Unit: 43 Business Strategy

STUDENT ASSESSMENT SUBMISSION AND DECLARATION

When submitting evidence on Moodle, you must tick a declaration confirming that the work is your own. This is your student declaration. Students are required to acknowledge their understanding of academic integrity principles before finalizing their submission.

Student name: _______________

Assessor name: _______________

Issue date: 20 September 2025
Submission date: 19 December 25
Resubmission Date: TBA

Programme: Pearson BTEC Level 5 Higher National Diploma in Business Management

Unit: 43 Business Strategy

Assignment number and title: Developing a Comprehensive Business Strategy for an Organisation

Academic Malpractice (including Plagiarism, Collusion and Commissioning)

Upholding academic integrity underpins all learning activities at The City College. Students are expected to respect and maintain the core values of honesty and trust at all times. Academic dishonesty undermines the learning process and devalues the qualifications earned by all students. Poor academic practice and academic malpractice are taken very seriously and students must behave in a manner consistent with these values at all times.

Academic malpractice is cheating. This includes plagiarism, collusion, commissioning and all other forms of academic malpractice. Academic malpractice must be avoided at all costs and students who break the rules, even innocently, may be penalised. Violations can result in severe consequences, including failing grades or dismissal from the programme. It is your responsibility to ensure that you understand and use correct referencing practices. As a university level student, you are expected to use appropriate references throughout and keep carefully detailed notes of all your sources of the materials you have used in your work, including any downloaded from the Internet. Proper documentation protects both your academic reputation and intellectual property rights. Please consult the relevant unit assessor or your Programme Leader if you need any further advice.

Student Declaration

Student declaration

I certify that the assignment submission is entirely my own work and I fully understand the consequences of plagiarism. I understand that making a false declaration is a form of malpractice. My signature below represents my commitment to ethical academic practices and original scholarship.

Student signature: _______________
Date: _______________

Assignment Brief – BTEC Higher National Diploma in Business

Key vocabulary – terms and definitions

Ansoff Matrix
Ansoff Matrix, or otherwise known as Product-Market Expansion Grid, is a strategic planning tool, developed by Igor Ansoff, to help firms chalk out strategy for product and market growth. It is a business analysis technique that is very useful in identifying growth opportunities. The matrix enables organizations to systematically evaluate risk levels associated with different growth strategies.

Business Model Canvas
The Business Model Canvas is a strategic management template used for developing new business models and documenting existing ones. It provides a visual framework for articulating the key components of a business strategy in a single-page format.

Cost-Benefit analysis
A cost-benefit analysis (CBA) is a process used to measure the benefits of a decision or taking action minus the costs associated with taking that action. Organizations use CBA to make informed financial decisions and prioritize resource allocation effectively.

Environmental analysis
An environmental analysis is a strategic analysis tool to identify all of the external and internal factors that can affect a company’s performance. It helps businesses anticipate market changes and adapt their strategies accordingly.

McKinsey’s 7S Model
The McKinsey 7-S Model identifies seven components of an organization that must work together for effective change management: Structure, Strategy, Staff, Style, Systems, Shared Values, and Skills. The model emphasizes that organizational effectiveness depends on the alignment of these interconnected elements.

PESTLE Analysis
PESTEL Analysis is a strategic framework used to evaluate the external environment of a business by breaking down the opportunities and risks into Political, Economic, Social, Technological, Environmental, and Legal factors. It enables strategic planners to scan the macro environment comprehensively and identify emerging trends.

Porter’s Five Forces Model
Porter’s Five Forces is a model that identifies and analyzes five competitive forces that shape every industry and helps determine an industry’s weaknesses and strengths. The framework examines competitive rivalry, supplier power, buyer power, threat of substitution, and threat of new entry.

Resource Based View
The Resource Based View (RBV) of the firm starts from the concept that a firm’s performance is determined by the resources it has at its disposal. RBV suggests that sustainable competitive advantage comes from valuable, rare, inimitable, and non-substitutable resources.

Stakeholder analysis
Stakeholder analysis is the process of identifying, assessing, and prioritizing the people who will be affected by your business. It helps organizations understand stakeholder expectations, influence levels, and potential impact on strategic initiatives.

Strategy
A clear set of plans, actions and goals that outlines how a business will compete in a particular market, or markets, with a product or number of products or services. Effective strategy aligns organizational resources with market opportunities to achieve sustainable competitive advantage.

Strategic Positioning
Strategic positioning reflects choices a company makes about the kind of value it will create and how that value will be created differently than rivals. It involves selecting a unique competitive space in the market that distinguishes the organization from its competitors.

Structure-Conduct-Performance Model
The SCP model (Structure-Conduct-Performance) believes that an industry’s performance (the success of an industry in producing benefits for the consumer) depends on the conduct of its firm, which then depends on the structure (factors that determine the competitiveness of the market). The model provides a causal framework for understanding market dynamics and competitive outcomes.

VRIO Framework
VRIO is an acronym for a four-question framework focusing on value, rarity, imitability, and organization, the criteria used to evaluate an organization’s resources and capabilities. The framework helps determine whether specific resources can generate sustained competitive advantage.

Pearson BTEC Higher National Diploma in Business Assignment Brief

Student Name /ID Number: _______________

Unit Number and Title: Unit 43 Business Strategy

Academic Year: 2025/2026

Unit Assessor: _______________

Assignment Title: Developing a Comprehensive Business Strategy for an Organisation.

Issue Date: 24 Sep 2025
Submission Date: 19 Dec 25

IV Name: _______________
Date: 24 Sep 25

Submission Format:

You must upload all your work to your e-portfolio on Moodle via Turnitin. Ensure all files are properly named with your student ID and assignment title for easy identification.
On submission you will be asked to declare that the work is all your own.
When producing typed work, use Arial, Font size 12 and single spacing. Consistent formatting demonstrates professional presentation skills valued in business contexts.
You must use the HARVARD REFERENCE System for all sources.
Evidence for each task must be provided in the following format:

Activity 1: Report
Activity 2: Strategic management plan

Scenario and Activity 1 Report

COVER PAGE

INTRODUCTION

MAIN HEADINGS

SUB HEADINGS

CONCLUSIONS AND RECOMMENDATIONS

REFERENCES

Scenario

You are part of the strategy and innovation department at a UK-based organisation of your choice that is preparing to launch a Sustainability-Driven Transformation plan. As a Junior Strategy Consultant, your role is to evaluate how internal capabilities and external environmental factors will shape the success of this transformation. Your analysis will directly influence executive decision-making and resource allocation for the transformation initiative. The organisation’s leadership team has identified sustainability not only as a compliance requirement but also as a long-term growth opportunity.

Your task is to produce a comprehensive report that evaluates the organisation’s readiness for sustainable transformation and provides evidence-based recommendations. The report should demonstrate your ability to apply strategic analysis frameworks to real-world business challenges.

The report should critically analyse the interplay between the macro environment, the industry context, and the organisation’s internal strengths and weaknesses. Your assessment must be grounded in current market data, industry reports, and academic research to ensure credibility.

The final document will be submitted to the Sustainability Steering Committee to support strategic decision-making and planning.

Report Requirements

1. Introduction (including Mission, Vision, and Objectives)

Provide a clear overview of the chosen organisation, including its mission, vision, and strategic objectives. Include relevant background information about the organization’s history, market position, and current strategic priorities. Explain the importance of sustainability within its sector and why it is relevant to the organisation’s growth.

2. External / Macro Environment Analysis

Apply the PESTLE framework to analyse the impact of the broader sustainability-related factors (e.g., environmental regulation, consumer behaviour shifts, technological advancements in green innovation) on your chosen organisation and its strategies. Ensure your analysis includes specific examples and recent developments that directly impact the organization’s operating environment. Use Porter’s Five Forces to evaluate the competitive pressures and market dynamics that may affect the sustainability transformation.

3. Critical Analysis of Macro Environment for Strategic Decision-Making

Critically analyse how the findings from PESTLE and Five Forces shape opportunities and risks. Evaluate which factors present the most significant strategic implications for the organization’s transformation agenda. Provide insights on which external factors should be prioritised in the organisation’s sustainability strategy.

4. Internal Environment and Capabilities Assessment

Conduct a SWOT analysis to highlight internal strengths and weaknesses linked to sustainability (e.g., resources, leadership, culture, supply chain). Consider both tangible assets like infrastructure and intangible assets such as brand reputation and organizational culture. Evaluate how internal capabilities align with external opportunities and threats.

5. Value Chain Analysis

Apply Porter’s Value Chain to identify core and support activities that can drive sustainable value creation. Examine each activity from inbound logistics through to after-sales service for sustainability integration opportunities. Assess where the organisation adds value efficiently and where weaknesses or inefficiencies undermine sustainability performance. Interpret data and evidence to recommend which areas should be developed to support sustainable transformation.

6. Conclusions and Recommendations

Summarise findings on the organisation’s overall readiness for sustainability transformation. Provide actionable recommendations that prioritize high-impact initiatives aligned with strategic objectives.

Report Guidelines

Word count: 2,000-2,500 words (excluding references and appendices).
Use Harvard referencing throughout.
Support all analysis with contemporary examples (e.g., reports, industry news, case studies, government publications). Reference materials should be no more than five years old to ensure relevance and currency.
Present findings in a professional, business-report style with clear headings and subheadings.

Deadline for activity 1 formative feedback is 7th November 2025 on Moodle

Scenario and Activity 2 Strategic Management Plan

Building on the analysis completed in Task 1, you are now required to develop a strategic management plan for your chosen organisation. The plan should be informed by relevant models, theories, and concepts that guide effective strategic decision-making. Your plan must translate analytical insights into actionable strategies that can be implemented across the organization. It must focus on creating and sustaining competitive advantage within a defined market sector. Your strategy should demonstrate clear alignment between the analysis in Task 1 and the proposed actions in Task 2.

You should define strategic objectives, recommend appropriate management tools, and outline tactical actions to guide the transformation process. Each strategic objective must be supported by a clear rationale linking back to your earlier analysis. The report must be structured to show critical thinking, application of theory, and clear strategic direction.

All work must be supported with credible research (academic journals, industry reports, government data) and referenced using the Harvard referencing system. Failure to reference correctly may result in plagiarism concerns.

Report Structure

Cover Page
Table of Contents
Introduction (including company overview and purpose of report)
Main Body
Conclusions & Recommendations
References

In this task, first you need to determine and apply appropriate management tools to analyse a given market sector for your chosen organisation and inform strategy. Select tools that are particularly suited to your organization’s industry context and strategic challenges.

Then, you devise appropriate strategic objectives, based on the outcomes of your analysis above.

Identify two or more strategic management tools to inform strategy (e.g., Ansoff’s Matrix, Porter’s Five Forces, Blue Ocean Strategy, or Bowman’s Strategy Clock). Compare the applicability of different tools before selecting those most relevant to your context.
Explain why these tools are suitable for analysing your chosen organisation.
Develop three to four strategic directions, objectives and tactical actions that reflect the organisation’s transformation goals. Ensure each objective addresses specific gaps or opportunities identified in your analysis.
Ensure objectives are SMART (Specific, Measurable, Achievable, Relevant, Time-bound).
Ensure to link each objective directly to the challenges and opportunities you have identified.

Examples: “Increase digital sales by 25% within three years through e-commerce expansion” or “Reduce operational costs by 15% via process automation within two years.”

Justify use of an appropriate strategic management tool for a given market sector, to inform strategy and strategic objectives for your chosen organisation. Your justification should reference both theoretical literature and practical considerations specific to your chosen organization.

Apply a range of models, concepts or theories to interpret and devise strategic planning for your chosen organisation.

Lastly, using the strategic direction and objectives you have identified previously, you now design a strategic management plan, that has tangible and tactical strategic priorities and objectives to improve competitive edge and market position based on the outcomes.

Select one strategic management tool (e.g., Ansoff’s Matrix). Justify why this tool is the most relevant to guiding the organisation’s transformation. Compare briefly with at least one other tool, highlighting why the chosen one is better suited.
Apply at least two different strategic frameworks (e.g. Porter’s generic strategies, Hybrid strategy, Strategic positioning and extended model of Bowman’s Strategy Clock). Show how these models complement each other in shaping the transformation strategy. Demonstrate integration between frameworks rather than treating them as separate analyses.
Address how the organisation will:
- Improve efficiency
- Enhance customer experience
- Strengthen competitiveness
Present the plan in a structured format (tables, roadmaps, or Gantt charts recommended). Visual representation enhances clarity and demonstrates implementation feasibility.
Ensure the plan includes both strategic (long-term) and tactical (short-term, actionable) elements.

Word Count

Recommended: 2,000-2,500 words (excluding references and appendices).

Recommended Resources

Textbooks

JOHNSON, G. et al (2019) Exploring Strategy: Text and Cases. 12th Ed. Harlow: Pearson.
KIM, W. C. and MAUBORGNE, R. (2015) Blue Ocean Strategy. Expanded Ed. Boston: Harvard Business Review Press.
ROTHAERMEL, F. (2018) Strategic Management. 4th Ed. Maidenhead: McGraw-Hill.

Websites

www.businessballs.com – Business Balls
Strategy and innovation (General reference)
www.businesscasestudies.co.uk – Business Case Studies
Case studies, Strategy (Resources)
www.corporatefinanceinstitute.com – Corporate Finance Institute
Resources, Knowledge, Strategy (General reference)
www.strategy-business.com – Strategy and Business
Strategy (General reference)

Achievement Summary

Qualification: Pearson BTEC Level 5 HND in Business Management
Assessor name: _______________

Unit Number and title: 43 Business Strategy
Student name: _______________

Overall Student Grade (R, P, M, D): _______________

Criteria Reference

LO	Criteria	Achieved?
LO 1: Analyse the impact and influence that the macro environment has on an organisation and its business strategies
P1	Applying appropriate frameworks, analyse the impact and influence of the macro environment on a given organisation and its strategies.	☐
M1	Critically analyse the macro environment to determine and inform strategic management decisions.	☐
LO2: Assess an organisation’s internal environment and capabilities
P2	Conduct an internal environment and capabilities assessment of a given organisation using appropriate frameworks.	☐
M2	Interpret information and data to assess strengths and weaknesses of an organisation’s internal capabilities, structure and skill set.	☐
LO3: Apply the outcomes of an analysis, using an appropriate strategic management tool, in a given market sector
P3	Determine appropriate management tools to analyse a given market sector for an organisation and inform strategy.	☐
P4	Devise appropriate strategic objectives, based on the outcomes of analysis for an organisation to inform strategy.	☐
M3	Justify use of an appropriate strategic management tool for a given market sector, to inform strategy and strategic objectives for an organisation.	☐
LO4: Develop a strategic management plan in an organisation, informed by models, theories and concepts, to achieve competitive advantage in a given market sector.
P5	Apply a range of models, concepts or theories to interpret and devise strategic planning for a given organisation.	☐
P6	Design a strategic management plan, applying appropriate strategies to improve competitive edge and market position based on the outcomes.	☐
M4	Produce a strategic management plan that has tangible and tactical strategic priorities and objectives.	☐
D1	Create a set of valid strategic directions, objectives and tactical actions for successfully achieving strategic alignment, based on critical interpretation of internal and external data.	☐

References

Grant, R.M. (2021) Contemporary Strategy Analysis. 11th ed. Hoboken: Wiley.

Hitt, M.A., Ireland, R.D. and Hoskisson, R.E. (2020) Strategic Management: Concepts and Cases: Competitiveness and Globalization. 13th ed. Boston: Cengage Learning.

Rothaermel, F.T. (2021) Strategic Management: Concepts. 4th ed. New York: McGraw-Hill Education.

Wheelen, T.L., Hunger, J.D., Hoffman, A.N. and Bamford, C.E. (2022) Strategic Management and Business Policy: Globalization, Innovation and Sustainability. 16th ed. London: Pearson Education.

Scholes, K., Johnson, G. and Whittington, R. (2020) Exploring Corporate Strategy: Text and Cases. 12th ed. Harlow: Pearson Education Limited.

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Developing Sustainable Business Strategy for Competitive Advantage in UK Organizations