| Category | Assignment | Subject | Management |
|---|---|---|---|
| University | BPP Business School | Module Title | Global Strategy and Sustainability Coursework11 |
| Word Count | 3000 Words |
|---|---|
| Assessment Type | Summative |
| Assessment Title | Coursework 11 |
This module is assessed through one graded element worth 100%. You must achieve at least 50% to pass this module.
In the role of a Management Consultant, you are invited by the CEO of Netflix Inc. to their headquarters in the USA. They have secured permission from Netflix’s Board of Directors (BoD) to review and upgrade their global strategies in Europe, Africa, the Middle East and Asia. In view of this background, you are required to undertake a strategy upgrade of Netflix and provide a business REPORT to the CEO on further growth opportunities and sustainability of this growth into Europe, Africa, the Middle East and Asia using the techniques and concepts covered in the module.
In the role of a Management Consultant, you are required to design a short PowerPoint Presentation for the CEO of Netflix Inc. on how they can sustain their growth and profitability in the contemporary business environment. The model of stakeholder analysis on the module will be used.
Netflix Inc. Case Study – Background Reading Available in the core textbook (Page 769) Via The Hub and Open Sourced (Publicly Accessible) on the internet.
De Wit, B. (2020). Strategy, An International Perspective; 7th edition, Cengage Learning EMEA, Andover, Hampshire
In Addition to the Above Resource, Students are expected to conduct their independent research for this Company.
For an understanding of Johnson's 2017 Stances, refer to the book below:
Johnson, G., Scholes, K, Whittington, R., Angwin, D. and Regner, P. (2017). Exploring strategy: Text and cases (Eleventh edition). Harlow: England, Pearson.
Word count: 3000 words
Your report structure should include the following sections:
Cover page (University cover sheet)
Table of Contents
List of Abbreviations (if appropriate)
Introduction
Task 1 – The External and Internal Environment
Task 2 – Strategy in the Global Environment
Task 3 – Corporate Strategy
Concluding remarks
References
Appendix (The last one should be the PowerPoint Presentation)
Word count – only applies to the main body (shown in bold); i.e., cover page, table of contents, list of abbreviations, references, assessment self-evaluation, and appendix are not part of the 3000-word count.
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Assessment Task |
Module Topics |
Module LOs |
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Task 1 – The External & Internal Environment |
External Analysis – Opportunities and Threats
Internal Analysis – Distinctive competencies, profitability, and competitive advantage |
LO1: Critically analyse the internal and external business environment as sources of competitive advantage to facilitate a global strategy. |
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Task 2 – Strategy in the Global Environment |
Strategy in the Global Environment – profit growth through global expansion |
LO2: Critically evaluate both strategic direction and strategic options in complex business environments. |
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Task 3 – Corporate Strategy |
Corporate Strategy – diversification, integration and outsourcing |
LO3: Evaluate the implications of global strategy to management practice within a business environment. |
Your PowerPoint presentation should contain the following: -
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Guideline Slides |
Content |
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Title of presentation Student SRN No Date |
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Agenda |
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Sustainability Use the Triple Bottom Line model/framework to analyse the sustainability position of Netflix Inc. and identify where there are short comings. |
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Use a framework such as Porter and Kramer’s (2006) Creating Shared Value and or the United Nations Sustainable Development Goals to illustrate how Netflix Inc. can solve the lack of balance in the use of the Triple Bottom Line. |
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Corporate Social Responsibility (CSR) |
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Use Carroll’s pyramid of CSR to analyse the current CSR position of Netflix Inc. |
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Make suggestions using Johnson's 2017 Stances and or other appropriate frameworks on how Netflix Inc. can correct the shortcomings in the organisation's CSR. |
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Ethics Outline some ethical dilemmas faced by Netflix Inc. presently or that the organisation is likely to face in the Global Environments indicated in the report. |
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Based on the outline, use models/frameworks such as the Stakeholder View, Governance issues and or the Principal–Agent principle to suggest ways in which Netflix Inc. can solve the Ethical dilemmas. |
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References |
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Please use a maximum of 8 to 10 slides to complete Part B - PowerPoint Presentation.
Please add all PowerPoint slides at the end of your report, as part of the appendix. Please ensure that your PowerPoint slides are saved correctly within the appendix section and are visible. You can do this by taking SCREEN SNIP, PHOTOSHOOT or by COPYING/PASTING your PowerPoint presentation slides one after another within the appendix section of the report, so that only one document in the form of the Report plus the PowerPoint presentation is submitted. Please discuss this with your class tutor and Module Leader should you require further clarity or guidance on this.
No hyperlinks will be accepted for Part B.
If you have any further questions about this coursework assignment, please contact the Module Leader or the tutor.
Tip for Mapping the Assessment towards Module Topics and Module Learning Outcomes (LOs)
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Assessment Task |
Module Topics |
Module LOs |
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In the role of a Management Consultant, you are required to design a short PowerPoint Presentation to the CEO of Netflix Inc.’s operations on how they can sustain their growth and profitability in the contemporary business environment. The models of Sustainability, CSR and Ethics discussed on the module will be used. |
Strategic Purpose - Sustainability |
LO4: Assess and apply suitable frameworks and ideas to formulate and control sustainability for organisations in a global context. |
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Part A - REPORT Learning Outcome: |
Fail (0-39%) |
Marginal Fail (40-49%) |
Pass (50-59%) |
Merit (60-69%) |
Distinction (70-79%) |
High Distinction (80-100%) |
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LO1: Critically analyse the internal and external business environment as sources of competitive advantage to facilitate a global strategy. |
Inadequate or Weak knowledge in the analysis of the external and internal environments using appropriate models. A weak understanding of at most, 2 competitive advantages identified in the environmental analysis and did not include how the competitive can be built and maintained |
Limited understanding of the external and internal environments of the organisation with major lapses in the use of models needed in all parts of the environment.
There is limited understanding of at most, 2 competitive advantages identified in the environmental analysis and how these competitive advantages can be built and maintained. |
Satisfactory Knowledge of the external and internal environments of the organisation using appropriate models to analyse all parts of the environment with limited omissions in some parts.
There are adequate indications of opportunities and threats acknowledged in the external analysis showing some critical analysis and evaluation. There are adequate indications of how at most 2 competitive advantages identified in the internal analysis are sustained, showing some critical analysis. |
A good Knowledge of the external and internal environments of the organisation using appropriate models to analyse all parts of the environment with no omissions but some onset critical evaluations of the metrics found in researching for the environment.
There are good indications of opportunities and threats acknowledged in the external analysis showing its effect on business risk. There are creative indications of how |
An excellent knowledge of the external and internal environments of the organisation using appropriate models in analysing these all parts of the environment with no omissions. Some critical analysis of the metrics found in researching the environment.
There is an excellent application of opportunities and threats acknowledged in the external analysis showing its effect on business risk. There are creative indications of how |
An outstanding knowledge of the external and internal environments of the organisation using appropriate models in analysing these all parts of the environment with no omissions. Some critical evaluation of the metrics.
There is an outstanding application of opportunities and threats acknowledged in the external analysis showing its effect on business risk.
There are creative indications of how at most 2 competitive advantages identified in the internal analysis are sustained creatively and with originality. |
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at most 2 competitive advantages identified in the internal analyses are sustained creatively |
at most 2 competitive advantages identified in the internal analysis are sustained creatively and with some originality. |
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LO 2: Critically evaluate both strategic direction and strategic options in complex business environments. |
An inadequate or weak analytical knowledge of how the organisation can enter the global market using 3 models. This analysis lacks a prior understanding of the motives which will influence the organisation's entry into the global market. There is a need for a proper analysis of at most 2 strategic option(s) available to the organisation which influences entry into the global environment with a model. |
Limited analytical knowledge of how an organisation can enter the global market using 3 models. The analysis identifies but does not show a proper understanding of the motives for an organisation to enter the global environment. They were identified partially or not explored fully with a model. There is a limited understanding of at most 2 Strategic Option(s) available for the organisation to use as a bases for entering the Global Environment. It was not identified |
A satisfactory analysis of how the organisation can enter the global environment using 3 models. The analysis applies the models well, but some gaps can be bridged. This analysis was based on an analysis of the motives for the organisation to operate globally. There was a good attempt to also show at most 2 strategic option(s) available for the organisation to use in forming a theoretical basis for the entry strategies analysed. |
Good knowledge of how the organisation can enter the global market using 3 models with experience at an intuitive or emotive level gained affectively from experience and with insights based on conscious reflection on the theory of global entry strategies. It is based on the extended reading beyond the course materials, which are referenced to demonstrate wider reading. This is based on a good knowledge of the |
Excellent understanding of motives for the organisation entering the global market with some convincing explanation, application and originality to the organisation and environment. There is an excellent understanding and appropriate level of illustration of at most 2 Strategic Option(s) available for the organisation to use as possible bases for entering the Global |
Outstanding understanding of motives for the organisation entering the global market with convincing explanation, application and originality to the organisation and environment. There is an excellent understanding and appropriate level of illustration of at most 2 Strategic Option(s) available for the organisation to use as possible bases for entering the Global Environment with the use of a model. A logical and supported approach is used in choosing which strategic Option(s) were chosen. These leads to an outstanding of how the organisation can enter the global market using 3 models using experience at an intuitive or emotive level gained affectively from |
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appropriately and or not applied with a model. |
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motives for the organisation entering the global market with some convincing explanation, application and originality to the organisation and environment. The 3 entry strategies are first based on a good understanding and appropriate level of illustration of the Strategic Option(s) available for the organisation to use as a bases for entering the Global Environment. With the use of a model. |
Environment with the use of a model. A logical and supported approach is used in choosing which strategic Option(s) were chosen. These lead to an Excellent knowledge of how the organisation can enter the global market using 3 models using experience at an intuitive or emotive level gained affectively from experience and with insights based on conscious reflection on the theory of global entry strategies. It shows provides originality based on the extended reading beyond the course |
‘experience’ and with insights based on conscious reflection on the theory of global entry strategies. It shows provides originality and critical evaluation based on the extended reading beyond the course materials, which are referenced to demonstrate wider reading. |
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materials, which are referenced to demonstrate wider reading. |
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LO 3: Evaluate the implications of global strategy to management practice within a business environment. |
Inadequate and Weak knowledge and lack of understanding of Corporate Strategy Models which fails to explore and analyse corporate strategy. It shows an inadequate knowledge and omissions in the discussion of corporate strategy to the thoughts and practices related to corporate strategy. There is limited reference to theories in the course materials. A weak understanding of the use of a model to show how the organisation can increase profitability. |
Limited knowledge and lack of understanding of Corporate Strategy Models in exploring and analysing corporate strategy for the organisation. It shows a narrow knowledge and omissions in the discussion of corporate strategy to the thoughts and practices related to corporate strategy. There is limited reference to theories in the course materials. A limited knowledge of the use of a model to show how the organisation can increase profitability. |
Satisfactory knowledge of different aspects of Corporate Strategy using models. Explores and analyses the theory of corporate strategy with some originality, detail, and autonomy. It provides remarks that show an analysis and synthesis of an upgraded and suggested corporate strategies. It is based on the sufficient use of the course materials to demonstrate understanding. A satisfactory knowledge of the use of a model to show how the organisation can increase profitability |
Good knowledge which critically analyses different aspects of Corporate with Models that show supply chain dynamics. It shows critical insights into the application of Corporate Strategies, which upgrades those 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 including |
Excellent information and knowledge which deeply explores and critically evaluates the different aspects of Corporate Strategy. Emerging application of thoughts and practices at the forefront of corporate strategy. Excellent suggestions 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 |
Outstanding knowledge which deeply explores and critically evaluates the different aspects of Corporate Strategy. Emerging application of thoughts and practices at the forefront of corporate strategy. Outstanding suggestions 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. There is an outstanding illustration of how the organisation can increase profitability using a model. |
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wider reading. There is an advanced illustration of how the organisation can increase profitability using a model. |
resources. There is an outstanding illustration of how the organisation can increase profitability using a model. |
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Part B - POWERPOINT PRESENTATION |
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LO4: Assess and apply suitable frameworks and ideas to formulate and control sustainability for organisations |
Inadequate or weak knowledge and lack of understanding of Sustainability using a model showing an inadequate knowledge and omissions in the discussion of these Strategic Purposes to its thoughts and practices Weak knowledge and lack of understanding of theory(s) for recommending improvements in Sustainability. Personal |
Limited knowledge and lack of understanding of Sustainability, using a model in showing an inadequate knowledge and omissions in the discussion of Sustainability related to the organisation and to its thoughts and practices. Limited knowledge and lack of understanding of theory(s) for |
Satisfactory knowledge of different aspects of Sustainability, with a model that explores and analyses the theory with some originality, detail, and autonomy of the organisation. It provides satisfactory knowledge corrective remarks with |
Good knowledge of different aspects of Sustainability with a model that shows critical insights into the application of Sustainability with some originality, detail, and autonomy on the organisation.
Good knowledge which evaluates different corrective |
Excellent analysis of different aspects of Corporate Social Responsibility (CSR), of the organisation with a model that deeply explores and critically evaluates the CSR of the organisation’s strategy with some originality, detail, and autonomy supported by solid, |
Outstanding knowledge of an analysis of different aspects of Sustainability, of the organisation with a model that deeply explores and critically evaluates Sustainability with originality, detail, and autonomy of showing critical insights. |
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in a global context. |
opinions and no, or limited reference to theories in the course materials is shown. Weak knowledge and lack of illustration(s) of theory(s) for recommending solutions for the ethical issues. Inadequate or weak knowledge and lack of understanding of Corporate Social Responsibility using Carroll’s Pyramid model showing an inadequate knowledge and omissions in the discussion of these Strategic Purposes to its thoughts and practices.
Weak knowledge and lack of understanding of theory(s) for recommending improvements in Sustainability. Personal opinions and no, or limited reference to theories in the course materials is shown. Weak knowledge and lack of illustration(s) of theory(s) for recommending solutions for the ethical issues. |
recommending improvements in Sustainability on the organisation. Limited knowledge and lack of understanding of Corporate Social Responsibility using a model, showing an inadequate knowledge and omissions in the discussion related to the organisation and to its thoughts and practices.
Limited knowledge and lack of understanding of theory(s)/framework(s) for recommending improvements in CSR of the organisation. Limited knowledge and lack of understanding of Ethics using a model or theories, showing an inadequate knowledge and omissions in the discussion related to |
model(s)/theories or frameworks, that show how the Sustainability of the organisation can be improved based on the sufficient use of the course materials and other literature.
Satisfactory knowledge of an analysis of Corporate Social Responsibility (CSR), with a model that explores and analyses the theory with some originality, detail, and autonomy of the organisation. It provides satisfactory knowledge corrective remarks with model(s)/theories or frameworks, that show how the CSR of the organisation can improve the shortfalls on the sufficient use of the course materials and other literature. |
measures with model(s)/theories, that show how the Sustainability of the organisation can be improved based on the sufficient use of the course materials and other literature.
Good knowledge of different aspects of Corporate Social Responsibility (CSR) with a model that shows critical insights into the application of Sustainability with some originality, detail, and autonomy on the organisation. Good knowledge which evaluates different corrective measures with model(s)/theories, showing how the CSR of the organisation can be corrected based on the sufficient use of the |
well-reasoned arguments showing critical insights.
Excellent knowledge which evaluates different corrective measures with model(s)/theories, that shows how CSR of the organisation can be improved by balancing the deficiency with the application of the CSR model.
Excellent knowledge of an of the Ethics, of the organisation with theories that deeply explores and critically evaluates the Ethics of the organisation’s strategy with some originality, detail, and autonomy supported by solid, well-reasoned arguments showing critical insights. |
Outstanding knowledge which evaluates different corrective measures with model(s)/theories that shows how Sustainability of the organisation can be improved by balancing the deficiency with the application of the Sustainability model. Sufficient use of the course materials and other literature.
Outstanding analysis of Corporate Social Responsibility (CSR), of the organisation with a model that deeply explores and critically evaluates CSR with originality, detail, and autonomy of showing critical insights. Outstanding knowledge which |
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Inadequate or weak knowledge and lack of understanding of Ethics by identifying some ethical dilemmas showing an inadequate knowledge and omissions in the discussion of these Strategic Purposes to its thoughts and practices.
Weak knowledge and lack of understanding of theory(s) for recommending improvements in ethics. Personal opinions and no, or limited reference to theories in the course materials is shown. Weak knowledge and lack of illustration(s) of theory(s) for recommending solutions for the ethical issues. |
the organisation and to its thoughts and practices.
Limited knowledge and lack of understanding of theory(s)/framework(s) to suggest ways the organisation can correct its ethical issues. |
Satisfactory knowledge of ethics, with theories and or frameworks that explores the theory with some originality, detail, and autonomy on the organisation. It provides satisfactory knowledge corrective remarks with theories and or frameworks, that show how the Ethical issues of the organisation can solve its ethical issues based on the sufficient use of the course materials and other literature. |
course materials and other literature.
Good knowledge of different aspects of Ethical Dilemmas that shows critical insights into the Ethical dilemmas the organisation faces with some originality, detail, and autonomy.
Good knowledge which evaluates different corrective measures with model(s)/theories, showing how the Ethics of the organisation can be corrected based on the sufficient use of the course materials and other literature. |
Excellent knowledge which evaluates different corrective measures with model(s)/theories, that shows how Ethics of the organisation can be improved or corrected. Sufficient use of the course materials and other literature. |
evaluates different corrective measures with model(s)/theories that shows how CSR of the organisation can be improved by balancing the deficiency with the application of the CSR model. Sufficient use of the course materials and other literature. Outstanding knowledge of an analysis of Ethics, of the organisation with theories that deeply explores and critically evaluates the Ethics of the organisation’s strategy with some originality, detail, and autonomy supported by solid, well-reasoned arguments showing critical insights. Outstanding knowledge which |
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evaluates different corrective measures with model(s)/theories that shows how Ethics of the organisation can be improved or corrected. Sufficient use of the course materials and other literature. |
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Referencing |
Weak references with minor or insignificant errors or omissions. Lacking credibility |
Limited use of appropriate references, with minor or insignificant errors. |
Satisfactory with precise, full, and appropriate references. |
Good with precise, full, and appropriate references of a high standard. |
Excellent with precise, full, and appropriate references of near- publishing standard. |
Outstanding with precise, full, and appropriate references of near- publishing standard. |
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Research Skills |
Inadequate academic/ intellectual skills with some difficulties. Largely imitative and descriptive. Some difficulty with structure and accuracy in expression but developing practical/professional skills. |
Limited academic/intellectual skills. Original work with personal reflection and broad evidence-based critique. Solid structure and accuracy in expression. Practical/professional skills evident. |
Satisfactory academic/intellectual skills. Wholly original work with good reflection and solid, well-reasoned judgements forming from evidence-based critique. Consistent structure and accuracy in expression. Practical/professional skills established. |
Good academic/intellectual skills. Demonstrates intellectual originality and imagination |
Excellent academic/intellectual skills. Demonstrates intellectual originality, integrity, coherence, and imagination. |
Outstanding academic/intellectual skills. Demonstrates intellectual originality, integrity, coherence, creativity and imagination working consistently in the higher cognitive domains to a professional standard. |
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