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Business Consultancy Project
5,000 words
Business Consultancy Project – Summative Coursework
This assessment requires students to complete a 5,000-word Business Consultancy Project designed to replicate the work of a professional consultant. The project accounts for 100% of the module assessment and requires students to investigate a clearly defined business issue, challenge or problem identified in the earlier Consultancy Project Proposal. Students must use the same client, topic and issue proposed in the previous submission unless a change has been strongly recommended through feedback or endorsed by the supervisor or tutor. The consultancy project requires deep and independent research using credible secondary sources, including recent peer-reviewed academic journals, industry reports and reputable business publications. The analysis should translate evidence into meaningful insights and actionable recommendations that create strategic value for the client organisation. The report must critically analyse the selected business problem rather than simply describe the organisation or relevant theories. The report should contain an Executive Summary, Introduction, Company/Client Overview, Problem Definition and Consultancy Focus, Stakeholder Analysis, Data Analysis and Framework Application, Recommendations and Conclusion, and a 500-word Employability Reflection. The Data Analysis and Framework Application section carries the largest indicative allocation at approximately 1,800 words and requires students to apply two or three relevant models or frameworks. Examples provided in the brief include SWOT, PESTLE, Porter’s Five Forces and the Balanced Scorecard. Students are also expected to present and interpret secondary data using appropriate tables, charts, Excel outputs or pivot tables. The Recommendations and Conclusion section should provide three actionable and prioritised recommendations supported by evidence, while considering implementation risks, barriers and anticipated benefits. The Employability Reflection should consider research, analytical, problem-solving, project management and communication skills, together with teamwork, leadership, ethical awareness, sustainability, personal development, career relevance and future professional growth. The assessment requires Harvard referencing throughout. The report should use professional formatting, third-person academic writing, numbered pages, correctly labelled tables and figures, and accurate in-text citations and references. The brief emphasises the use of recent and credible sources, with the majority of references expected to come from publications within the previous 6–12 months.
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Strategic Management in Healthcare
4,000 words
Strategic Management in Healthcare – Strategic Analysis and Strategy Formulation
This individual summative assessment for the Strategic Management in Healthcare module requires students to critically examine strategic management and strategic thinking within a healthcare organisation, hospital, clinical department or healthcare unit of their choice. The assessment is designed to develop students’ ability to apply strategic management concepts and analytical frameworks to a real healthcare setting, evaluate the internal and external factors affecting organisational performance, and formulate appropriate strategies in response to identified operational and competitive challenges. The assessment consists of a 4,000-word report with a 10% tolerance and accounts for 100% of the module assessment. Students must first select an organisation, clinical department or healthcare unit to use as the case setting. The report should begin with a concise introduction to the selected case setting, establishing its organisational context and providing a clear direction for the strategic analysis. The introduction should explain the relevant characteristics of the organisation or healthcare unit and provide sufficient background to understand the strategic issues examined in the report. The report must critically analyse the relevance of strategic management and strategic thinking to the selected healthcare setting. Rather than simply describing strategic management concepts, students are expected to explain why strategic planning and strategic thinking are important for the particular organisation or department and how they can support performance improvement, service development and responses to operational and competitive challenges. A central requirement is the application of three strategic analysis tools or frameworks. The assessment examples include SWOT, PESTLE, Balanced Scorecard, Value Chain, Porter’s Five Forces, Resource Based View and Blue Ocean Strategy. Students must apply at least one appropriate tool at each of three analytical levels: macro-environment analysis, service area or market analysis, and internal environment analysis. Before applying each tool, students should define the framework and critically justify why it is relevant, effective and suitable for the selected healthcare case setting. The analysis should be detailed and evidence-based rather than purely descriptive. Students are then required to develop a hierarchy of strategies based on the findings from the strategic analysis. Strategies should be formulated at three levels and should clearly respond to the issues identified through the external, market or service-area and internal analyses. The report should explain how the proposed strategies could help the healthcare organisation or unit improve performance and address its operational and competitive challenges. The relationship between the analysis, strategic recommendations and expected outcomes should be made explicit. The final component requires students to reflect on the relevance and usefulness of the strategic tools beyond the selected case study and in relation to their current or future professional role. The reflection should consider how the strategic frameworks and analytical approaches could be transferred to other organisational or professional situations. The assessment should use appropriate evidence from sources such as academic journal articles, books, websites, case studies and grey literature. Harvard referencing is required. The marking criteria place emphasis on the quality of the introduction and case context, critical discussion of strategic planning, quantitative and analytical application of three strategic tools, strategy formulation and evaluation, reflection on application relevance, and presentation and referencing. The assessment therefore requires an integrated connection between the healthcare case, strategic analysis, evidence, recommendations and reflection rather than isolated descriptions of strategic frameworks.
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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.
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Financial Performance Management
3,500 words
Financial Performance Management – Financial Performance, Balanced Scorecard and Integrated Reporting
This individual assessment for the Financial Performance Management module requires students to produce a comprehensive analysis of the financial and non-financial performance of an international organisation and its closest competitor. The assessment is designed to develop students’ ability to evaluate organisational performance using financial analysis techniques, critically assess strategic performance-management frameworks, and examine the benefits and challenges associated with Integrated Reporting. The report has a maximum length of 3,500 words, with a 10% tolerance, excluding references, tables, figures and appendices, and accounts for 100% of the summative assessment. The first part of the report focuses on financial performance using ratio analysis. Students must select an international organisation as Company A and identify its closest competitor as Company B. The competitor should be selected using appropriate criteria, including comparable operating activities, industry, country and financial characteristics. Students are expected to obtain financial statements covering at least the most recent two years available for analysis. The ratio analysis should cover a broad range of areas, including liquidity, working capital cycle, profitability, leverage and valuation. Students should calculate and interpret relevant ratios, compare performance between the two organisations and across different years, and critically discuss the overall financial position. Input data and calculations may be presented in the main report or appendix, supported by appropriate tables and graphs. The second part examines Kaplan and Norton’s Balanced Scorecard as a Strategic Management System. Students must critically evaluate the relevant Balanced Scorecard literature and consider whether the traditional model remains appropriate in contemporary business environments. The report should discuss possible limitations or areas for improvement and then develop a proposed Balanced Scorecard specifically for Company A. The proposed scorecard should be linked to the organisation’s strategy and vision and should identify suitable objectives, measures and critical success factors. The third part focuses on Integrated Reporting. Students must critically analyse the potential benefits and challenges of adopting Integrated Reporting for Company A, using relevant academic literature and the International Integrated Reporting framework. The discussion should consider how Integrated Reporting combines financial, non-financial, historical and forward-looking information and how it can help stakeholders understand an organisation’s use of resources and prospects for long-term sustainable success. The report should follow an appropriate academic structure, including an introduction, financial performance analysis, Balanced Scorecard analysis, Integrated Reporting analysis and conclusion. Harvard referencing is required, supported by a comprehensive range of relevant academic and professional sources. The recommended structure allocates approximately 1,000 words to each main question, with approximately 250 words for the introduction and conclusion.
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Leadership in a Digital Age
5,000 words
Advanced Practice Research Project – Reflective Individual Report and Poster Presentation
This assessment requires students to produce a 5,000-word individual business consultancy report based on a chosen organisation. The selected organisation may be a private company, a public organisation that is not government owned, or a non-governmental organisation. The chosen organisation acts as the client and the student takes the role of a consultant who investigates a current or potential business challenge, examines the resulting issues and develops recommendations that can provide strategic value to the organisation and its wider industry. The project requires students to formulate a business project that has strategic importance within a chosen area of management. The report should identify a specific organisational challenge and the issues resulting from that challenge, supported by recent evidence demonstrating that the challenge is ongoing, unresolved or likely to become significant in the future. The challenge should be connected to current affairs and emerging trends within the relevant industry and business environment. The report should also provide a consultant's perspective on why the challenge matters to the selected organisation. A clear purpose for the report must be established. This should explain why the selected challenge and issues are being investigated, how the research will benefit the client organisation and how the project relates to the chosen organisational specialisation area. The report should demonstrate an understanding of the importance of strategy in business and establish a clear connection between the identified problem, the research undertaken and the proposed solutions. Stakeholder analysis is a major component of the assessment. Students must identify relevant internal and external stakeholders, explain their relationship with the identified challenge and issues, and evaluate the impact of the research on these stakeholder groups. The analysis should consider stakeholder power and interest and demonstrate how the proposed project and its findings could affect different stakeholders. The main analytical section requires the use of secondary data, including both conceptual and numerical evidence. Students should critically evaluate relevant information using appropriate management frameworks and analytical approaches. The evidence should be used to investigate the challenge, understand its causes and consequences, and support the development of appropriate recommendations. The report should demonstrate critical thinking rather than simply describing information. The final section provides recommendations designed to resolve the identified challenge and resulting issues. Recommendations should be directly supported by the secondary-data analysis and critical evaluation and should be relevant and realistic for the selected organisation. The conclusion should return to the central challenge and explain how the purpose of the report has been addressed, while demonstrating the strategic value of the recommendations for the organisation and, where appropriate, the wider industry. The recommended structure consists of a declaration page, title page, contents, executive summary, introduction, challenge and issues, purpose of the report, stakeholder analysis, evaluation and analysis of secondary data, recommendations and conclusion, Harvard references and appendices where required. The suggested allocation is approximately 500 words for the executive summary, 300 for the introduction, 500 for the challenge and issues, 200 for the purpose, 600 for stakeholder impact, 2,000 for secondary-data evaluation and 900 for recommendations and conclusion. The total report length is 5,000 words, excluding the front cover, contents, bibliography and appendices.
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Business Project
5,000 words
Business Consultancy Project: Strategic Analysis of a Business Challenge
This assessment requires students to produce a 5,000-word individual business consultancy report based on a chosen organisation. The selected organisation may be a private company, a public organisation that is not government owned, or a non-governmental organisation. The chosen organisation acts as the client and the student takes the role of a consultant who investigates a current or potential business challenge, examines the resulting issues and develops recommendations that can provide strategic value to the organisation and its wider industry. The project requires students to formulate a business project that has strategic importance within a chosen area of management. The report should identify a specific organisational challenge and the issues resulting from that challenge, supported by recent evidence demonstrating that the challenge is ongoing, unresolved or likely to become significant in the future. The challenge should be connected to current affairs and emerging trends within the relevant industry and business environment. The report should also provide a consultant's perspective on why the challenge matters to the selected organisation. A clear purpose for the report must be established. This should explain why the selected challenge and issues are being investigated, how the research will benefit the client organisation and how the project relates to the chosen organisational specialisation area. The report should demonstrate an understanding of the importance of strategy in business and establish a clear connection between the identified problem, the research undertaken and the proposed solutions. Stakeholder analysis is a major component of the assessment. Students must identify relevant internal and external stakeholders, explain their relationship with the identified challenge and issues, and evaluate the impact of the research on these stakeholder groups. The analysis should consider stakeholder power and interest and demonstrate how the proposed project and its findings could affect different stakeholders. The main analytical section requires the use of secondary data, including both conceptual and numerical evidence. Students should critically evaluate relevant information using appropriate management frameworks and analytical approaches. The evidence should be used to investigate the challenge, understand its causes and consequences, and support the development of appropriate recommendations. The report should demonstrate critical thinking rather than simply describing information. The final section provides recommendations designed to resolve the identified challenge and resulting issues. Recommendations should be directly supported by the secondary-data analysis and critical evaluation and should be relevant and realistic for the selected organisation. The conclusion should return to the central challenge and explain how the purpose of the report has been addressed, while demonstrating the strategic value of the recommendations for the organisation and, where appropriate, the wider industry. The recommended structure consists of a declaration page, title page, contents, executive summary, introduction, challenge and issues, purpose of the report, stakeholder analysis, evaluation and analysis of secondary data, recommendations and conclusion, Harvard references and appendices where required. The suggested allocation is approximately 500 words for the executive summary, 300 for the introduction, 500 for the challenge and issues, 200 for the purpose, 600 for stakeholder impact, 2,000 for secondary-data evaluation and 900 for recommendations and conclusion. The total report length is 5,000 words, excluding the front cover, contents, bibliography and appendices.
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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.
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1,000 words
Organisational Strategy and Sustainability: Strategic and Sustainability Analysis of Engineers & Planners Company Ltd
This formative Organisational Strategy and Sustainability assessment requires students to act as a management consultant for BPP Consulting Group and provide a strategic and sustainability evaluation of ENGINEERS & PLANNERS COMPANY LTD for its Board of Directors. The task focuses on how internal capabilities, external market forces, sustainability pressures, ethical practices and responsible leadership shape the organisation’s strategy within an increasingly global business environment. Formative Assessment - Organisa… ENGINEERS & PLANNERS COMPANY LTD is described as a Ghanaian-owned mining and construction contracting company, established in 1997 and headquartered in Accra. Its activities include contract mining, road construction, tailings-dam construction, land reclamation and hard-rock mining, with operations in Ghana and Liberia. The company also owns Dzata Cement, a cement manufacturing facility in Tema with an annual production capacity of approximately 2.3 million metric tons. Formative Assessment - Organisa… Formative Assessment - Organisa… The formative task addresses the first two learning outcomes of the summative assessment. LO1 – Strategic Environmental Analysis requires a brief but critical evaluation of the organisation’s internal resources and capabilities together with its external environment. Students should use one internal and one external strategic framework, with examples including PESTEL or Porter’s Five Forces, identify internal competencies, opportunities and threats, and consider how the organisation might respond to dynamic market forces in regions such as the European Union, Asia or North America. Sources of competitive advantage should also be identified from the internal analysis. Formative Assessment - Organisa… Formative Assessment - Organisa… LO2 – Ethical, Sustainable and Responsible Practices requires students to assess how ENGINEERS & PLANNERS COMPANY LTD could integrate CSR, sustainability or ethical practice into its wider business strategy. The brief recommends applying one framework such as the Triple Bottom Line or Sustainable Supply Chain Management. The discussion should connect the sustainability analysis back to the strategic issues identified under LO1. Formative Assessment - Organisa… Formative Assessment - Organisa… Students are also expected to consider how leadership shapes the organisation’s sustainability response, including engagement with stakeholders such as suppliers, customers and NGOs and the influence of regulatory frameworks such as the UN Sustainable Development Goals and relevant European Union legislation. One specific sustainability initiative should be briefly considered, such as product lifecycle management, eco-design, renewable-energy integration or supply-chain transparency. Formative Assessment - Organisa… The recommended report structure consists of an introduction, LO1 Strategic Environmental Analysis, LO2 Ethical, Sustainable and Responsible Practices, and a conclusion summarising recommended strategic and sustainability improvements. Suggested allocations are approximately 50 words for the introduction, 450 words for LO1, 450 words for LO2 and 50 words for the conclusion. Formative Assessment - Organisa… The total submission limit is 1,000 words, with the main body subject to the word-count restriction. The work must use third-person academic writing, professional formatting, appropriate tables and figures, and consistent Harvard citations. Formative Assessment - Organisa… Higher-quality work is expected to go beyond descriptive use of strategic models by critically evaluating the organisation’s internal and external environment, identifying key drivers of change, considering global and local influences on strategic choices, and linking sustainability and responsible-business practices to stakeholder expectations and regulatory pressures. Formative Assessment - Organisa… Formative Assessment - Organisa…
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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
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Strategic Management / Sustainability / Responsible Leadership
2,500 words
Organisational Strategy and Sustainability: Strategic Evaluation of Engineers & Planners Company Ltd
This Consultancy Project Proposal assessment requires students to develop a professional and feasible research proposal addressing a current organisational issue or business challenge affecting an existing organisation. The work combines critical business analysis with research design, secondary-data methodology, ethics and visual communication through an accompanying one-page digital poster. MSc Management Summative Assess… The first task requires students to introduce the selected organisation and critically examine between one and three current challenges. The discussion must be evidence-based and supported by recent sources. Stronger work should connect the identified issues to current affairs, recent news, Sustainable Development Goals and relevant academic or company evidence. MSc Management Summative Assess… The second task requires development of a clear research aim, three objectives and, for stronger submissions, one or two research questions. Students must demonstrate awareness and application of research methodology using secondary research only, while incorporating both qualitative and quantitative approaches. The research design should be directly connected to the selected organisational challenges. MSc Management Summative Assess… The third task focuses on the research plan and ethical considerations. Students must explain ethical issues associated with secondary-data collection and support the discussion using credible literature. The accompanying poster should present a coherent research plan and demonstrate effective data-analysis and data-presentation skills through relevant graphs, charts, tables or descriptive statistics. MSc Management Summative Assess… The fourth task assesses the student's ability to critically organise and synthesise information into a coherent proposal. The written report should use recent, credible sources, while the poster should include a short reflection on challenges encountered when synthesising evidence for the proposed study. MSc Management Summative Assess… The report must be written in the third person and use Harvard referencing. The proposed structure allocates approximately 150 words to the introduction, 400 words to the challenge discussion, 150 words to the research aim and objectives, 500 words to methodology, 200 words to ethical considerations and 100 words to the conclusion. The digital poster has no formal word count but must fit on a single A4 page and use a readable 10–12 point font. MSc Management Summative Assess… MSc Management Summative Assess… Overall, the assessment develops skills in consultancy problem definition, research design, secondary-data analysis, mixed-method thinking, ethical research practice, critical synthesis and professional visual communication.
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Business Consultancy Project: Strategic Analysis, Stakeholder Evaluation and Evidence-Based Recommendations
Business Consultancy, Strategic Management, Business Analysis, Consultancy Project, Stakeholder Analysis, Mendelow Matrix, Business Strategy, Data Analysis, Secondary Research, SWOT Analysis, PESTLE Analysis, Porter’s Five Forces, Balanced Scorecard, Ethics, Sustainability, UN Sustainable Development Goals, Recommendations, Risk Analysis, Implementation Barriers, Organisational Strategy, Business Problem Solving, Employability Skills, Professional Development, Reflective Practice, Project Management, Evidence-Based Decision-Making
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Business Management / Consultancy / Strategic Management
5,000 words
Business Consultancy Project: Strategic Analysis, Stakeholder Evaluation and Evidence-Based Recommendations
This Business Consultancy Project assessment requires students to produce a professional 5,000-word consultancy report addressing a strategically important issue, challenge or problem facing a client organisation. The project must normally continue from the topic and client proposed in the earlier Consultancy Project Proposal, ensuring continuity between the proposal and final consultancy work. The assessment is designed to replicate professional consultancy practice through independent research, critical analysis and the development of actionable recommendations. Copy of Apr 25 Onwards brief_EE… Copy of Apr 25 Onwards brief_EE… The report begins with an Executive Summary, followed by an introduction and company/client overview. Students must define one clear business problem, establish the overall project aim and purpose, and specify the consultancy focus, which may relate to areas such as strategy, human resources, marketing or sustainability. The selected issue should be clearly connected to the organisation’s wider strategic and industry context. Copy of Apr 25 Onwards brief_EE… A dedicated Stakeholder Analysis section requires identification and evaluation of internal and external stakeholders. Students must assess stakeholder interests, influence, expectations, conflicts and power relationships, and are encouraged to apply a framework such as Mendelow’s Matrix. The purpose is to show how stakeholder dynamics influence the consultancy problem and the feasibility of proposed solutions. Copy of Apr 25 Onwards brief_EE… The largest section is Data Analysis and Framework Application, where students critically evaluate secondary evidence and apply two or three relevant management frameworks. Suitable approaches may include SWOT, PESTLE, Porter’s frameworks and the Balanced Scorecard. The analysis should incorporate credible company and industry evidence, Excel outputs, tables or charts where relevant, and connect patterns in the data to strategic, operational or HR implications. Ethical and sustainability considerations should be embedded where appropriate. Copy of Apr 25 Onwards brief_EE… The project concludes with three prioritised and evidence-based recommendations. Recommendations should be practical, justified, risk-aware and linked directly to the findings. Students must explain expected benefits and demonstrate how the proposed actions create strategic value for the client organisation. Copy of Apr 25 Onwards brief_EE… The final assessed section is a 500-word Employability Reflection covering skills developed through the project, application of theory to practice, professional behaviours, personal strengths and weaknesses, career relevance and specific future-development actions. Copy of Apr 25 Onwards brief_EE… Overall, the assessment integrates consultancy problem definition, stakeholder analysis, strategic frameworks, secondary-data interpretation, ethics, sustainability, recommendations and professional reflection within a Masters-level business project. The marking criteria reward criticality, current evidence, intellectual originality, professional consultancy thinking and accurate Harvard referencing. Copy of Apr 25 Onwards brief_EE… One important point: the brief states that the majority of references should come from sources published within the last 6–12 months, so the final project is expected to use very current company, industry and academic evidence. Copy of Apr 25 Onwards brief_EE…
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Global Business Strategy
2,500 words
Global Business Strategy – Strategic Analysis of a Global Company
This assessment is an individual portfolio for the Global Business Strategy module. The assignment requires students to conduct a comprehensive strategic analysis of a named global company that is facing a significant business problem and to develop strategic options that can support the organisation's sustainable growth and future success. The selected company can be from any industry and may be a large or small global organisation. Students must identify a company that has experienced significant challenges during the past five years or is currently facing strategic difficulties. These may include loss of market position, inability to gain or regain market share, operational challenges, or declining revenues and profits. The assessment requires students to investigate the company's strategic purpose, vision, mission and objectives before examining the internal and external global business environment that may have contributed to its challenges. Relevant strategic theories and models should be applied to support the analysis. The portfolio is developed progressively across the semester. The first stage focuses on selecting the global company, identifying its key problem and analysing the internal and external business environment. The second stage examines sustainable business strategies, diversification and competitive advantage through a resource audit, together with an appropriate model for supporting global business growth. Students must also propose an appropriate mode and strategy for entering an international market in which the selected company does not currently operate. The third stage focuses on strategic change, leadership and governance. Students are expected to demonstrate an understanding of effective leadership styles, the role of leadership in strategic change, good governance and the importance of ethics in international business. Practical examples should be used to demonstrate how leadership, governance and ethical considerations can contribute to business growth. The fourth stage addresses good strategy execution and evaluation. Students must justify how the proposed strategy can be effectively implemented using available organisational resources and process management tools that support continuous improvement. The analysis should lead to strategic recommendations and an evaluation of how the proposed strategies could affect the company's future performance and competitiveness in the global market. After completing the individual portfolio tasks, students must prepare a summary report of approximately 1,000–1,500 words. This report should synthesise the key learning and insights gained from each task and demonstrate how the different strategic concepts have been applied to the selected organisation. The final e-portfolio is compiled as a single academic report in PebblePad and submitted as a PDF through Turnitin. The overall report should be approximately 2,500 words ±10%, excluding references and appendices, and sources should be cited using the ULBS Harvard referencing style.
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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.
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Organisational Strategy and Sustainability
2,500 words
Strategic Evaluation and Analysis of Hindustan Unilever Limited (HUL)
This 2,500-word coursework for the MSc Management module Organisational Strategy and Sustainability requires a strategic evaluation and analysis of Hindustan Unilever Limited (HUL). The assignment is written from the perspective of a management consultant at BPP Consulting Group and is addressed to HUL’s Board of Directors. It focuses on HUL’s strategic management, sustainability initiatives and responsible leadership within a global business context. The report begins by examining HUL’s internal capabilities and external business environment. Students are required to apply one strategic model to analyse the internal environment and one model to assess the external environment, such as VRIO, PESTEL or Porter’s Five Forces. The analysis should identify internal competencies, external opportunities and threats, sources of competitive advantage, and the influence of global and local market dynamics on HUL’s strategic choices. Particular consideration may be given to key regions such as the European Union, Asia and North America. The second section evaluates HUL’s ethical, sustainable and responsible business practices. The brief requires the use of one framework, such as the Triple Bottom Line or Sustainable Supply Chain Management, to assess one selected area of CSR, sustainability or ethical practice. The discussion should consider stakeholder engagement, regulatory influences such as the United Nations Sustainable Development Goals and European Union legislation, and one HUL sustainability initiative such as product lifecycle management, eco-design, renewable energy integration or supply chain transparency. The third section critically evaluates HUL’s strategic responses to current and future challenges, including climate change, artificial intelligence and digital disruption. One strategic framework, such as the Ansoff Matrix, Blue Ocean Strategy or VRIO, should be applied to evaluate strategic options and their implications for long-term sustainability, competitiveness and market relevance. The final section provides a personal leadership and sustainability reflection. Students select one leadership model, such as Goleman’s Emotional Intelligence, Hofstede’s Cultural Dimensions or Transformational Leadership, and reflect on their learning from the previous sections. The reflection covers personal development, ethical, cross-cultural or sustainable leadership, career aspirations, and values-driven leadership. The report concludes by summarising recommended changes to HUL’s organisational strategy and sustainability initiatives. The assessment requires Harvard referencing and a professional academic structure. The main body has a 2,500-word limit, with suggested allocations of approximately 50 words for the introduction, 600 words each for LO1, LO2, LO3 and LO4, and 50 words for the conclusion. The cover page, contents, references and appendices are excluded from the word count.
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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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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.
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Business Management / Strategic Management
50,000 words
Starbucks Labour Relations and Unionisation: Strategic Business Consultancy Analysis
his Masters-level Business Project presents a strategic consultancy analysis of Starbucks, focusing on the company's ongoing labour-relations challenges, unionisation disputes and associated legal, operational and reputational implications. The project examines how employee relations and organised labour can develop from a human-resource concern into a wider strategic management issue affecting corporate governance, organisational performance, stakeholder trust and long-term brand value. The report follows the consultancy structure required by the Business Project assessment, beginning with identification of a current organisational challenge and the resulting issues affecting the client organisation. The official brief requires the selected challenge to be connected with current affairs, emerging industry trends and the organisation's wider business strategy. It also requires evaluation of both internal and external stakeholders and analysis using conceptual and numerical secondary data. In the completed project, Starbucks' labour dispute and unionisation environment are examined through several strategic-management frameworks. PESTLE analysis is used to assess political, economic, social, technological, legal and environmental influences surrounding labour relations. SWOT analysis evaluates Starbucks' organisational strengths, weaknesses, opportunities and threats, while Porter's Generic Strategies considers the relationship between differentiation, competitive positioning and labour-management practices. The project also applies stakeholder analysis to groups including senior leadership, employees, unions, regulators, customers, investors and other external stakeholders. A major part of the analysis considers stakeholder power, interest, legitimacy and urgency. The assessment brief specifically requires students to identify internal and external stakeholders, assess their power and interests, and evaluate how the investigated business challenge affects each stakeholder group. The project concludes with evidence-based strategic recommendations designed to improve labour relations, governance and organisational resilience. Recommendations include strengthening good-faith bargaining, developing more consistent labour-governance practices, improving workforce systems and employee participation, incorporating labour-relations indicators into ESG and corporate reporting, and adopting a coordinated legal and reputation-management strategy. Overall, the work demonstrates the application of strategic management, stakeholder analysis, corporate governance, HRM and secondary-data evaluation to a contemporary organisational challenge. The official assessment requires recommendations to arise directly from the critical analysis and to explain how they create strategic value for the client organisation and its wider industry. The completed submission itself is titled Business Project and focuses on Starbucks; its contents include the organisational challenge, purpose of the report, stakeholder impact, secondary-data evaluation, and recommendations and conclusion.
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4,000 words
Strategic management in healthcare
Comprehensive model answer designed for postgraduate level studies, fully cited and annotated.
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