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2,000 words
Internationalisation and Global Expansion Plan for a Small or Medium-Sized Enterprise
This assessment is an individual report that requires students to develop a plan for taking a small or medium-sized enterprise, family firm, or new start-up into a global market. Students may create their own start-up business plan or select an existing SME or family business from any country, but the chosen organisation must be a small or medium-sized firm and must be different from the business idea submitted for Assignment 1. The report focuses on developing a practical internationalisation strategy that explains how the selected firm can enter, compete and grow in a new international market. The report begins by establishing the background of the selected firm and its contextual environment. Students should identify whether the organisation is a new start-up or an existing firm, provide relevant information about its country, explain its business type and consider operational or resource challenges. Where a start-up is selected, students should identify potential resource scarcity and explain how these challenges could be overcome. The report then introduces the firm's products or services and explains the value proposition and reasons why customers should purchase them. A feasibility analysis is required to demonstrate how the business opportunity or market gap was identified. Students must use the relevant Week 6 teaching resources to explain the feasibility of the proposed product or service and its potential within the firm's home market. The report then develops an internationalisation strategy, using the specified Week 5 and Weeks 8–10 teaching resources. This includes selecting and justifying the target international market, evaluating appropriate market entry strategies, explaining the proposed innovation, developing a new product or service for the target market and applying relevant innovation models. The internationalisation chapter also requires students to consider how the firm will manage and expand in the selected market, including the use of networks, competitors and competitive strategies. Students must develop a marketing approach for the new market, identify the target customer segment and explain how innovative promotion and advertising methods will be used. Relevant theories and frameworks, including Porter’s Five Forces, PESTEL and Embeddedness, should be applied to the selected firm and its context with suitable examples. Further sections address funding and finance, intellectual property and the wider impacts of the firm. Students must explain how the international expansion will be funded, including potential sources such as angel investors, venture capital and crowdfunding, with estimated funding amounts. The report should also explain how intellectual property will be protected in the new market and evaluate potential social, economic and community impacts. The final section is a personal reflection using Gibbs' Reflective Cycle. Students should reflect on their learning throughout the module, including relevant case studies discussed during tutorials, difficulties encountered, lessons learned and steps for improving future learning and performance. The report must use reliable sources and Harvard referencing, with relevant graphs and tables encouraged to improve clarity and presentation.
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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
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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.
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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.
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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.
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