Assignment 2 - Briefing (Entrepreneurship and Innovation in Practice).

Assignment 2 - Briefing (Entrepreneurship and Innovation in Practice). Scenario 1 Many entrepreneurs have the drive to take over a failing business and make it a success. Identify an example of a failing business and propose an entrepreneurial strategy that would enable your chosen organisation to compete effectively once more. Scenario 2 Some businesses face strong new or unexpected competition in their markets. Propose an entrepreneurial strategy that would help your chosen business to continue to succeed. Further Information You will need to draw on theory and the actual case to analyse the current context in which the organisation finds itself, to evaluate the options open to it, and to recommend an innovative/entrepreneurial strategy to turn the organisation around and/or exploit new opportunities to ensure its longer-term sustainability. •    Include a section that analyses the external business and market context and evaluates the under-performance or the opportunities for growth in the light of innovative/entrepreneurial and stable/rational responses. •    Use relevant concepts to identify an innovative approach that will help the organisation to identify and exploit the opportunity for turnaround or growth (e.g. opportunity identification, creating and developing the project, evaluating risk, managing the growth and so on). Discuss how these opportunities were identified and any alternative or additional opportunities. •    Evaluate the possible barriers and implementation challenges that the organisation might face in implementing change. How may creativity and enterprise be embedded within the organization? The assignment should adopt a report format, and not exceed 3000 words (plus/minus 10%) excluding references and bibliography. The cover sheet for the assignment must include the word count. This is a summative final assignment at level 6, you will be expected to accurately and consistently apply the principles of good academic practise. All points must be justified; all ideas, quotes, examples and figures must be properly cited and referenced using the Harvard SHU system. Consistent with the fact that people taking this module are on the final year of a business-related degree programme, it is expected that submitted coursework will be presented in a professional manner. You will be assessed against the criteria given. The organisation can be any SME or department/division in a large organisation. The selected organisation MUST be different to the one chosen from Assignment 1. The report must be typed in 12 point Arial font size Module Assessment Criteria Task 2: Scenario Report Learning Outcome    Assessment Criteria    Level Descriptors Fail    Pass    2.2    2.1    First Evaluate different enterprising strategies that are used by organizations at different stages in the organizational life-cycle. (50%)    Inadequate assessment of business context. No market opportunities identified. No consideration of   how business model  could be reconfigured to exploit these opportunities. Implications for leadership, culture etc not considered.    Enterprising strategies linked to the analysis of business context and company capability. Market opportunities identified. Strengths of competitors described.  Some explanation how business model could be reconfigured to exploit these opportunities. The implications for leadership, culture,. etc identified.    Generally sound analysis of business context leading to the creation of enterprise strategies. Competitor performance analysed to potential learning opportunities. Market opportunities identified and evaluated. The implications of key market, environment and company capability changes are analysed in the light of securing the organisations long-term sustainability.    Thorough analysis of business context linked to the stage of the organisation in the life-cycle.. Market gaps are clearly identified. The company’s ability to develop strategies to exploit them is assessed and justified based on thorough analysis of the market, lessons to be learnt from the competition, and company capabilities. A clear turnaround strategy is proposed, in terms of either step change, repositioning, or re-framing the way an industry/sector competes. Some barriers to successful implementation are identified (e.g. leadership, teamwork, culture).The  conclusions are clearly linked to prospects for long-term sustainability.    Comprehensive and convincing analysis of business context is related to the position of the organisation on the lifer-cycle. A clear focus on the identification of market gaps, based on thorough and insightful analysis of the market, lessons to be learnt from the competition, and the company’s capability to successfully exploit the opportunities presented. Imaginative enterprising solutions offered – in terms of either step change, repositioning, or re-framing the way an industry/sector competes. The barriers to successful implementation(e.g. leadership, teamwork, culture) are assessed. The prospects for long-term sustainability are robustly evaluated and conclusions are clearly grounded in this analysis. Assignment 2 - Briefing (Entrepreneurship and Innovation in Practice) Scenario 1 Many entrepreneurs have the drive to take over a failing business and make it a success. Identify an example of a failing business and propose an entrepreneurial strategy that would enable your chosen organisation to compete effectively once more. I choose this scenario. Scenario 2 Some businesses face strong new or unexpected competition in their markets. Propose an entrepreneurial strategy that would help your chosen business to continue to succeed. Further Information You will need to draw on theory and the actual case to analyse the current context in which the organisation finds itself, to evaluate the options open to it, and to recommend an innovative/entrepreneurial strategy to turn the organisation around and/or exploit new opportunities to ensure its longer-term sustainability. •    Include a section that analyses the external business and market context and evaluates the under-performance or the opportunities for growth in the light of innovative/entrepreneurial and stable/rational responses. •    Use relevant concepts to identify an innovative approach that will help the organisation to identify and exploit the opportunity for turnaround or growth (e.g. opportunity identification, creating and developing the project, evaluating risk, managing the growth and so on). Discuss how these opportunities were identified and any alternative or additional opportunities. •    Evaluate the possible barriers and implementation challenges that the organisation might face in implementing change. How may creativity and enterprise be embedded within the organization? The assignment should adopt a report format, and not exceed 3000 words (plus/minus 10%) excluding references and bibliography. The cover sheet for the assignment must include the word count. This is a summative final assignment at level 6, you will be expected to accurately and consistently apply the principles of good academic practise. All points must be justified; all ideas, quotes, examples and figures must be properly cited and referenced using the Harvard SHU system. Consistent with the fact that people taking this module are on the final year of a business-related degree programme, it is expected that submitted coursework will be presented in a professional manner. You will be assessed against the criteria given. The organisation can be any SME or department/division in a large organisation. The selected organisation MUST be different to the one chosen from Assignment 1. The report must be typed in 12 point Arial font size Module Assessment Criteria Task 2: Scenario Report Learning Outcome    Assessment Criteria    Level Descriptors Fail    Pass    2.2    2.1    First Evaluate different enterprising strategies that are used by organizations at different stages in the organizational life-cycle. (50%)    Inadequate assessment of business context. No market opportunities identified. No consideration of   how business model  could be reconfigured to exploit these opportunities. Implications for leadership, culture etc not considered.    Enterprising strategies linked to the analysis of business context and company capability. Market opportunities identified. Strengths of competitors described.  Some explanation how business model could be reconfigured to exploit these opportunities. The implications for leadership, culture,. etc identified.    Generally sound analysis of business context leading to the creation of enterprise strategies. Competitor performance analysed to potential learning opportunities. Market opportunities identified and evaluated. The implications of key market, environment and company capability changes are analysed in the light of securing the organisations long-term sustainability.    Thorough analysis of business context linked to the stage of the organisation in the life-cycle.. Market gaps are clearly identified. The company’s ability to develop strategies to exploit them is assessed and justified based on thorough analysis of the market, lessons to be learnt from the competition, and company capabilities. A clear turnaround strategy is proposed, in terms of either step change, repositioning, or re-framing the way an industry/sector competes. Some barriers to successful implementation are identified (e.g. leadership, teamwork, culture).The  conclusions are clearly linked to prospects for long-term sustainability.    Comprehensive and convincing analysis of business context is related to the position of the organisation on the lifer-cycle. A clear focus on the identification of market gaps, based on thorough and insightful analysis of the market, lessons to be learnt from the competition, and the company’s capability to successfully exploit the opportunities presented. Imaginative enterprising solutions offered – in terms of either step change, repositioning, or re-framing the way an industry/sector competes. The barriers to successful implementation(e.g. leadership, teamwork, culture) are assessed. The prospects for long-term sustainability are robustly evaluated and conclusions are clearly grounded in this analysis.