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.
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Marketing
4,000 words
Strategic Recovery Marketing Report — Diagnosing Underperformance and Building a Sustainable Turnaround Plan
This is a case-based marketing assessment in which the student selects a real business that is currently underperforming or failing, diagnoses the causes, and builds a full marketing recovery strategy for it. The company choice is the student's own but requires module team approval, so the selection itself carries risk: a firm with thin public disclosure will starve the analysis, while an over-documented household name invites description rather than diagnosis. The deliverable is a formal report of around four thousand words, excluding references and appendices, referenced in APA 7. Appendices can carry supporting data, models and supplementary analysis, but not core content — a common way marks are lost is pushing substantive argument into an appendix to stay within the word limit. The report has two linked halves that students often treat as separate. The first is diagnostic: why is this business underperforming? This demands explicit application of marketing theory rather than a narrative of the company's troubles assembled from press coverage. The second is prescriptive: a recovery strategy that follows from the diagnosis. Recommendations that could have been written without the analysis — refresh the brand, invest in digital, improve customer experience — score poorly regardless of how well they are expressed. Where this module differs from a generic strategic marketing assessment is the sustainability and ethics dimension. The learning outcomes centre on sustainable marketing, social responsibility, and the intersection of marketing technology with sustainable practice. The marking criteria reward conclusions that show awareness of ethical and sustainability dimensions at every band above a pass. A recovery plan built purely on cost and revenue logic will therefore underperform against the rubric even if it is commercially sensible. The strongest submissions treat sustainability as part of the recovery mechanism rather than a section appended at the end. Assessments of this type increasingly sit within a tiered AI policy. Where a permissive tier applies, students may use AI tools for idea generation, structuring, source discovery, summarising notes, and proofreading or feedback — but not for producing the analysis itself — and must declare which tools were used and how, usually in a table placed before the reference list. Students are also expected to retain evidence of how their thinking developed, such as version histories or drafts, which can be requested if misconduct is suspected. Our support on assessments of this type is guidance-based. Typical areas of help include: advising on company selection and data availability, explaining how a diagnostic framework should structure an argument, showing the difference between descriptive and evaluative use of theory, clarifying how sustainability criteria are actually assessed in a marking rubric, checking APA 7 consistency, and reviewing a completed draft against the published criteria.
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