Global Strategy and Sustainability CW11 Formative Assessment Brief | BPP

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%)

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

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 at

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 at

most 2 competitive

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

are sustained, showing some critical analysis.

most 2 competitive advantages identified in the internal analyses are sustained

creatively

advantages identified in the internal analysis are sustained creatively and with

some originality.

sustained creatively and with originality.

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 appropriately and or

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 motives for the organisation entering the global market with some convincing explanation,

application and

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 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 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