Political Influences (Cambridge (CIE) A Level Business): Revision Note

Exam code: 9609

Lisa Eades

Written by: Lisa Eades

Reviewed by: Steve Vorster

Updated on

An introduction to political influences

  • Political influences refer to the ways in which government actions, decisions, and policies can affect how a business operates

    • These can come from local, national or international governments

Diagram showing "Areas of political influence" in the centre, with arrows pointing to factors: Taxation Policy, Trade Policies, Government Spending, Political Stability, and Laws and Regulations.
Political influence on business comes from laws, regulations, tax policy, trade policy, government spending and stability
  • Laws and regulations

    • Businesses must follow rules related to health and safety, employment, consumer protection, and the environment

    • Breaking laws can lead to fines, damage to reputation or even being shut down

  • Taxation policy

    • Governments decide how much tax businesses must pay

    • Higher taxes can reduce profits

    • Lower taxes may encourage investment or expansion

  • Trade policies

    • Includes tariffs, quotas, and free trade agreements

    • These influence how easily businesses can buy and sell goods internationally

  • Government spending

    • When governments invest in infrastructure, such as roads, hospitals and schools, certain businesses benefit

    • During economic downturns, governments may also support industries through subsidies or grants

  • Political stability

    • Businesses prefer to operate in stable countries where laws and policies are predictable

    • In countries with unrest or frequent policy changes, there is more risk

Case Study

Nestlé India and changing environmental regulations

  • In 2019, the Indian government introduced strict environmental regulations to reduce plastic waste

  • This included phasing out single-use plastics, such as plastic straws and wrappers, used in food and beverage packaging

Nestlé logo with a bird on a nest and tagline "Good food, Good life" in white on a black background, representing the brand's identity.

Responses

  • Nestlé India responded to the changing political environment by

    • Re-designing packaging for products, including Maggi noodles and chocolate bars

    • Investing in research to develop recyclable and biodegradable materials

    • Working with suppliers to source new eco-friendly packaging materials

    • Launching campaigns to inform customers of its new sustainability efforts

Impacts

  • Costs increased in the short term due to changes in materials and production

  • However, Nestlé improved its brand image, especially among environmentally aware consumers

  • The company avoided legal penalties and reputational damage by acting early

Privatisation

  • Privatisation occurs when government-owned firms are sold to the private sector

    • Examples of industries that are often privatised include transport, energy, telecommunications and healthcare services

  • Many government-owned firms have been partially privatised

    • The government retains a share in them so they can influence decision-making and receive a share of the profits

    • e.g. Shares in Singapore Airlines are 55% government-owned and 45% privately owned 

Advantages of privatisation

1. Raises government revenue

  • Governments earn money from selling state-owned businesses

  • Funds can be used to reduce debt or invest in public services

2. Improves efficiency

  • Private firms aim to cut waste, boost productivity and earn profits

  • Often more innovative and customer-focused than public organisations

3. Reduces government spending

  • Running businesses is costly for governments

  • Selling them reduces long-term financial pressure

4. Encourages investment

  • Private ownership attracts both domestic and foreign investors

  • Can lead to more jobs and economic growth

    • E.g., Nigeria’s sale of NITEL helped expand mobile coverage

5. Increases competition and choice

  • Opens markets to new firms, giving consumers more options

  • Can lead to better services and lower prices

    • E.g. Privatising parts of Australia's rail and electricity sectors led to lower prices for customers

Disadvantages of privatisation

Disadvantage

Explanation

Example

Focus on profit over service

  • Private firms may prioritise profit rather than providing high-quality or universal services

  • US private healthcare companies have been criticised for putting profit before patient care

Loss of public control

  • Once sold, the government has limited control over how the service is run

  • In Argentina, water services were privatised in the 1990s, leading to concerns over foreign control and rising prices

Job losses

  • To cut costs, private firms may reduce staff or cut wages and benefits

  • In Greece, privatisation during the financial crisis led to significant redundancies in the transport and energy sectors

Unequal access

  • Services may become too expensive or be reduced in less profitable rural areas

  • In South Africa, rural communities complained of reduced access after parts of the electricity sector were privatised

Risk of private monopoly

  • If no competition exists, one firm may dominate and exploit consumers

  • In Russia, the early 1990s saw the creation of powerful monopolies after rapid privatisation, especially in oil and gas

Short-term thinking

  • Private firms may avoid long-term investment to boost short-term profits

  • In India, some critics argued that privatised rail contractors cut maintenance budgets to save money, risking safety

Nationalisation

  • Nationalisation is when a government takes ownership and control of a business or industry from the private sector

    • This means the service or company is now owned by the state and run on behalf of the public

  • Nationalisation usually happens in sectors that are considered essential or where private ownership has failed to meet the needs of society

Advantages of nationalisation

  • Nationalisation allows the government to directly manage industries that are vital to the economy or national security, such as transport, healthcare, or energy

    • This means it can set policies in the public interest, such as keeping prices affordable, ensuring services reach rural areas or responding quickly in times of crisis

  • Unlike private firms, state-owned businesses don’t need to maximise profit for shareholders

    • This means services can be designed to benefit citizens, workers and consumers more fairly

    • Prices may be lower, access more equal and working conditions more secure

  • When a business is nationalised, it may gain financial stability and access to long-term government investment

    • This can be especially helpful if the business was struggling under private ownership

    • Government backing also allows the company to focus on long-term goals, such as infrastructure development or environmental sustainability, without worrying about short-term profit pressures or investor demands

Disadvantages of nationalisation

  • Running a nationalised business can be very expensive

    • The government must fund day-to-day operations, invest in maintenance and improvements, and cover losses if the business isn’t profitable

    • This can place a strain on public finances, especially during economic downturns

  • Without the pressure to make a profit or compete with rivals, nationalised businesses may become less efficient

    • They might have more bureaucracy, slower customer service, or fewer incentives to innovate

    • Customers and workers may experience delays, outdated technology, or inconsistent quality

  • Nationalised businesses can be affected by political pressure, where decisions are made for short-term popularity rather than long-term success

    • Politicians may interfere in areas like pricing, recruitment or expansion, even if it goes against what’s best for the business

    • This can make planning and management difficult, especially as different governments often have diverse priorities

Case Study

Nationalisation of YPF – Argentina’s Oil Giant

Scenario

In 2012, the Argentine government made headlines when it nationalised 51% of YPF, the country’s largest oil company, which was majority-owned at the time by the Spanish firm Repsol. This dramatic shift brought a key energy asset back under state control

Industrial skyline with YPF sign, oil rig, smokestacks emitting smoke, and the Argentine flag waving, symbolising oil industry in Argentina.

Reasons for nationalisation

  • Strategic industry control: Oil and gas are essential to Argentina’s economy and energy independence. The government argued that letting a foreign company control such a vital sector was risky

  • Falling investment: Repsol was accused of failing to reinvest enough in Argentina's oil infrastructure. As a result, domestic production was declining, forcing the country to import more energy, worsening its trade balance

  • Public interest and economic stability: The government believed nationalisation would allow Argentina to boost production, lower fuel import bills, and make energy more affordable and accessible, especially in rural and underserved regions

Outcome

  • Short-term benefits: Nationalisation helped stabilise energy supplies. The state could now steer investment toward long-term infrastructure goals and reduce reliance on imports

  • Increased government control: The move gave Argentina more control over pricing and supply, enabling subsidised fuel prices for domestic consumers

  • Legal and financial fallout: However, the nationalisation sparked international lawsuits. Argentina had to eventually compensate Repsol nearly $5 billion, which strained public finances

  • Efficiency concerns: Critics noted that YPF's productivity improved slowly, and the firm faced issues with bureaucracy, political interference, and a lack of innovation—typical drawbacks associated with state-run enterprises

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Lisa Eades

Author: Lisa Eades

Expertise: Business Content Creator

Lisa has taught A Level, GCSE, BTEC and IBDP Business for over 20 years and is a senior Examiner for Edexcel. Lisa has been a successful Head of Department in Kent and has offered private Business tuition to students across the UK. Lisa loves to create imaginative and accessible resources which engage learners and build their passion for the subject.

Steve Vorster

Reviewer: Steve Vorster

Expertise: Economics & Business Subject Lead

Steve has taught A Level, GCSE, IGCSE Business and Economics - as well as IBDP Economics and Business Management. He is an IBDP Examiner and IGCSE textbook author. His students regularly achieve 90-100% in their final exams. Steve has been the Assistant Head of Sixth Form for a school in Devon, and Head of Economics at the world's largest International school in Singapore. He loves to create resources which speed up student learning and are easily accessible by all.