Programme

Module name

Global Strategy and Sustainability

Schedule Term

Student Reference Number (SRN)

Report/Assignment Title

Date of Submission

(Please attach the confirmation of any extension received)

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BPP School of Business and Technology

Assessment Task

Module Topics

Marks

Module LOs

Task 1 – The External & Internal Environment

External Analysis – Opportunities and Threats

Internal Analysis – Distinctive competencies, profitability and

competitive advantage

15

LO1: Critically analyse the internal and external business environment as sources of competitive advantage to facilitate a global strategy.

Task 2 – Strategy in the Global Environment

Strategy in the Global Environment – profit growth through global

expansion

15

LO3: Evaluate the implications of global strategy to management practice within a business environment.

Task 3 – Corporate Strategy

Corporate Strategy – diversification, integration and

outsourcing

15

LO2: Critically evaluate both strategic direction and strategic options in complex business environments.

Task 4 – Strategic Purpose - Ethics and CSR

Strategic Purpose –

Ethics and CSR

15

LO4: Assess and apply suitable frameworks and ideas

to formulate and control sustainability for organisations in a global context.

Report Presentation and

Structure

10

Total

70

Slides

Content

Marks

1

Title of presentation Student SRN No

Date

N/A

2

Agenda

N/A

3

Apply a suitable stakeholder management model (ideally Mendelow’s Matrix) in mapping Goldman Sachs Digitals stakeholders.

6

4

Identify one INTERNAL STAKEHOLDER based on the above and provide a clear analysis of their power, interest and expectations relating to Goldman Sachs Digital.

6

5

Identify one EXTERNAL STAKEHOLDER based on the above and provide a clear analysis of their power, interest and expectations relating to Goldman Sachs Digital.

6

6

Based on your analysis, provide recommendations for improving engagement with some of the identified stakeholders.

4

7

References

4

N/A

Overall presentation and structure

4

TOTAL

30 MARKS

Assessment Task

Module Topics

Marks

Module LOs

In the role of a Management Consultant, you are required to design a short PowerPoint Presentation to the CEO of on how they can sustain their growth and

profitability in the

Strategic Purpose - Sustainability

30

LO4: Assess and apply suitable frameworks and ideas to formulate and control sustainability for organisations in a global context.

contemporary business environment. The models of Sustainability discussed on the module will be used.

Total

30

Assignment task

Fail (0-39%)

Low Fail (40-49%)

Pass (50-59%)

Merit (60-69%)

Distinction (70-100%)

Task 1 of the report (15% weighting, LO1)

Guidelines:

• Identify and critically analyse the external and internal environment for Goldman Sachs Digital.
• Digital using relevant models. Note that you cannot use SWOT analysis as the CEO needs a detailed and thorough understanding of each part of the business environment.
• Determine Goldman Sachs Digital’s current sources of competitive advantage and critically evaluate how they maintain and build on this competitive advantage.

Weak knowledge of the

Limited knowledge of

Satisfactory knowledge

Good knowledge of

Excellent information

Internal and External

the Internal and External

of models for analysing

models in exploring and

and knowledge which

Global Environment,

Global Environment,

the internal and external

analysing the Internal

deeply and critically

with some omissions

which begins to explore

Global environment,

and External Global

explores and analyses the

showing personal

and analyse the Global

exploring and analysing

Environment. The

Internal and External

opinions and no, or

Environment using

competitive

application of theory

Global Environment. The

limited reference to

models with some

advantage(s). There is

shows a considerable

analysis uses theory and

theories in the course

originality and lacking or

some originality, detail

originality and

Models with clear

materials on the Global

showing limited critical

and autonomy shown.

autonomy, detailing

originality and

environment. Showing

factors and the

Satisfactory critical

competitive

autonomy, detailing

inadequate knowledge,

competitive advantages

evaluation supported by

advantage(s) arising and

competitive advantage(s)

omissions and/or lack of

arising.

solid, well-reasoned

how to maintain these

arising and how to

application of critical

arguments.

competitive advantages.

maintain and build on

analysis and or

All based on the

All based on the

these competitive

competitive advantages

sufficient use of the

extended reading

advantages based on

arising from the analysis

course materials to

beyond the course

extensive extended

of the Global

demonstrate

materials, which are

reading, using a wide

Environment.

understanding of the

referenced to

range of additional

course materials.

academic resources.

demonstrate wider reading.

Task 2 of the report (15% weighting, LO3)

Guidelines:

• Using a relevant model, critically evaluate the motives for Goldman Sachs Digitals international expansion into Europe, Africa, the Middle East and Asia and briefly explain how this impacts their overall company strategy.
• Using a relevant model, identify the Strategic Option(s) of Internationalisation which will suit Goldman Sachs Digital attempting to enter Europe, Africa, the Middle East and Asia.
• Apply at least THREE Entry Strategies to illustrate how Goldman Sachs Digital can enter and compete in Europe, Africa, the Middle East and Asia based on the research conducted.

Weak knowledge and lack of Market Entry Models using personal opinions and no, or limited reference to theories in the course materials. Motives for entry are either not explored or only some references indicated. Strategic option(s) are not provided. General entry strategies fails to explore and analyse market entry models, showing an inadequate knowledge and omissions to the thoughts and practices related to market entry required.

Limited knowledge of market entry models, which does not explore motives for entry or explores them in a limited way. The strategic option(s) available are not explored or are just mentioned and or described. There is a lack of suggestions of entry models which are supported by reasoned arguments.

.

Satisfactory knowledge of market entry models based on the motives for entry and general entry strategies using experience at an intuitive or emotive level gained affectively from the ‘experience’. Insights based on conscious reflection on the theory of global entry strategies.

It includes remarks that show an analysis and synthesis of the criteria, and the suggestions follow from the criteria or are outside it but relevant All based on the sufficient use of the course materials to demonstrate understanding of the course materials

advance its entry based on previous entry strategies.

It is based on the extended reading beyond the course materials, which are referenced to demonstrate wider reading.

Excellent information and knowledge which deeply explores and critically analyses the Market Entry Models derived from the motives of entry, the strategic option(s) available and general entry strategies. Emerging application of thoughts and practices at the forefront of market entry.

Succinct and precise suggestions for future entry Strategic option(s) and Entry Strategies based on the facts are made with clear originality and autonomy based on extensive extended reading, using a wide range of additional academic resources.

Task 3 of the report (15% weighting, LO2)

Guidelines:

• Analyse and evaluate how Goldman Sachs Digital can improve its supply chain globally by applying Corporate Strategies like Horizontal Integration, Vertical Integration, Outsourcing, Strategic Alliances and so on.
• Using a suitable model or framework, show how Goldman Sachs Digital can increase their profitability.

Weak knowledge and lack of understanding of Corporate Strategy Models which fails to explore and analyse corporate strategy and profitability, showing an inadequate knowledge and omissions in the discussion of corporate strategy to the thoughts and practices related to corporate strategy and based on personal opinions and no, or limited reference to theories in the course materials.

Limited knowledge of different aspects Corporate Strategy and models of corporate strategy and their applicability in increasing profitability. Lack of originality, detail, and autonomy.

No recommendations within the corporate strategy through reasoned arguments

Satisfactory knowledge of different aspects of Corporate Strategy using models. Explores and analyses the theory of corporate strategy and ways of increasing profitability with some originality, detail, and autonomy.

It provides remarks that show an analysis and synthesis of upgraded

Good knowledge which critically analyses different aspects of Corporate Strategy and analysis of how profitability can be increased with a Model that show supply chain strategies.

It shows critical insights into the application of Corporate Strategies, which upgrades those

Excellent information and knowledge which deeply explores and critically evaluates the different aspects of Corporate Strategy and how profitability can be increased.

Emerging application of thoughts and practices at the forefront of corporate strategy.

Excellent suggestions

corporate strategies, that follow from the criteria or are outside it but relevant.

It is based on the sufficient use of the course materials to demonstrate understanding of the course materials.

used by the organisation. It makes connections with implications for self and some sense of complexity.

Creates how the organisation can advance its corporate strategies on previous entry strategies.

It is based on the extended reading beyond the course materials, which are referenced to demonstrate wider reading.

supported by solid, well- reasoned arguments with clear originality and autonomy, detailing how the corporate strategies can be set out. Based on extensive extended reading, using a wide range of additional academic resources

.

Task 4 of the report (15% weighting, LO4)

Guidelines:

Analyse and evaluate Goldman Sachs Digitals CSR strategy using a relevant CSR model and use a theory to provide recommendations for any improvements needed.

Using relevant concepts/theory, identify and critically discuss the main ethical issues which Goldman Sachs Digital currently face and provide recommendations as to how they can address these ethical issues.

Weak knowledge and lack of understanding of Strategic Purpose -

Limited knowledge of different aspects

Strategic Purpose -

Satisfactory knowledge of different aspects of Corporate Social

Good knowledge which critically analyses different aspects of

Excellent information and knowledge which deeply explores and

Corporate Social Responsibility (CSR) and Ethics, showing an inadequate knowledge and omissions in the discussion of Corporate Social Responsibility to the thoughts and practices related to Corporate Social Responsibility and Ethics.

Weak knowledge and lack of understanding of theory(s) for recommending improvements in CSR and Ethics. Personal opinions and no, or limited reference to theories in the course materials is shown

.

Corporate Social Responsibility (CSR) and Ethics. Lack of originality, detail and autonomy.

No recommendations within the Strategic Purpose - Corporate Social Responsibility (CSR) and Ethics through reasoned arguments.

Limited knowledge and understanding of theory(s) for recommending improvements in CSR and Ethics.

Responsibility (CSR) and Ethics with models.

Explores and analyses the theory of CSR and Ethics with some originality, detail and autonomy.

It provides concluding remarks that show an analysis and synthesis CSR and Ethics that follow from the criteria or are outside it but relevant.

Knowledge and understanding of theory(s) for recommending improvements in CSR and Ethics are shown. All based on the sufficient use of the course materials to demonstrate understanding of the course materials.

Corporate Social Responsibility (CSR) and Ethics with models that show how the organisation can resolve ethical issues.

It shows critical insights into the application of CSR and Ethics, which critically analyse those used by the organisation with a sense of complexity.

Shows how the organisation can advance its Ethics by using models to improve its ethical position.

Good knowledge and understanding of theory(s) for recommending improvements in CSR and Ethics. All based on the extended reading beyond the course materials, which are referenced to

critically evaluates the different aspects of Strategic Purpose - Corporate Social Responsibility (CSR) and Ethics that show how the organisation can resolve. Application of emerging application of thoughts and practices at the forefront of Strategic Purpose (CSR and Ethics). Critical recommendations supported by solid, well- reasoned arguments with clear originality and autonomy, detailing how the Strategic Purpose (CSR and Ethics) can be used to generate sustainable growth.

Excellent knowledge and understanding of theory(s) for recommending improvements in CSR and Ethics. Based on extensive extended

reading, using a wide

demonstrate wider reading.

range of additional academic resources.

Report Presentation and Structure (10%)

Guidelines:

·Clear structure and layout

·Writing style: professional and concise

·Appropriate Harvard referencing: range and credibility of the sources use and correct application of Harvard referencing style throughout report and appendices

Weak references with errors or inconsistencies.

Inadequate structure and expression.

Limited appropriate references with minor errors.

Limited use of appropriate structure and expression.

Satisfactory with full and appropriate references.

Satisfactory structure, layout and mainly accurate expression.

Good with precise, full and appropriate references.

Well-structured layout and professional and accurate expression.

Excellent with precise, full and appropriate references.

Outstanding structure, layout and professional and accurate

expression.

Part B - POWERPOINT PRESENTATION (30%

including presentation structure)

Guidelines:

• Apply a suitable stakeholder management model (ideally Mendelow’s Matrix) in mapping Goldman Sachs Digital’s stakeholders.
• Identify one INTERNAL and EXTERNAL STAKEHOLDER based on the above and provide a clear analysis of their power, interest and expectations relating to Goldman Sachs Digital.
• Provide relevant recommendations for improving engagement with identified stakeholders to support Sustainability.
• Appropriate Harvard referencing: Range and credibility of the sources used and correct application of Harvard Referencing style throughout the presentation and speaker notes.
• Overall presentation and structure of the PowerPoint slides.

Weak knowledge of a stakeholder management model for mapping stakeholders and lack of analysis of

Limited knowledge of a stakeholder management model for mapping stakeholders and lack of analysis of

Satisfactory outline of a stakeholder management model for mapping stakeholders and satisfactory of

Good analytical knowledge which critically analyses a stakeholder management model for mapping stakeholders

Excellent information and knowledge which deeply explores and critically analyses a stakeholder

one internal and one external stakeholder in in providing analysis of their power, interest and expectations in relation to sustainability and growth of the organisation in the global context. Weak knowledge of relevant recommendations in improving engagement with identified stakeholders.

one internal and one external stakeholder in in providing analysis of their power, interest and expectations in relation to sustainability and growth of the organisation in the global context. Limited knowledge of relevant recommendations in improving engagement with identified stakeholders.

analysis of one internal and one external stakeholder in providing analysis of their power, interest and expectations in relation to sustainability and growth of the organisation in the global context.

Uses available information to evaluate possible recommendations. Final decision is clear and linked to the evaluation.

and a good critical analysis of one internal and one external stakeholder in providing analysis of their power, interest and expectations in relation to sustainability and growth of the organisation in the global context.

Uses a range of appropriate information to evaluate suggestions and applies clear criteria to demonstrate reasons.

management model for mapping stakeholders and an excellent analysis of one internal and one external stakeholder in analysing their power, interest and expectations in relation to sustainability and growth of the organisation in the global.

Uses a range of appropriate suggestions, for Sustainability, exercising autonomy and initiative when exploring other options. Makes clear decisions which give due weight to alternatives.

Weak references and recommendations with minor or insignificant errors or omissions. Lacking

credibility

Limited use of appropriate references, recommendations and with minor or

insignificant errors.

Satisfactory with precise, full and appropriate references recommendations and notes.

Good with precise, full and appropriate references, recommendations and of a high standard.

Excellent with precise, full and appropriate references recommendations and notes of near-

publishing standard.