Filter by keyword, subject, or both. Updates live as new model answers are added to our portal.
Strategic Innovation and Entrepreneurship
3,500 words
Strategic Innovation and Entrepreneurship – Entrepreneurial Report
This assessment for the Strategic Innovation and Entrepreneurship module requires students to develop and present an original business idea through an entrepreneurial report and an individual pre-recorded presentation. The assessment is designed to develop students’ ability to evaluate sustainable entrepreneurial principles, design a sustainable and ethically informed business proposition, communicate effectively to a diverse audience, and apply relevant management resources to support their entrepreneurial learning. The main assessment consists of a 3,500-word Entrepreneurial Report based on a business idea formulated by the student. The report should critically examine the purpose and motivation behind the proposed venture, the market opportunity and target customers, the value proposition, business model, financing strategy, route to market, sustainability and ethical considerations, launch plan, and the student’s learning and reflection. Students are expected to apply appropriate theories, models and frameworks rather than simply describe them. The report contains eight main sections. These cover personal purpose and entrepreneurial motivation; market opportunity, target market and value proposition; business models and strategic approach; financing strategy; route to market; sustainability and ethical considerations; launch planning; and reflection on learning. The assessment specifically requires consideration of customer needs through segmentation and the Value Proposition Canvas, while sustainability should be connected to two relevant Sustainable Development Goals and an appropriate impact measurement method. In addition to the written report, students must prepare an individual pre-recorded presentation of no more than 10 minutes and 10 slides. The presentation is intended for an investor, lender or grant provider and should communicate the business proposition using the Value Proposition Canvas as the guiding framework. It covers the customer’s jobs, pains and gains, the proposed products and services, pain relievers, gain creators, reflection and references. Harvard referencing is required throughout the submission. The report must have a professional structure and consistent formatting, with appropriate citations, labelled tables and figures, page numbers and a reference list. The presentation slides and speaker notes must be included in the report appendix. The assessment is worth 100% of the module and requires a minimum mark of 50% to pass.
Read Model Answer →
Global Strategic Management
3,500 words
Global Strategic Management – Linear to Circular Business Model Transformation
This assessment for the Global Strategic Management module examines how organisations can transform from traditional linear business models towards circular business models. Students must select one of four approved organisational cases and use the same case consistently across both summative assessments. The approved cases are SKF, focusing on servitisation and remanufacturing transformation; Sandvik, focusing on closed-loop materials and tool recovery; Volvo Construction Equipment, focusing on design for remanufacturing and lifecycle optimisation; and Husqvarna, focusing on access-based and circular consumer models. The assessment requires students to apply strategic management, sustainability and circular economy concepts to evaluate the transformation of the selected organisation. Assessment A is a Strategic Poster worth 30% of the overall module mark. The poster should visually and analytically map the transformation of the selected organisation from a linear to a circular business model. It contains three main components. First, students must identify and analyse external drivers using PESTEL, explaining the factors creating pressure or opportunities for circular transformation. Second, students must explicitly reconfigure the organisation's value chain, distinguishing between primary activities such as inbound logistics, operations, outbound logistics, marketing and sales, and service or lifecycle activities, and supporting activities such as firm infrastructure, human resource management, technology development and procurement. Third, students must identify one core structural strategic tension created by the transition. This tension should represent a built-in trade-off in which improving one strategic objective may constrain or challenge another. Assessment B is a Strategic Evaluation Report worth 70% of the overall module mark. The report has a word limit of 3,500 words with a 10% tolerance, excluding the table of contents, reference list and appendices. The report requires a comprehensive strategic evaluation of the selected organisation's transition from a linear to a circular business model and should integrate concepts and frameworks covered throughout the module. The first component of the report requires a Business Model Reconfiguration Analysis using the Business Model Canvas. Students should critically analyse how the circular transformation changes the organisation's value proposition, customer segments, customer relationships, channels, key activities, key resources, key partnerships, revenue streams and cost structure. The analysis should explain how value is created, delivered and captured differently under the circular model. The second component evaluates sustainability and legitimacy using an integrated analysis of the Triple Bottom Line, SAFe framework and stakeholder power and interest analysis. Students should assess economic, environmental and social sustainability, evaluate the suitability, acceptability and feasibility of the transformation, and identify stakeholders who can enable or constrain implementation. The third component requires students to analyse the same strategic tension identified in the poster. The tension should be evaluated in greater depth using appropriate strategic, sustainability and stakeholder frameworks, followed by a theoretically grounded and operationally feasible recommendation. The final component requires students to integrate four of their strongest reflective blog posts from the twelve seminar weeks. The reflection should demonstrate intellectual development, critical thinking, engagement with theory, seminar participation and responsiveness to tutor feedback rather than simply describing the content of the seminars. The assessment is expected to demonstrate Level 7 academic standards through integrated framework application, critical evaluation, strategic judgement and advanced reflective insight. Academic sources must be cited using Harvard referencing, with appropriate in-text citations and a complete reference list.
Read Model Answer →
Enterprise Business Start-up: Sustainable Business Plan, Fundraising Strategy and Entrepreneurial Reflection
Entrepreneurship, Business Start-up, Business Plan, Business Idea, Innovation, Sustainable Business, Market Gap, Market Research, Competitor Analysis, Customer Segmentation, Customer Profiles, Product Development, Marketing Strategy, Marketing Communications, Business Model, Costing, Pricing Strategy, Sales Forecasting, Revenue Model, Financial Planning, Founding Team, Core Competencies, Fundraising Strategy, Venture Capital, Angel Investment, Entrepreneurial Tendency, GET Test, Entrepreneurial Self-Assessment, Start-up Finance, Business Pitch
Read Model Answer →
Entrepreneurship / Business Management / Enterprise
5,000 words
Enterprise Business Start-up: Innovative Business Plan, Fundraising Strategy and Entrepreneurial Reflection
This Enterprise Business Start-up assessment requires students to generate an innovative and sustainable business idea and develop it into a comprehensive start-up plan capable of guiding venture creation, attracting customers and supporting external fundraising. The module is assessed through two connected components: a 10-minute business pitch presented to an audience representing angel investors and venture capitalists, followed by a detailed individual business-plan portfolio. Assessment Brief Feb-May 2026 L… The principal written component is a 4,000-word detailed business plan. It begins with an executive summary before examining the proposed business idea, identified market gap, market research and competitor landscape. Students must then define appropriate customer profiles and segmentation, explain the development of the proposed product or service, and construct suitable marketing and communications strategies for reaching the intended market. Assessment Brief Feb-May 2026 L… A substantial part of the business plan focuses on the venture's financial and commercial viability. Students are expected to develop costing, pricing, sales and revenue projections alongside an appropriate business model. They must also identify the founding team, explain relevant roles and demonstrate the core competencies required to launch and develop the business successfully. Financials and business models receive particularly strong emphasis within the marking criteria. Assessment Brief Feb-May 2026 L… The written portfolio also includes a 1,000-word reflective component. Half of this section focuses on the student's fundraising strategy, including suitable funding sources and how potential investors or funders would be targeted, approached and secured. The other half critically reflects on the student's entrepreneurial tendency, personal experience and future skills development. Students are specifically required to complete the General Measure of Enterprising Tendency (GET) self-assessment and incorporate the results into their reflection. Assessment Brief Feb-May 2026 L… Assessment Brief Feb-May 2026 L… Overall, the assessment integrates entrepreneurial opportunity recognition, market analysis, customer segmentation, product development, marketing, start-up finance, business modelling, team capability, fundraising and reflective entrepreneurial development. The accompanying pitch additionally assesses visual quality, creativity, clarity of message, presentation skills, preparedness and professionalism. Assessment Brief Feb-May 2026 L… Assessment Brief Feb-May 2026 L… Important: the document does not explicitly specify a referencing style or academic level, so I would keep those fields as Not specified rather than assume Harvard or Masters.
Read Model Answer →
Data Management / Business Analytics
2,500 words
Data Design Management (BS514) — Data Strategy Consultancy: Relational Database Design, SQL Implementation and Pipeline Transformation
This Level 7 assessment places the writer in the role of a Data Strategy and Analytics Consultant appointed by an organisation operating in a realistic industry sector. The brief is entirely simulated, so the work sets out a defensible set of assumptions about the organisation's data environment before any design begins, and populates the resulting database with synthetic but realistic records. The deliverable is a slide deck carrying full explanatory notes, submitted as a single PDF, and weighted across three connected tasks. Task one establishes the business case. It describes how the chosen organisation currently collects, stores and uses data across customer interactions, sales transactions, operational processes and digital channels, and identifies where that fragmented picture costs the business in efficiency, resource use, retention and decision quality. A SWOT analysis benchmarks the organisation against a named real-world competitor in the same sector, drawing on publicly available market information rather than assertion. The section closes with a critical evaluation of modern relational database advancements — cloud-hosted SQL services, distributed architectures and data warehousing — assessed not in the abstract but against what each would actually change about this organisation's business model. Task two carries the heaviest weighting and is the technical core. Key business entities are identified from the scenario, a current-state data flow diagram traces how data moves from collection points through to storage and reporting with the existing ETL approach made explicit, and a future-state ER diagram is then built with full attributes, primary and foreign keys, relationships and cardinality. The design is normalised to third normal form with the decomposition reasoning shown. Implementation follows in SQL: tables created with appropriate integrity constraints, at least ten realistic sample records inserted per table, and five business questions answered through working queries — highest-performing product or campaign, average conversion by category, workload distribution across staff, accounts with overdue or pending items, and most effective service channel. Outputs accompany every script. A transformation demonstrating query optimisation is included with before-and-after samples so the improvement is evidenced rather than claimed. Task three steps back to the technology decision. Two widely used data processing platforms are compared in tabular form across integration, cleaning, transformation and automation capability, judged specifically against this organisation's constraints, with a reasoned justification for the tool finally selected. The transformed dataset is then used to answer two management-level questions — where investment should be prioritised and how retention might be improved from observed behavioural patterns — each interpreted briefly and tied back to a concrete recommendation. Slide structure follows the prescribed layout, SQL scripts sit in the notes section, and the complete script file is reproduced in the appendix.
Read Model Answer →
Business Strategy / Digital Business and Innovation
3,125 words
Safaricom Business Hub: Strategic B2B Digital Payment Platform for East African SMEs
This strategic business case proposes the Safaricom Business Hub, an integrated B2B digital-payment platform designed to support small and medium-sized enterprises across East Africa. The proposed solution responds to Safaricom’s need for digital diversification as traditional voice revenues mature, while leveraging the growth of M-Pesa and the wider transition toward digital financial services. The platform combines invoicing, bulk payments, cash-flow analytics and integrations with accounting systems such as Xero, QuickBooks and SAP. The report begins by analysing Safaricom’s current strategic position, including subscriber growth, revenue performance, declining voice services, M-Pesa transaction growth and market saturation. It then assesses the wider East African B2B digital-payment opportunity, considering market size, digital adoption, the SME population, regulatory developments, smartphone penetration and operational inefficiencies associated with manual invoicing and reconciliation. Competitive analysis evaluates Safaricom against established banking solutions, international fintech providers and specialist payment gateways. The strategic case identifies several potential advantages associated with Safaricom’s existing M-Pesa infrastructure, agent network, brand position and payment-services capabilities. The proposed Business Hub addresses fragmented SME financial processes through automated invoicing, bulk payment processing, real-time cash-flow analytics and integration with existing accounting platforms. The business plan also provides a four-phase implementation roadmap, covering MVP development, pilot testing, Kenyan market launch, regional expansion and ecosystem development. Financial projections consider customer growth, revenue, EBITDA, customer acquisition cost, lifetime value, payback and return on investment, alongside sensitivity scenarios for different levels of market adoption. Finally, the report evaluates competitive, regulatory and market-adoption risks and links the proposed investment to Safaricom’s broader strategic diversification objectives. Overall, the work integrates strategic analysis, fintech innovation, market opportunity assessment, implementation planning, financial modelling and risk evaluation to present a commercial case for expanding Safaricom’s digital financial-services ecosystem. Overview word count: approximately 340 words. One useful note for the public Reference Library: I would upload the clean original assignment/business plan rather than the AI-detection or similarity-report versions if you have it, because these two PDFs contain checker-report pages in addition to the coursework itself.
Read Model Answer →
Entrepreneurship and Business Start-up
5,000 words
Enterprise Start-up Portfolio — Business Plan, Fundraising Strategy and Entrepreneurial Self-Assessment
An enterprise start-up portfolio assessment asks students to originate a business idea and build the full supporting case for it, then present that case both in writing and as a recorded investor pitch. It is a pass/fail module structure in which every component must be passed individually — a strong business plan cannot compensate for a weak pitch, or vice versa. The written portfolio divides into two unequal halves. The larger part is the business plan itself, built to a fixed section structure with prescribed word allocations: an executive summary; the business idea set against an identified market gap, with market research and competitor analysis; customer profiles and segmentation; product development; marketing and communications; financials and business models covering costing, pricing, sales and revenue; and the founding team with its core competencies. The word allocations are not decorative — financials carry the single largest weighting in both the word budget and the marking rubric, which tells students where analytical depth is expected and where concision is. The smaller part is reflective. It covers the fundraising strategy — which funding sources are realistic for this venture, and how each would be targeted, approached and secured — and the student's own entrepreneurial tendency, informed by a standardised self-assessment instrument taken online. The rubric here rewards critical self-reflection over description: reporting a test result scores poorly; interpreting what the result means for how this founder should build a team and where they need support scores well. The pitch component is assessed on visual and audio quality, content and message, comprehension, delivery, and evident preparation. Technical execution carries real marks, which students routinely underestimate. Two things separate strong submissions. The first is internal consistency: the revenue model must follow from the pricing, the pricing from the customer segment, the segment from the identified gap. Plans that read as seven separate essays under seven headings lose marks even when each section is individually competent. The second is specificity in the financials — costing assumptions stated and justified, rather than round numbers presented without derivation. Note that assessments of this type commonly require the student to retain all drafts and earlier versions of their work, and to sign a detailed declaration itemising exactly how any AI tools were used. Our support on assessments of this type is guidance-based. Typical areas of help include: explaining what a market gap argument needs to be credible, showing how competitor analysis should be structured rather than listed, clarifying how costing and pricing assumptions should be built and presented, reviewing whether a fundraising strategy matches the venture's actual stage, explaining how reflective writing is assessed at postgraduate level, and checking a completed draft against the published rubric.
Read Model Answer →