was founded by two friends, Mia and Sam, who are passionate about healthy living. They noticed that many students at their school bought sugary fizzy drinks every day. To offer a better choice, they decided to produce and sell freshly squeezed organic juices. Their initial idea is to sell bottles of juice at the school gate after classes and later expand to local shops.
Green Sip 由两位热爱健康生活的朋友米娅和萨姆创立。他们发现学校里许多学生每天都会购买含糖汽水。为了提供更好的选择，他们决定生产并销售鲜榨有机果汁。他们的初步想法是放学后在校门口售卖瓶装果汁，之后再扩展到本地商店。
The business is still in its planning stage. Mia and Sam need to understand their customers, set a fair price, promote their product and manage costs carefully. This case study will examine how they can turn their idea into a successful small enterprise.
这家企业仍处于规划阶段。米娅和萨姆需要了解他们的顾客，设定合理的价格，推广产品并谨慎管理成本。这个案例将研究他们如何将创意转变为成功的小型企业。
2. Market Research and Target Market | 市场调研与目标市场
Before launching, Green Sip carried out primary research by handing out questionnaires to 100 students. They asked about favourite flavours, spending money per week and attitudes towards organic drinks. The results showed that 68% liked mango, 55% preferred strawberry and 40% would choose an organic option over a regular one if prices were similar.
在启动之前，Green Sip 开展了初级市场调研，向 100 名学生发放了问卷。他们询问了最喜欢的口味、每周零花钱以及对有机饮品的态度。结果显示，68% 的学生喜欢芒果口味，55% 偏爱草莓口味，40% 的人如果价格相近会选择有机饮品而非普通饮品。
From this data, the target market is clear: health-conscious students aged 12–16 who receive weekly pocket money and often buy drinks during break times. The business decides to focus on mango and strawberry flavours first, as these are the most popular.
根据这些数据，目标市场很明确：注重健康、12 至 16 岁、每周有零花钱且常在课间购买饮品的学生。企业决定首先主推芒果和草莓口味，因为这两种最受欢迎。
3. Product Development and Unique Selling Point (USP) | 产品开发与独特卖点
Green Sip’s juice is made from 100% organic fruits with no added sugar. Each bottle is 300 ml and comes in a recyclable container. The unique selling point (USP) is ‘freshness in a bottle, straight from the farm’, highlighting both health and environmental benefits. This differentiates Green Sip from the standard fizzy drinks sold in the school canteen.
Green Sip 的果汁采用 100% 有机水果制成，不添加糖。每瓶容量为 300 毫升，并使用可回收容器。其独特卖点是“瓶中的新鲜，源自农场”，突出健康和环保的双重优势。这使 Green Sip 与学校食堂售卖的标准汽水区别开来。
To strengthen the brand, Mia and Sam designed a logo with a green leaf and a smiling fruit character. They also placed a small tag on each bottle explaining the source of the ingredients. This storytelling helps build trust with young customers.
为了强化品牌，米娅和萨姆设计了一个带有绿叶和微笑水果形象的标志。他们还在每个瓶子上放置了小标签，说明原料的来源。这种讲故事的方式有助于与年轻顾客建立信任。
4. Pricing Strategies: Cost-Plus vs. Competitive Pricing | 定价策略：成本加成与竞争定价
The cost to produce one bottle of juice is calculated as follows: organic fruit and other ingredients cost £0.60, the bottle and label cost £0.20, and labour is estimated at £0.30 per bottle. Therefore, the total variable cost is £1.10 per unit. If they use cost-plus pricing with a 50% mark-up, the selling price becomes £1.65.
每瓶果汁的生产成本计算如下：有机水果及其他原料成本 0.60 英镑，瓶子和标签 0.20 英镑，每瓶人工成本估计为 0.30 英镑。因此，单位变动成本为 1.10 英镑。如果采用成本加成定价法，加上 50% 的加成，售价为 1.65 英镑。
However, competitors sell similar-sized fizzy drinks for £1.20. To remain competitive while maintaining a quality image, Green Sip decides to set the price at £1.50. This is slightly above competition but communicates better quality. The price is still affordable for students with an average weekly pocket money of £8.
然而，竞争对手售卖的类似容量汽水价格为 1.20 英镑。为了保持竞争力并维护高品质形象，Green Sip 决定将价格定为 1.50 英镑。这个价格略高于竞争对手，但传达了更高的品质。对于每周平均零花钱为 8 英镑的学生来说，这个价格仍然可以承受。
5. Promotion Methods: Advertising and Social Media | 促销手段：广告与社交媒体
With a limited budget, Green Sip cannot afford TV or radio adverts. Instead, they focus on social media marketing. They create an Instagram page posting colourful photos of fresh fruits and short videos of juice being made. Every Friday, they run a ‘guess the flavour’ quiz and give a free bottle to the winner.
由于预算有限，Green Sip 无力承担电视或广播广告。他们转而专注于社交媒体营销。他们创建了 Instagram 账号，发布色彩鲜艳的新鲜水果照片和果汁制作的短视频。每个星期五，他们会举办“猜口味”小测验，并向获胜者赠送一瓶免费果汁。
At school, they use word-of-mouth promotion by giving free samples to influential students. They also design a loyalty card: buy ten bottles, get one free. This encourages repeat purchases and builds a community of regular customers.
在学校，他们利用意见领袖学生进行口碑推广，向他们提供免费样品。他们还设计了一张积分卡：买十瓶送一瓶。这能鼓励重复购买，并建立忠实顾客社群。
6. Place: Direct Sales vs. Retail | 分销渠道：直接销售与零售
The primary distribution channel is direct selling at the school gate. This allows Mia and Sam to interact with customers, receive immediate feedback and avoid retailer margins. A small stall is set up after school on Tuesdays, Thursdays and Fridays, staffed by the founders themselves.
主要的分销渠道是在学校门口直接销售。这让米娅和萨姆能与顾客互动，即时获得反馈，并省去零售商的利润分成。每周二、周四和周五放学后，他们会设一个小摊位，由创始人亲自售卖。
In the future, they plan to approach a local health food shop to stock their juices. Selling through a retailer would increase visibility but require a lower wholesale price, reducing profit per bottle. This is a trade-off the business must consider carefully.
未来，他们计划联系一家本地健康食品店，将果汁上架销售。通过零售商会增加曝光度，但需要降低批发价，从而减少每瓶利润。这是企业必须仔细权衡的取舍。
7. Financial Basics: Start-up Costs and Break-Even Point | 财务基础：启动成本与盈亏平衡点
Green Sip’s fixed costs include a second-hand juicer (£50), initial packaging materials (£30) and a stall permit (£20). Total fixed costs are £100. Variable cost per bottle remains £1.10, and the selling price is £1.50. The contribution per bottle = Selling price – Variable cost = £0.40.
Green Sip 的固定成本包括一台二手榨汁机（50 英镑）、首批包装材料（30 英镑）和摊位许可证（20 英镑）。总固定成本为 100 英镑。每瓶变动成本为 1.10 英镑，售价为 1.50 英镑。每瓶的贡献利润 = 售价 – 变动成本 = 0.40 英镑。
Break-even point = Total Fixed Costs ÷ Contribution per unit = £100 ÷ £0.40 = 250 bottles
This means Green Sip must sell at least 250 bottles to cover all its costs. Any sales beyond that generate profit. The founders aim to sell 30 bottles per week, reaching break-even in about nine weeks.
这意味着 Green Sip 必须至少售出 250 瓶才能覆盖所有成本。超过此数量的销售将产生利润。创始人计划每周销售 30 瓶，大约在九周后达到盈亏平衡点。
8. Competition Analysis: Main Rivals | 竞争分析：主要竞争对手
Green Sip faces direct competition from the school canteen’s fizzy drink fridge and a nearby corner shop selling smoothies for £1.80. The canteen’s advantage is convenience and lower price, while the smoothie shop offers a perceived healthier image. However, Green Sip sits in between: healthier than fizzy drinks and cheaper than smoothies.
Green Sip 面临来自学校食堂汽水冰柜的直接竞争，以及附近一家出售冰沙的街角小店，冰沙售价为 1.80 英镑。食堂的优势在于便利性和较低的价格，而冰沙店则给人一种更健康的形象。Green Sip 则恰好处于两者之间：比汽水更健康，比冰沙更便宜。
| Competitor | Price | Health Image | Convenience |
| School canteen fizzy drink | £1.20 | Low | Very high |
| Corner shop smoothie | £1.80 | High | Medium |
| Green Sip organic juice | £1.50 | High | Medium (after school) |
By understanding the competition, Green Sip can emphasise its strengths in promotional material – for example, ‘same price as your favourite smoothie? No, even cheaper and fresher!’
通过了解竞争对手，Green Sip 可以在宣传材料中强调自身优势——例如，“和你最喜欢的冰沙一个价？不，我们更便宜，更新鲜！”
9. SWOT Analysis | SWOT 分析
A SWOT analysis helps Mia and Sam evaluate the internal and external factors affecting Green Sip. Strengths include a clear USP, low start-up costs and strong understanding of the school market. Weaknesses are limited production capacity and lack of business experience. Opportunities lie in expanding to other schools and catering to eco-friendly events. Threats include changing health trends and possible competition from larger drink companies launching kid-friendly organic ranges.
SWOT 分析帮助米娅和萨姆评估影响 Green Sip 的内部和外部因素。优势包括清晰的独特卖点、较低的启动成本以及对学校市场的深入了解。劣势是生产能力有限和缺乏商业经验。机会在于扩展到其他学校以及为环保活动提供服务。威胁包括健康趋势的变化，以及大型饮料公司可能推出儿童友好型有机产品带来的竞争。
- S (Strengths): Fresh organic juice, recyclable packaging, loyal social media following
优势：新鲜有机果汁、可回收包装、忠实的社交媒体追随者 - W (Weaknesses): Can only produce 50 bottles per day, founders are still students
劣势：每天只能生产 50 瓶，创始人仍是学生 - O (Opportunities): School fairs, birthday party catering, collaboration with local gym
机会：学校展览会、生日派对餐饮、与当地健身房合作 - T (Threats): Seasonal fruit price increases, new school rules on selling food
威胁：季节性水果价格上涨、学校关于售卖食品的新规定
10. Case Conclusion and Business Decisions | 案例总结与商业决策
Green Sip has a solid plan: a desirable product at a fair price, promoted through social media and sold directly to customers. The break-even analysis shows the business is realistic and can become profitable within a few months if sales targets are met. The SWOT highlights risks that the founders must monitor, such as supply costs and regulations.
Green Sip 拥有一份扎实的计划：一个受欢迎的产品、合理的价格、通过社交媒体推广并直接销售给顾客。盈亏平衡分析表明，这项业务是切实可行的，如果达到销售目标，几个月内就能盈利。SWOT 分析突显了创始人必须监控的风险，例如供应成本和规定。
To make the final go/no-go decision, Mia and Sam should test the market with a one-day trial sale. If they sell at least 30 bottles and receive positive feedback, they will officially launch Green Sip next term. Business is about making informed choices – and this case study has given them the tools to do exactly that.
为了做出最终的启动或不启动的决定，米娅和萨姆应通过一天的试卖来测试市场。如果当天至少卖出 30 瓶并获得正面反馈，他们将在下学期正式启动 Green Sip。商业的本质在于做出明智的决策——而这个案例分析为他们提供了做到这一点的工具。
Published by TutorHao | Business Revision Series | aleveler.com
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