Filter by keyword, subject, or both. Updates live as new model answers are added to our portal.
International Business Strategy
250 words
Individual Reflection on Case Study Discussion – International Business Strategy
This assignment is an individual reflective assessment for the International Business Strategy module. It focuses on developing students’ ability to critically reflect on their learning experiences and identify how learning from classroom discussions can improve their future academic and professional performance. The assessment is based on a Case Study Discussion undertaken during one of the teaching weeks from Week 5 to Week 8. Students are required to select one of the case studies discussed during the relevant seminar sessions and reflect on their learning from the discussion. The case-study discussions provide an opportunity to explore important issues in the business world, apply concepts introduced through Canvas preparation and face-to-face teaching, and exchange ideas with tutors and peers. The reflection therefore connects theoretical knowledge with practical business situations and encourages students to consider how strategic management concepts can be applied to real-world organisations. The reflective task requires students to explain the topic and case study discussed during their selected week, identify what they learned from the discussion, and consider how the experience helped them develop their ability to apply theories to their chosen company. Students should also reflect on their key takeaways, what went well during the discussion, challenges they encountered, and what they would change if they were to repeat the experience. The reflection should be between 150 and 250 words and should use an appropriate reflective framework, such as Gibbs' Reflective Cycle or Kolb’s Experiential Learning Cycle, to structure the discussion. Harvard referencing should be used where applicable. The assessment develops critical reflection, strategic thinking, international business understanding and the ability to connect academic concepts with practical business cases. The assessment is worth 15% of the module and is submitted through Canvas. The marking criteria consider the quality of reflection, critical analysis, personal learning insights, presentation and structure, intellectual curiosity, referencing, content and discussion.
Read Model Answer →
International Business / Strategic Management
200 words
Individual Reflection on Tencent’s Strategic Reorganisation and International Business Strategy
This International Business Strategy assessment is an individual reflective exercise based on a case-study discussion undertaken during Weeks 5–8 of the module. Its purpose is to develop students’ ability to critically reflect on learning experiences and use that reflection to improve future academic and professional performance. Students participate in approximately 30-minute seminar discussions in which theoretical concepts from the module are applied to real-world business cases with tutors and peers. IBS-0901-2025-+Reflection2-Ref For this entry, the selected case is Tencent: “third time lucky?”. The case examines how Tencent evolved from a Chinese instant-messaging company into a major technology group spanning messaging, gaming, entertainment, investment and cloud services. It focuses particularly on three major organisational reorganisations undertaken in 2005, 2012 and 2018 as the company attempted to address increasing organisational complexity, coordination problems, changing technologies and new strategic priorities. The 2005 restructuring responded to Tencent’s growing scale by dividing the organisation into major business and platform-development groups. By 2012, further growth and the success of products such as WeChat had created new organisational complexity, leading to a structure organised around seven distinct business groups. The case highlights that this arrangement subsequently contributed to a “silo culture”, creating difficulties in sharing ideas, data, code and customers across business units. The 2018 reorganisation responded to a strategic shift toward the “industrial internet”, including greater emphasis on cloud services, business-to-business solutions and digital transformation. Tencent reorganised around six major groups, including Cloud and Smart Industries, Platforms and Content, Interactive Entertainment, Corporate Development, WeChat, and Technology and Engineering, while also establishing a technical committee intended to improve internal coordination and data sharing. The case asks students to consider both the strategic rationale for each restructuring and whether the 2018 changes adequately addressed Tencent’s organisational challenges. The reflection itself must be between 150 and 250 words. Students should explain what the week’s topic and case study were about, what they learned from the discussion, how the conversation helped them apply theory to their final report, and what key insights they gained. They should also reflect on what went well, what challenges were encountered and what they would change if repeating the session. At least one reflective framework, such as Gibbs’ Reflective Cycle or Kolb’s Experiential Learning Cycle, must be applied. IBS-0901-2025-+Reflection2-Ref The wider learning outcomes emphasise strategic management theory, internationalisation, internal and external environmental influences, critical analysis of international organisations and the use of analytical tools to evaluate strategic options. The task therefore combines strategic thinking, international business analysis and reflective professional development. IBS-0901-2025-+Reflection2-Ref The accompanying Tencent case specifically asks students to consider why each major reorganisation occurred, whether the 2018 restructuring adequately addressed Tencent’s challenges, and what additional “hard” and “soft” implementation measures might have been necessary. Case+study+7
Read Model Answer →
Corporate Strategy
4,000 words
Strategic Case Study – Corporate Strategy
This Corporate Strategy assessment requires students to undertake a critical strategic analysis of a chosen organisation and develop evidence-based recommendations for its long-term growth and competitive position. The assignment is presented as a 4,000-word Strategic Case Study and focuses on analysing practical business situations through the application of corporate strategy theories, analytical tools and strategic frameworks. The assessment aims to develop students' ability to evaluate an organisation's competitive advantage, identify significant strategic challenges and opportunities, and propose practical strategies for sustainable growth. The report begins with an introduction explaining the purpose of the case study and identifying the selected company. The strategic positioning section then examines the organisation's current competitive advantage, differentiation from competitors, fundamental competencies and resources. Relevant theories and strategic frameworks should be applied to support the analysis. The external environment section requires a critical evaluation of industry attractiveness using Porter's Five Forces. Students must also examine the factors driving organisational change, compare the selected organisation with close rivals and provide strategic recommendations for addressing identified challenges. The international strategy section critically analyses the effectiveness of the company's existing international expansion strategy and requires students to propose a new expansion strategy for a geographical location in an international market. An appropriate internationalisation theory and market-entry mode should be applied to support the proposed strategy. The challenges and opportunities section examines major issues affecting the organisation, including areas such as market competition, technological disruption and regulatory change. Students must identify opportunities that could strengthen the company's competitive position and use an appropriate framework to consider the development, leadership and implementation of organisational change. The proposed leadership-driven strategy should also be reflected upon in relation to the company's strategic goals. The final main section provides two to three actionable strategic recommendations that the organisation should implement to sustain or enhance its competitive advantage. Students are also required to include an appendix of no more than 500 words containing concise explanations, models or frameworks demonstrating their understanding of theories and concepts relevant to the assessment. The appendix should support the main analysis and be clearly referenced within the report. The assessment develops several strategic management capabilities. The assessed learning outcomes include critically analysing a company's strategic position using analytical tools and theoretical frameworks; developing corporate-level strategies and considering their implementation and control; integrating innovative and sustainable practices into strategic planning; and using performance measurement instruments to assess strategic initiatives. The brief also aligns with CMI Level 7 Strategic Management and Leadership Practice units covering strategy development and strategic change. The submission is an individual written coursework assignment submitted through Turnitin. The written assignment must be submitted as a Microsoft Word document rather than PDF. Students must acknowledge and reference any AI tools used in developing the assignment and provide appropriate acknowledgement of all sources.
Read Model Answer →
Strategy and Innovation
Strategic Analysis and Innovation Strategy for a UK Organisation
This postgraduate Strategy and Innovation assessment requires students to conduct a detailed strategic analysis of an allocated organisation and present the findings through a series of professionally designed information dashboards. The purpose of the analysis is to establish the organisation's current strategic position and use the resulting evidence to recommend an appropriate and justifiable innovation strategy. The work is expected to demonstrate master's-level evaluation, interpretation and synthesis rather than descriptive or checklist-based analysis. The first major analytical area concerns the organisation's external environment. Students evaluate the broader business environment, analyse the firm's industry and undertake competitor analysis, including consideration of the organisation's strategic group. Analysis should concentrate on the most consequential environmental factors and integrate general and industry-level evidence rather than simply listing factors. Competitor evaluation can examine issues such as products and services, market commonality, positioning, distinctive value propositions, first-mover advantage and breakthrough innovation. The internal analysis examines the firm's resources, capabilities and sources of competitive advantage. Appropriate analytical techniques should be used to assess competitive resources and key capabilities, with the internal value chain helping to identify factors capable of supporting competitive advantage. Students must also evaluate the organisation's business-level strategy and consider whether its resources and capabilities support its competitive positioning. Corporate-level analysis considers the firm's degree of diversification, internationalisation strategy, growth through acquisitions, mergers or organic development, and any cooperative strategies. These elements should be evaluated against the organisation's capabilities, resources and competitive context. The analysis concludes by interpreting the evidence to establish the firm's overall strategic position and recommending an innovation strategy or approach to innovation. Presentation quality is also important: the report should use an effective combination of text, charts, diagrams and other graphical forms, with professional formatting and accurate referencing. Overview word count: approximately 330 words.
Read Model Answer →
International Entrepreneurship / Business Management
International Entrepreneurship: Start-up Business Idea and International Market Expansion Pitch
This group presentation assessment requires students to develop and pitch an internationally oriented entrepreneurial business idea. Students may create their own start-up or select an existing small or medium-sized enterprise or family firm. Large multinational organisations are not permitted. The selected business must have an international dimension, either from its inception or through credible plans to undertake international activities such as overseas sourcing, manufacturing, selling or market expansion within approximately three to five years. The presentation requires students to clearly explain the proposed business idea, its products or services and the customer value proposition. Students must demonstrate how a viable market opportunity or gap has been identified and explain how the proposed venture intends to capture that opportunity. Consideration may also be given to social entrepreneurship and the potential contribution of the business to local communities. A significant part of the assessment examines how an entrepreneurial venture can overcome the practical challenges associated with start-up development and internationalisation. Students should evaluate resource scarcity and the role of entrepreneurial networks or open innovation, propose appropriate funding mechanisms such as angel investment, venture capital or crowdfunding, and explain how the venture's intellectual property could be protected. Students must also present a credible international growth strategy. This includes identifying suitable foreign markets, analysing competitors, selecting appropriate market-entry modes, defining target customer segments and developing suitable marketing and promotional strategies. All arguments should be supported with reliable evidence, with sources cited directly within the presentation and a reference list included. The assessment places emphasis on knowledge and application of entrepreneurship theories, clarity and focus of the business idea, quality and reliability of supporting materials, professional presentation delivery and the group's ability to respond confidently during questioning. All group members are expected to contribute to the work and presentation. The accompanying Group Engagement Form specifically records whether members contributed equally and allows agreed contribution percentages to be documented. Reference style: enter Not specified rather than automatically selecting Harvard. The brief requires reliable sources, slide citations and a reference list, but the uploaded assessment documents do not prescribe a named referencing system. If the actual library file you are uploading is the FourGaz presentation sample, rather than a new 2025/26 submission, use the title “FourGaz: International Entrepreneurship Start-up and Market Expansion Strategy” and do not label it 2025/26, because that sample is dated 25 November 2019.
Read Model Answer →