You are required to outline your personal reflection and evaluation of the whole experience through business plan development and the learning from lectures by answering the following three questions:
• What is the biggest challenge you (not your team) encountered when engaging in the team work for developing the business plan, how did you overcome it?
Don't use plagiarized sources. Get Your Custom Essay on
You are required to outline your personal reflection and evaluation of the whole
experience through business plan development and the learning from lectures by
answering the following three questions:
• What is the biggest challenge you (not your team) encountered when engaging in the
team work for developing the business plan, how did you overcome it?
How could this experience improve your future contribution to team work?
• Please pick up one or two lecture topics on different aspects of entrepreneurship
(particularly in term 2), read widely on the theories/frameworks related to the topic (s), and
illustrate how these theories/frameworks help improve your understanding of
entrepreneurship? Please explain in detail by providing evidence from your own experience
in developing the business plan or running your own/family businesses, or examples of
other successful entrepreneurs.
• Evaluate yourself and illustrate, to what extent, you are a potential entrepreneur, and why?
•
•
• The topics in term two __-
• entrepreneurship growth and exit strategies
• entrepreneur networks and small business
• Creativity and entrepreneurship
• The role of government
• internationalisation
Whichever topics you like I can share the slides so that you can understand better
•
The business plan I prepared in case you need it.
Roughly
Introduction
A marketing plan acts as a road map to an outlined marketing strategy, coats, tactics, and the
projected results over a given schedule. According to Kadam (2017), the business plan keeps the
entire working group focused on the achievement of a particular group. The same author stated a
personal financing budget is a vital resource in the growth of any business. The changing business
world calls for the adoption of new market plans that captures the need of the organization.
Therefore, institutions need marketing and an operation plan that develops an app that will target
students in splitting bills and tracking payments.
Marketing plan
According to Hammervoll (2016), any marketing plan should include a detailed description
of the competitors, strengthens and weaknesses of the market, and the demand for the product. For
the development of the good marketing plan, it is important to consider several factors. First, a
business person must include details of the current business situation. For this organization, the
marketing of personalized financing budget app will be the main product. The exact current
situation of a business should explain the challenges the organization is currently experiencing. The
marketing plan should also give details of the target market. The major target market will be
learning institutions. The plan should also lay down any other potential buyer of the product. The
organization is giving details on how the product will be effective and useful to the end-users.
According to Kadam (2017), the process of making people understand the importance of the
personal financing app is likely to increase the market share. Additionally, understanding the target
customers of a product assist organizations to create-specific messages and give them to the
targeted customers. Thirdly, the marketing plan provides the period of the planned activities. This
organization plans to establish the specific amounts of products that we are supposed to have sold
by the end of the financial year. Furthermore, the organization plans to increase the number of
clients by 10%. Even though it is hard to determine the effectiveness of a marketing plan, increased
sales and profits are an evident picture of a good plan.
Lastly, the marketing plan should stipulate the marketing tactics that an organization used to
reach the market. According to Purohit (2018), the market target should lead one in deciding the
strategy to use. Notably, taking into account that the majority of the app users are available on
social media and the internet, the personal finance budgeting app should be advertised through such
media.
The Marketing Mix
According to Hammervoll (2016), marketing mix is all about outing the right combination
in place at the right price and time to facilitate marketing. The mix is made up of four elements;
product, price, promotion and place. First, the product of the organization that it is marketing is
personal financing budget app. The product is intangible, and it is expected to change the traditional
handling of bills and payments. The product has been arrived at through intensive research targeting
the students. The second item in the market mix is the price of the product. The price reflects what
the customers are willing to pay to enjoy the budgeting app. According to Purohit (2018), price is an
essential component of the marketing plan as it determines the survival and the profits made by a
company. The marketing plan should have a way of adjusting the market prices as they have a big
impact on the growth of the product.
The other marketing mix is the place that determines the distribution channel and the area to
focus on. The organization plans to take the product to a place where the potential customers can
access them. The knowledge one determines the distribution of any product has on the market. The
organization working with personal financing budgeting apps can use one of the four strategies;
intensive, exclusive, selective distribution, or franchising. The last component is a promotion,
which includes sales organization, public relations, advertising, and sale promotion.
Operational Plan
On the other hand, the operation plan in a business plan explains the physical need for a
business operation. The plan provides the physical facilities, location, and equipment needed by an
organization. The development of an effective operation plan excellently describes the resources
and processes needed for the functioning of the company (Hammervoll, 2016). The operation plan
also describes the type of human resources and other resources needed to spur the growth of a
business. Notably, the development of personal financing budgeting apps will require outsourcing
of employees IT experts. Additionally, the organization will require marketing staff to take the
product to the customers’ door. One of the important resources that the organization requirements is
money to facilitate development and marketing. The funds will be sourced from financial
institutions that the firm has been working with closely.
MG3009 Entrepreneurship and Small Business Ventures
Network: ‘A group or system of interconnected people or things…’
where members ‘interact with others to exchange information and
develop professional or social contacts….’ (Oxford English
Dictionary).
Entrepreneurial network: an association of entrepreneurs
organized, formally or informally, with the objective of increasing
the effectiveness of business activities (Inc.com, 2017).
Entrepreneurial networks
Formal/professional networks
Regulatory agencies
Suppliers
Distributors and retailers
Customers and end-consumers
Competitors
Business/professional associations
Etc.
Informal/personal networks
Family and friends
Alumni
Former colleagues and business
associates
Etc.
Culture-specific concepts of business
relationships
Japanese keiretsu: a set of companies with
interlocking business relationships and
shareholdings
Korean chaebol: a large industrial conglomerate that
is run and controlled by an owner or family in South
Korea
Chinese guanxi: personalized, often reciprocal social
networks of power
Key features of entrepreneurial networks
Ranging from very informal mutual
support arrangements to formal national
and international membership.
A common purpose of improving
entrepreneurial activity
An open source platform for sharing
information
A shared identify and belonging
Global Entrepreneurial Network
GEN helps celebrate, understand, support and connect
entrepreneurs and those who champion them.
May offer something unique – that cannot be found in public domain
Examples- release date of new product, or unpublished software code
by other businesses
Private information can give SMEs an edge
Provided that source of private information is trustworthy!
The entrepreneur has the knowledge and skills to verify the private
information and act on it in a timely fashion.
Bill Gates and Microsoft
Access to wider/more diverse skill sets
‘The best way to have a good idea is to have a lot of ideas’
– Linus Pauling, double Nobel Prizewinner:
Help entrepreneurs to see issues more completely,
creatively, and with less bias
Trading information or skills with entrepreneurs from
different backgrounds
Can be useful addition to their own, personal and
business resources
Groupon
From The Point to Groupon
Diverse ideas from user groups
Access to business/ market power
Entrepreneurial and SME networks ?
Typically made up of several clusters – few links between them
Entrepreneurs who are network brokers (like Paul Revere!) may do best
….
What do they actually do?
Connect separate clusters / networks together
Collaborate widely to develop promising innovations; bring them to
market first
Result
Use wider networks to turn creative ideas into power
Both individually and for their SMEs….
Dragons’ Den
Many who take part are great inventors
But need to helicopter in financial, marketing, operations
management skills- plus range of commercial contacts
That the Dragons have but they do not
To scale promising SMEs into rapidly growing success stories!
Network problems
Proximity principle
Entrepreneurs may prefer to populate networks with the
people they spend the most time with
Such as close neighbours in suburbs where they live, etc
Why might this work against building efficient networks?
Neighbours are likely to resemble one another closely
In thinking, habits, ideas, etc
So proximity based networking again likely to create echo
chambers
Reduce opportunities to enrich entrepreneurial networks with
‘a set of interconnected entrepreneurial actors (both potential and
existing), entrepreneurial organisations (e.g. firms, venture capitalists,
business angels, banks), institutions (universities, public sector
agencies, financial bodies) and entrepreneurial processes (e.g. the
business birth rate, numbers of high growth firms, levels of
‘blockbuster entrepreneurship’, number of serial entrepreneurs,
degree of sellout mentality within firms and levels of entrepreneurial
ambition) which formally and informally coalesce to connect, mediate
and govern the performance within the local entrepreneurial
environment’ (Mason and Brown, 2014).
Successful entrepreneurs build and give back to
their networks.
Entrepreneurial ecosystems are exemplary in value
co-creation among multiple stakeholders.
Entrepreneurial networking involves learning with a
clear goal in mind.
Entrepreneurial growth
and exit strategies
Professor Catherine Wang
Catherine.Wang@brunel.ac.uk
MG3009 Entrepreneurship
and Small Business Ventures
In this lecture:
The life cycle of a new venture
Bigger is better, but small is beautiful
Growth strategies
Exit strategies
Options for ventures
Start-up
Sell/exit
Stay with the company
Start another company
Seek other employment
Maintain
Become a manager
Exit day-to-day management
Grow
Become an entrepreneurial leader
Take alternative position in the firm
Exit day-to-day management
Options for venture Options for the founder
Why should a business
maintain/remain small?
Life style and artisan businesses
https://www.youtube.com/watch?v=eVsitTW9XE8
Gardner Street, Brighton
Why should a firm remain ‘small’?
Small firms have less demand on managerial
capacity.
Small firms are more likely to reflect the
founder’s personal interests (“hobby shops” or
“life style businesses”).
Small firms are often more flexible, informally
structured, and decisions can be made quickly.
Small firms have few management layers and tend
to be more efficient.
Joseph Schumpeter
Early work: innovation and
technological change of a nation comes
from the entrepreneurs, or ‘wild
spirits’. Individuals are the ones who
make things work in the economy of the
country.
Later work: the ones who really move
the innovation and economy are the big
companies which have the resources
and capital to invest in research and
development.
Bigger is better vs. small is beautiful
“…I was brought up on the theory of the ‘economics
of scale’ – that with industries and firms, just as with
nations, there is an irresistible trend, dictated by
modern technology, for units to become ever
bigger. Now, it is quite true that today there are
more large organisations and probably also bigger
organisations than ever before in history; but the
number of small units is also growing […] and many
of these small units are highly prosperous and
provide society with most of the really fruitful new
developments” (Schumacher, 1973, p.48).
Ernst Friedrich Schumacher
A Buddhist economist would consider this
approach excessively irrational: since
consumption is merely a means to human
well-being, the aim should be to obtain the
maximum of well-being with the minimum of
consumption…. The less toil there is, the
more time and strength is left for artistic
creativity. Modern economics, on the other
hand, considers consumption to be the sole
end and purpose of all economic activity.
It is clear, therefore, that Buddhist economics must be very
different from the economics of modern materialism, since the
Buddhist sees the essence of civilisation not in a multiplication
of wants but in the purification of human character.
Character, at the same time, is formed primarily by a man’s
work. And work, properly conducted in conditions of human
dignity and freedom, blesses those who do it and equally their
products.
Case study: Persephone Books
Persephone Books at 59 Lamb’s Conduit Street, London
https://www.youtube.com/watch?v=1IPA1vnqozQ
Founder Nicola Beauman
The logo of Persephone Books
Beautiful endpapers and
matching bookmarks are a
hallmark of Persephone’s
publications
Is ‘maintain’ always
a feasible option?
Speed is a critical component of success… You
have to grow quickly, or others will beat you at
your game … but speed can quickly undermine
quality and fiscal discipline. – Dan Weinfurter,
the founder of Parson Group.
I always thought that expanding my business at
a steady pace was a smart move. Now I worry
that it could potentially kill us. – Joel Spolsky,
the co-founder and CEO of Fog Creek Software
The battle between Oracle and Ingres in
early 1980s
What set Oracle apart from Ingres
was that Larry Ellison (CEO) drove for
100 percent growth while Ingres
‘accepted’ 50 percent growth.
Executives at Ingres felt that the
company “simply cannot grow any
faster than 50 percent and still
adequately serve our customers. No
one can. Look at Oracle. They are
promising anything and everything
and shipping little or nothing.
Everybody knows it. Their customers
hate them. They are going to hit the
wall”.
Options for ventures
Start-up
Sell/exit
Stay with the company
Start another company
Seek other employment
Maintain
Become a manager
Exit day-to-day management
Grow
Become an entrepreneurial leader
Take alternative position in the firm
Exit day-to-day management
Options for venture Options for the founder
Bygrave and Zacharakis (2008)
The growth of a firm
Growth in terms of sales volume, market share,
the number of employees, the number of
business premises, and profitability??
Firm growth is not always related to
profitability!
Pace of growth: steady growth, fast growth,
and sustained growth
Why should a firm achieve growth?
To achieve economies of scale/scope:
the more units of the product you sell,
the cheaper it costs to produce it –
scale up your business!
To increase the market share, become
a market leader, and establish brand
recognition.
To recover R&D and other costs
involved in the new product
development.
To accommodate the growth of key
customers.
To attract and retain talented
employees.
To assert influence and power over its
stakeholders and increase
survivability.
“Size gives us another big
advantage; our reach and
resources enable us to go to
bat more frequently, to take
more swings, to experiment
more, and unlike a small
company, we can miss on
occasion and get to swing
again.” – Jack Welch
Factors that influence small firm growth
The founder and often the owner/manager’s
ambition, personality, network and socio-
cultural characteristics
Family involvement
Marketing, branding and publicity
Funding gap
Management and leadership
Ownership relay
Etc.
Greiner’s stages of business growth
Growth strategies
Internal / organic
growth strategies
External
growth strategies
New product
development
Other product-
related strategies
International
expansion
Mergers & acquisitions
Licensing
Strategic alliances & joint ventures
Franchising
Open sourcing & outsourcing
Scaling your business: choosing a
growth strategy
https://www.youtube.com/watch?v=lhcSkax-
PpU
Growth through franchising
Franchising is defined as “an
organizational form in which a company
(franchisor) grants an individual or
another company (franchisee) the right
to do business in a prescribed manner
over a certain period of time in a
specific place in return for royalties or
the payment of other fees” (Elango and
Fried, 1997, p.68).
Growth through open sourcing and
open innovation
Open source is an approach to design, development, and
distribution offering practical accessibility to a product’s source
(goods and knowledge).
“Open innovation is the use of purposive inflows and outflows of
knowledge to accelerate internal innovation, and expand the
markets for external use of innovation, respectively. [This
paradigm] assumes that firms can and should use external ideas as
well as internal ideas, and internal and external paths to market,
as they look to advance their technology.” – Henry Chesbrough and
colleagues (2006): Open Innovation: Researching a New Paradigm
Backstage
Use our stuff to build your stuff
Growth through licensing
Licensing involves that the party (the
licensor) that owns the intellectual
property grants use of it to another party
(the licensee) under clearly stated
conditions and often for a specific period
of time; the licensee pays an initial fee
and continuing royalties to the licensor
(Baron and Shane, 2008, p.367).
Going public: benefits
Going public can help improve its financial
condition by obtaining money that does not have to
be repaid
Company stock can be used to raise capital
The company obtains increased prestige and
visibility
Company stock in the form of stock options can be
offered to employees and contractors as a
meaningful form of incentive compensation
The stock market then becomes a ready market for
controlling shareholders to sell their interests at
retirement, for diversification, or for some other
reason.
Options for ventures
Start-up
Sell/exit
Maintain
Grow
Stay with the company
Start another company
Seek other employment
Become a manager
Exit day-to-day management
Become an entrepreneurial leader
Take alternative position in the firm
Exit day-to-day management
Options for venture Options for the founder
Bygrave and Zacharakis (2008)
What are the options for
exiting the business?
Exit strategies
“Bleed the company dry” or just take it! But be aware of the
tax implications.
The liquidation. An easy and natural way of closing a business,
but the best you get is the market value of your company’s
assets and the ‘soft’ part of the business – customer base,
reputation, business relationships – will be destroyed.
Buyout. The legacy is carried over, but negotiation can take
time and effort and emotional attachment could be a problem.
Merger & acquisition. The price may be increased due to the
business’s strategic value to the acquirer and bidding among
multiple bidders, but it is likely to be broken down and then
integrated in the acquirer’s company.
Initial public offering. An opportunity to raise more money
than the business’s actual assets, but this option is not always
available to small firms and always very time consuming.
Factors to consider when planning
your exit
the value you and other
shareholders realise from the
business
whether you receive a cash deal,
deferred or staged payments
the future success of the business
and its products or services
whether you retain any involvement
in or control of your business
your tax liabilities
Consider what you want to get
from the business and what
you want to leave behind!
Planning your exit
Carefully planning your exit from the business can
help you to:
mould your business into the ideal shape for your
chosen exit option – maximising the value you get
from it
groom successors if they’re coming from within the
business – whether they’re a family member or
part of your management team
exit at a time of your choosing, when the business
is doing well and the market conditions are
advantageous
Summary
Firm growth is determined by a multitude of internal and
external factors, which are illustrated through the
contrasting arguments of “bigger is better” but “small is
beautiful”.
Different phases of the growth pose different challenges
for the firm, from ideas, marketing, and finance to
management.
Internal and external growth strategies offer different
advantages and disadvantages, and often go hand-in-hand
to achieve growth.
When the time has come, your exit from the business
should be carefully planned to realise maximum value
from the business (and leave a legacy behind!)
(
Brunel Business School
)
(
MG
3009
Entrepreneurship and Small Business Ventures
A
ssignment
/Coursework
Brief
for 201
9
/
20
)
Assessment Title:
Entrepreneurship and Small Business Ventures
Module Leader:
Dr. Xiaoqing Li
Distribution Date:
September 2019
Submission Deadline:
12:00 noon on Monday 23rd March 2020
Feedback by :
28th April 2020 (20 working days after the submission the deadline.)
Contribution to overall module assessment:
Part I: 30%, Part II: 70%
Indicative student time working on assessment:
100 Hours
Word or Page Limit (if applicable):
Part I: 3000 words (+/-10%); Part II: 2,000 words (+/- 10%), excluding references
Assessment Type (individual or group):
Part I: Group; Part II: Individual
Main Objective of the assessment
1. Demonstrate an understanding of the theories surrounding SME development/growth/survival and how they relate to the wider environment of business support and economic development.
2. Develop and evaluate business plans taking into account issues such as time management, communication, leadership, team management (including co-ordination and delegation), and presentation skills.
Description of the Assessment
Assessment I: Business Plan: 30%, 3000 words (+/- 10%) excluding references
You are required to provide a comprehensive business plan for a new start-up venture based in the UK, focusing on a new product or service to be sold mainly in the UK market, produced on a group basis (max. 6, min. 2 people).
You are required to outline your personal reflection and evaluation of the whole experience through business plan development and the learning from lectures by answering the following three questions:
· What is the biggest challenge you (not your team) encountered when engaging in the team work for developing the business plan, how did you overcome it? How could this experience improve your future contribution to team work?
· Please pick up one or two lecture topics on different aspects of entrepreneurship (particularly in term 2), read widely on the theories/frameworks related to the topic (s), and illustrate how these theories/frameworks help improve your understanding of entrepreneurship? Please explain in detail by providing evidence from your own experience in developing the business plan or running your own/family businesses, or examples of other successful entrepreneurs.
· Evaluate yourself and illustrate, to what extent, you are a potential entrepreneur, and why?
Please enter
here
the marking scheme relevant for the coursework and provide an illustration of each assessment criterion achieved at each of the grade descriptor for UG/PG levels.
UG grades and grade point bands [Senate Regulation 2 (2009 starters onwards)] are: A++ (17), A+ (16), A (15), A- (14), B+ (13), B (12), B- (11), C+ (10), C (9), C- (8), D+ (7), D (6), D- (5), E+ (4), E (3), E- (2), F (1)
Submission Instructions
Coursework must be submitted electronically via the University’s
WISEflow
system. The required file format for this report is Adobe PDF. Your student ID number must be used as the file name (e.g. 0123456 ). You must ensure that you upload your file in the correct format and use the College’s
electronic coursework coversheet
. Please note that submissions of ‘.pages / x etc’ documents will not be accepted and must be converted to approved format.
The electronic coursework coversheet must be completed and included at the beginning of all coursework submissions prior to submitting on WISEflow.
Criteria for marking Part I: Business Plan
1. Executive summary
Grade Descriptor
10%
There is a particularly excellent overview of the business outlining and describing key points and issues required. An exceptional clear description of the product/service and its advantages (point 1. what is the product/service). A particularly excellent articulation of the mission statement and company objectives (point 2: how you make money). An exceptional excellent demonstration of the company’s outstanding ability to deliver on their business objectives through their people and processes (point 3: why is this a good business to invest in).
A*
90-100
Marks
There is an excellent overview of the business outlining and describing key points and issues required. An excellent and clear description of the product/service and its advantages (point 1. what is the product/service). An excellent articulation of the mission statement and company objectives (point 2: how you make money). An excellent demonstration of the company’s outstanding ability to deliver on their business objectives through their people and processes (point 3: why is this a good business to invest in).
A+, A, A-
70-89 Marks
(70-72 = A-)
(73-79 = A)
(80-89 = A+)
There is a very good overview of the business outlining and describing key points and issues required. A very good and clear description of the product/service and its advantages (point 1. what is the product/service). A very good articulation of the mission statement and company objectives (point 2: how you make money). A very good demonstration of the company’s outstanding ability to deliver on their business objectives through their people and processes (point 3: why is this a good business to invest in).
B+, B, B-
60-69 Marks
(60-62 = B-)
(63-67 = B)
(68-69 = B+)
There is a good overview of the business outlining and describing key points and issues required. A good and clear description of the product/service and its advantages (point 1. what is the product/service). A good articulation of the mission statement and company objectives (point 2: how you make money). A good demonstration of the company’s outstanding ability to deliver on their business objectives through their people and processes (point 3: why is this a good business to invest in).
C+, C, C-
50-59 Marks
(50-52 = C-)
(53-57 = C)
(58-59 = C+)
There is an adequate overview of the business outlining and describing key points and issues required. An adequate but likely limited description of the product/service and its advantages (point 1. what is the product/service). An adequate articulation of the mission statement and company objectives (point 2: how you make money). An adequate but likely limited demonstration of the company’s outstanding ability to deliver on their business objectives through their people and processes (point 3: why is this a good business to invest in).
D+, D, D-
40-49 Marks
(40-42 = D-)
(43-47 = D)
(48-49 = D+)
There is evidence of deficiencies which mean that the threshold standard (D-) has not been met. This may be due to any number of the following. There is an inadequate overview of the business and a few of key points and issues required are missing in the description. An inadequate description of the product/service with too-limited description of its advantages (point 1. what is the product/service). An inadequate articulation of the mission statement and company objectives (point 2: how you make money). An inadequate demonstration of the company’s outstanding ability to deliver on their business objectives through their people and processes (point 3: why is this a good business to invest in).
E+, E, E-
30-39 Marks
(30-32 = E-)
(33-37 = E)
(38-39 = E+)
The work is unacceptable. The work presented does not show achievement of some (or all) of the learning outcomes described for this aspect of the task. This may be due to most of, or all of, the following. There is evidence of deficiencies which mean that the threshold standard (D-) has not been met. This may be due to any number of the following. There is an inadequate overview of the business and some of key points and issues required are missing in the description. An inadequate description of the product/service and a basic description of its advantages is missing (point 1. what is the product/service). The mission statement and company objective are either inadequate or missing (point 2: how you make money). A narrative of the company’s outstanding ability to deliver on their business objectives through their people and processes is either inadequate or missing (point 3: why is this a good business to invest in).
There is a particularly excellent summary of the overall strategic direction in terms of reasons for starting the business, company’s value proposition, and its competitive advantage (internal environment analysis, business strategy). There is an exceptional excellent description and analysis of the industry through which the company’s position in the industry, the opportunities and threats in the industry, the overall trends and outlook, the target market are identified. In particular, there is a particularly excellent analysis of major competitors. If there is a framework of any type (there is no requirement for one) applied in analysis, this is particularly excellent. There is a particularly excellent description of the proposed organizational structure including the form of ownership, organizational chart, qualifications, expertise, roles of members of the management team.
A*
90-100
Marks
There is an excellent summary of the overall strategic direction in terms of reasons for starting the business, company’s value proposition, and its competitive advantage (internal environment analysis, business strategy). There is an excellent description and analysis of the industry through which the company’s position in the industry, the opportunities and threats in the industry, the overall trends and outlook, the target market are identified. In particular, there is an excellent analysis of major competitors. If there is a framework of any type (there is no requirement for one) applied in analysis, this is particularly excellent. There is an excellent description of the proposed organizational structure including the form of ownership, organizational chart, qualifications, expertise, roles of members of the management team.
A+, A, A-
70-89 Marks
(70-72 = A-)
(73-79 = A)
(80-89 = A+)
There is a very good summary of the overall strategic direction in terms of reasons for starting the business, company’s value proposition, and its competitive advantage (internal environment analysis, business strategy). There is a very good description and analysis of the industry through which the company’s position in the industry, the opportunities and threats in the industry, the overall trends and outlook, the target market are identified. In particular, there is a very good analysis of major competitors. If there is a framework of any type (there is no requirement for one) applied in analysis, this is very good. There is a very good description of the proposed organizational structure including the form of ownership, organizational chart, qualifications, expertise, roles of members of the management team.
B+, B, B-
60-69 Marks
(60-62 = B-)
(63-67 = B)
(68-69 = B+)
There is a good summary of the overall strategic direction, including most of the key elements required (reasons for starting the business, company’s value proposition, and its internal environment analysis, business strategy). There is a good description and analysis of the industry through which most of the key elements, in terms of the company’s position in the industry, the opportunities and threats in the industry, the overall trends and outlook, the target market are identified. In particular, there is a good analysis of major competitors and including most of the elements required. If there is a framework of any type (there is no requirement for one) applied in analysis, this is good. There is a good description of the proposed organizational structure including most of the important elements (the form of ownership, organizational chart, qualifications, expertise, roles of members of the management team).
C+, C, C-
50-59 Marks
(50-52 = C-)
(53-57 = C)
(58-59 = C+)
There is an adequate summary of the overall strategic direction, but likely-limited in the description of key elements required (reasons for starting the business, company’s value proposition, and its internal environment analysis, competitive advantage). There is an adequate description and analysis of the industry through which most of the key elements (company’s position in the industry, the opportunities and threats in the industry, the overall trends and outlook, the target market) are identified. There is an adequate narrative of major competitors and including most of the elements required. If there is a framework of any type (there is no requirement for one) applied in analysis, this is adequate. There is an adequate description of the proposed organizational structure including most of the important elements (the form of ownership, organizational chart, qualifications, expertise, roles of members of the management team).
D+, D, D-
40-49 Marks
(40-42 = D-)
(43-47 = D)
(48-49 = D+)
There is evidence of deficiencies which mean that the threshold standard (D-) has not been met. This may be due to any number of the following. There is an inadequate summary of the overall strategic direction, but too-limited in the description of key elements required (reasons for starting the business, company’s value proposition, and its internal environment analysis, competitive advantage). There is an inadequate description and analysis of the industry through which a few of the key elements (company’s position in the industry, the opportunities and threats in the industry, the overall trends and outlook, the target market) are either identified or missing. There is an inadequate narrative of major competitors. If there is a framework of any type (there is no requirement for one) applied in analysis, this is inadequate. There is an inadequate description of the proposed organizational structure and a few of the important elements (the form of ownership, organizational chart, qualifications, expertise, roles of members of the management team) are either inadequate or missing.
E+, E, E-
30-39 Marks
(30-32 = E-)
(33-37 = E)
(38-39 = E+)
The work is unacceptable. The work presented does not show achievement of some (or all) of the learning outcomes described for this aspect of the task. This may be due to most of, or all of, the following. There is an inadequate summary of the overall strategic direction, the description of key elements required (reasons for starting the business, company’s value proposition, and its competitive advantage) is missing. There is an inadequate description and analysis of the industry through which most of the key elements (company’s position in the industry, the opportunities and threats in the industry, the overall trends and outlook, the target market) are either identified or missing. There is an inadequate narrative of major competitors. If there is a framework of any type (there is no requirement for one) applied in analysis, this is not satisfactory. There is an inadequate description of the proposed organizational structure and some of the important elements (the form of ownership, organizational chart, qualifications, expertise, roles of members of the management team) are missing.
F
0-29 Marks
3. Marketing plan
Grade Descriptor
20%
There is an exceptional excellent demonstration in understanding of the target market, and a particularly excellent description of the characteristics of the target market via relevant research. The marketing mix is given an exceptional excellent explanation and all elements are clearly related to the product/service. There is a particularly excellent demonstration in the overall marketing strategy that the product/service meets the needs of the target market. The marketing plan budget is reasonable and realistic.
A*
90-100
Marks
There is an excellent demonstration of understanding of the target market, and an excellent description of the characteristics of the target market via relevant research. The marketing mix is given an excellent explanation, and all elements are clearly related to the product/service. There is an excellent demonstration in the overall marketing strategy that the product/service meets the needs of the target market. The marketing plan budget is reasonable and realistic.
A+, A, A-
70-89 Marks
(70-72 = A-)
(73-79 = A)
(80-89 = A+)
There is a very good demonstration in understanding of the target market, and a very good description of the characteristics of the target market via relevant research. The marketing mix is given a very good explanation, and all elements are clearly related to the product/service. There is a very good demonstration in the overall marketing strategy that the product/service meets the needs of the target market. The marketing plan budget is likely reasonable and realistic.
B+, B, B-
60-69 Marks
(60-62 = B-)
(63-67 = B)
(68-69 = B+)
There is a good demonstration in understanding of the target market, and a good description of the characteristics of the target market via relevant research. The marketing mix is given a good explanation, and all elements are likely related to the product/service. There is a good demonstration in the overall marketing strategy that the product/service likely meets the needs of the target market. The marketing plan budget is likely reasonable and realistic.
C+, C, C-
50-59 Marks
(50-52 = C-)
(53-57 = C)
(58-59 = C+)
There is an adequate demonstration in understanding of the target market, and an adequate description of the characteristics of the target market via relevant research. The marketing mix is given an adequate explanation, and most of elements are likely related to the product/service. There is an adequate demonstration in the overall marketing strategy that the product/service likely meets the needs of the target market. The marketing plan budget is likely acceptable but needs a realistic check.
D+, D, D-
40-49 Marks
(40-42 = D-)
(43-47 = D)
(48-49 = D+)
There is evidence of deficiencies which mean that the threshold standard (D-) has not been met. This may be due to any number of the following. There is an inadequate demonstration in understanding of the target market, and an inadequate description of the characteristics of the target market via relevant research. The marketing mix is given an inadequate explanation, and a few of elements are unlikely related to the product/service. There is an inadequate demonstration in the overall marketing strategy that the product/service likely meets the needs of the target market. The marketing plan budget is likely unreasonable and unrealistic.
E+, E, E-
30-39 Marks
(30-32 = E-)
(33-37 = E)
(38-39 = E+)
The work is unacceptable. The work presented does not show achievement of some (or all) of the learning outcomes described for this aspect of the task. This may be due to most of, or all of, the following. There is an inadequate demonstration in understanding of the target market, and an inadequate description of the characteristics of the target market. The marketing mix is given an inadequate explanation, and some of key elements are unlikely related to the product/service. There is an inadequate demonstration in the overall marketing strategy that the product/service likely meets the needs of the target market. The marketing plan budget is not reasonable and realistic.
F
0-29 Marks
4. Financial plan
Grade Descriptor
20%
There is a particular excellent description and analysis of the initial and ongoing financing and financial management. There is an exceptional excellent explanation of source of capital, sales forecasts, and income projections. There is a particular excellent demonstration in understanding of cost breakdown and applying break-even calculation and analysis. If other financial tools in reporting financial returns (income statement, cash flow forecast, profit margins) are employed, they are particularly excellent. Risks and exit strategies are given a particular excellent consideration and analysis.
A*
90-100
Marks
There is an excellent description and analysis of the initial and ongoing financing and financial management. There is an excellent explanation of source of capital, sales forecasts, and income projections. There is an excellent demonstration in understanding of cost breakdown and applying break-even calculation and analysis. If other financial tools in reporting financial returns (income statement, cash flow forecast, profit margins) are employed, they are excellent. Risks and exit strategies are given an excellent consideration and analysis.
A+, A, A-
70-89 Marks
(70-72 = A-)
(73-79 = A)
(80-89 = A+)
There is a very good description and analysis of the initial and ongoing financing and financial management. There is a very good explanation of source of capital, sales forecasts, and income projections. There is a very good demonstration in understanding of cost breakdown and applying break-even calculation and analysis. If other financial tools in reporting financial returns (income statement, cash flow forecast, profit margins) are employed, they are very good. Risks and exit strategies are given a very good consideration and analysis.
B+, B, B-
60-69 Marks
(60-62 = B-)
(63-67 = B)
(68-69 = B+)
There is a good description and analysis of most of the initial and ongoing financing and financial management. The most part of the explanation of source of capital, sales forecasts, and income projections is appropriate. There is a good demonstration in understanding of most of part of the cost breakdown and break-even analysis. If other financial tools in reporting financial returns (income statement, cash flow forecast, profit margins) are employed, they are good but is limited in explanation. Risks and exit strategies are given a good consideration but analysis is likely limited.
C+, C, C-
50-59 Marks
(50-52 = C-)
(53-57 = C)
(58-59 = C+)
There is an adequate description but just about the initial and ongoing financing and financial management. The most part of the explanation of source of capital, sales forecasts, and income projections is appropriate but likely limited in analysis. There is an adequate demonstration in understanding of cost breakdown and applying break-even calculation but is likely limited in the accuracy. If other financial tools in reporting financial returns (income statement, cash flow forecast, profit margins) are employed, they are likely adequate. Risks and exit strategies are given an adequate consideration but limited in analysis.
D+, D, D-
40-49 Marks
(40-42 = D-)
(43-47 = D)
(48-49 = D+)
There is evidence of deficiencies which mean that the threshold standard (D-) has not been met. This may be due to any number of the following. There is an inadequate description and analysis of the initial and ongoing financing and financial management. There is inadequate explanation of source of capital, sales forecasts, and income projections and too-likely limited in analysis. There is an inadequate demonstration in understanding of cost breakdown and applying break-even calculation. If other financial tools in reporting financial returns (income statement, cash flow forecast, profit margins) are employed, they are inadequate in explanation. Analysis of risks and exit strategies is either inadequate or missing.
E+, E, E-
30-39 Marks
(30-32 = E-)
(33-37 = E)
(38-39 = E+)
The work is unacceptable. The work presented does not show achievement of some (or all) of the learning outcomes described for this aspect of the task. This may be due to most of, or all of, the following. There is an inadequate description and analysis of the initial and ongoing financing and financial management. The explanation of source of capital, sales forecasts, and income projections is either inadequate or missing. There is too-likely limited understanding of cost breakdown and applying break-even analysis. If other financial tools in reporting financial returns (income statement, cash flow forecast, profit margins) are employed, they are inadequate in explanation. Analysis of risks and exit strategies is either inadequate or missing.
F
0-29 Marks
4. Operations plan
Grade Descriptor
20%
There is a particularly excellent description of the resources and processes needed for the day-to-day functioning of the company in order to achieve the strategic goals and objectives. The human resources and other types of resource needs are given an exceptional excellent description and analysis. There is a particularly excellent understanding and thoroughly explained production process through which inputs are transformed into outputs. If extra analysis, such as capacity, quality control, and source of supply, is carried out, this is particularly excellent.
A*
90-100
Marks
There is an excellent description of the resources and processes needed for the day-to-day functioning of the company in order to achieve the strategic goals and objectives. The human resources and other types of resource needs are given an excellent description and analysis. There is an excellent understanding and thoroughly explained production process through which inputs are transformed into outputs. If extra analysis, such as capacity, quality control, and source of supply, is carried out, this is excellent.
A+, A, A-
70-89 Marks
(70-72 = A-)
(73-79 = A)
(80-89 = A+)
There is a very good description of the resources and processes needed for the day-to-day functioning of the company in order to achieve the strategic goals and objectives. The human resources and other types of resource needs are given a very good description and analysis. There is a very good understanding and comprehensively explained production process through which inputs are transformed into outputs. If extra analysis, such as capacity, quality control, and source of supply, is carried out, this is very good.
B+, B, B-
60-69 Marks
(60-62 = B-)
(63-67 = B)
(68-69 = B+)
There is a good description of the resources and processes needed for the day-to-day functioning of the company in order to achieve the strategic goals and objectives. Resource needs in the human and other types are analyzed and are for the most part appropriate. There is a good understanding and well-explained production process through which inputs are transformed into outputs. If extra analysis, such as capacity, quality control, and source of supply, is carried out, this is good.
C+, C, C-
50-59 Marks
(50-52 = C-)
(53-57 = C)
(58-59 = C+)
There is an adequate description of the resources and processes needed for the day-to-day functioning of the company in order to achieve the strategic goals and objectives and is for the most part appropriate. Resource needs in the human and other types are analyzed but likely limited in appropriateness. There is an adequate understanding and basically explained production process through which inputs are transformed into outputs. If extra analysis, such as capacity, quality control, and source of supply, is carried out, this is just adequate.
D+, D, D-
40-49 Marks
(40-42 = D-)
(43-47 = D)
(48-49 = D+)
There is evidence of deficiencies which mean that the threshold standard (D-) has not been met. This may be due to any number of the following. There is an inadequate description of the resources and processes needed for the day-to-day functioning of the company in order to achieve the strategic goals and objectives and is for some part inappropriate. Resource needs in the human and other types are inadequately analyzed and too-likely limited in appropriateness. There is an inadequate understanding and inadequately explained production process through which inputs are transformed into outputs. If extra analysis, such as capacity, quality control, and source of supply, is carried out, this is inadequate.
E+, E, E-
30-39 Marks
(30-32 = E-)
(33-37 = E)
(38-39 = E+)
The work is unacceptable. The work presented does not show achievement of some (or all) of the learning outcomes described for this aspect of the task. This may be due to most of, or all of, the following. There is an inadequate description of the resources and processes needed for the day-to-day functioning of the company in order to achieve the strategic goals and objectives and is for most part inappropriate. Resource needs in the human and other types are inadequately analyzed and too-likely limited in understanding. There is an inadequate understanding and inadequately explained production process through which inputs are transformed into outputs. If extra analysis, such as capacity, quality control, and source of supply, is carried out, this is not satisfactory.
F
0-29 Marks
6. Overall structure and professional presentation of report
Grade Descriptor
10%
The work is presented in an exceptionally highly professional manner in all respects. The work adheres fully to the requirements described in the study guide/other documentation associated with this. The reader does not have to work hard at all in order to ‘follow the plot’ given the exceptional ‘story telling’. The lay person can easily understand it. If there is jargon, it is fully explained. Material taken from other sources is accurately paraphrased; the text/style/content is that of an exceptional report writer. There are no grammatical and/or other errors at sentence level. There are no errors or inconsistencies when it comes to the citations/references. The organisation of the text at the structural level (paragraphs, sections) is excellent. The ‘story’ of a business creation is exceptionally well told; there is an exceptionally high level of clarity, focus and cogency in communication at all levels.
A*
90-100
Marks
The work is presented in a highly professional manner in all respects. The work adheres fully to the requirements described in the study guide/other documentation associated with this. The reader does not have to work hard in order to ‘follow the plot’ given the excellent ‘story telling’. The lay person can easily understand it. If there is jargon, it is fully explained. Material taken from other sources is accurately paraphrased; the text/style/content is that of the report writer. There are no, or hardly any, grammatical and/or other errors at sentence level. There are no, or hardly any, errors or inconsistencies when it comes to the citations/references. The organisation of the text at the structural level (paragraphs, sections) is excellent. The ‘story’ of a business creation is excellently told; there is a high level of clarity, focus and cogency in communication at all levels.
A+, A, A-
70-89 Marks
(70-72 = A-)
(73-79 = A)
(80-89 = A+)
The work is presented in a very professional manner in nearly all respects. The work adheres fully to the requirements described in the study guide/other documentation associated with this. The reader does not have to work hard in order to ‘follow the plot’ given the very good ‘story telling’. The lay person can easily understand it. If there is jargon, it is very well explained. Material taken from other sources is accurately paraphrased; the text/style/content is that of the report writer. There are no, or hardly any, grammatical and/or other errors at sentence level. There are no, or hardly any, errors or inconsistencies when it comes to the citations/references. The organisation of the text at the structural level (paragraphs, sections) is very good. The ‘story’ of a business creation is very well told; there is clarity, focus and cogency in communication at all levels.
B+, B, B-
60-69 Marks
(60-62 = B-)
(63-67 = B)
(68-69 = B+)
The work is presented in a professional manner in most respects. The work mostly adheres to the requirements described in the study guide/other documentation associated with this. The reader does not have to work too hard in order to ‘follow the plot’ given the good ‘story telling’. The lay person can understand it. If there is jargon, it is explained. Material taken from other sources is for the most part accurately paraphrased; the text/style/content is for the most part that of the report writer. There are likely some, but not many, grammatical and/or other errors at sentence level. There are likely some, but not many, errors or inconsistencies when it comes to the citations/references. The organisation of the text at the structural level (paragraphs, sections) is good. The ‘story’ of a business creation is well told; there is clarity and focus in communication at all levels
C+, C, C-
50-59 Marks
(50-52 = C-)
(53-57 = C)
(58-59 = C+)
The work is presented in a reasonably professional manner. The work mostly adheres to the requirements described in the study guide/other documentation associated with this. The reader does not have to work too hard in order to ‘follow the plot’ given the reasonable ‘story telling’. The lay person can understand it for the most part. If there is jargon, it is explained reasonably well. Material taken from other sources is for the most part reasonably accurately paraphrased; the text/style/content is for the most part that of the report writer. There are likely some or many grammatical and/or other errors at sentence level. There are likely some or many errors or inconsistencies when it comes to the citations/references. The organisation of the text at the structural level (paragraphs, sections) is adequate. The ‘story’ of a business creation is adequately told; there is effective communication at all levels.
D+, D, D-
40-49 Marks
(40-42 = D-)
(43-47 = D)
(48-49 = D+)
There is evidence of deficiencies which mean that the threshold standard (D-) has not been met. This may be due to any number of the following. The work is presented in an unprofessional manner. The work does not adhere to the requirements described in the study guide/other documentation associated with this. The reader has to work too hard in order to ‘follow the plot’ given the poor ‘story telling’. The lay person has great difficulty understanding it. Jargon is either not adequately explained or is not explained at all. Material taken from other sources is not sufficiently well paraphrased. There are too many grammatical and/or other errors at sentence level. There are too many errors or inconsistencies when it comes to the citations/references. The organisation of the text at the structural level (paragraphs, sections) is inadequate. The ‘story’ of a business creation is not adequately told; there is a lack of effective communication at all levels.
E+, E, E-
30-39 Marks
(30-32 = E-)
(33-37 = E)
(38-39 = E+)
The work is unacceptable. The work presented does not show achievement of some (or all) of the learning outcomes described for this aspect of the task. This may be due to most of, or all of, the following. The work is presented in an unprofessional manner. The work does not adhere to the requirements described in the study guide/other documentation associated with this. The reader has to work too hard in order to ‘follow the plot’ given the poor ‘story telling’. The lay person has great difficulty understanding it. Jargon is either not adequately explained or is not explained at all. Material taken from other sources is not sufficiently well paraphrased. There are too many grammatical and/or other errors at sentence level. There are too many errors or inconsistencies when it comes to the citations/references. The organisation of the text at the structural level (paragraphs, sections) is inadequate. The ‘story’ of a business creation is not adequately told; there is a lack of effective communication at all levels.
F
0-29 Marks
Criteria for marking Part II: Individual Essay
1. Overall structure and professional presentation of report
Grade Descriptor
10%
The work is presented in an exceptionally highly professional manner in all respects. The work adheres fully to the requirements described in the study guide/other documentation associated with this. The reader does not have to work hard at all in order to ‘follow the plot’ given the exceptional ‘story telling’. The lay person can easily understand it. If there is jargon, it is fully explained. Material taken from other sources is accurately paraphrased; the text/style/content is that of an exceptional report writer. There are no grammatical and/or other errors at sentence level. There are no errors or inconsistencies when it comes to the citations/references. The organisation of the text at the structural level (paragraphs, sections) is excellent. The ‘story’ of a self-reflection in Entrepreneurship learning is exceptionally well told; there is an exceptionally high level of clarity, focus, logic and cogency in communication at all levels.
A*
90-100
Marks
The work is presented in a highly professional manner in all respects. The work adheres fully to the requirements described in the study guide/other documentation associated with this. The reader does not have to work hard in order to ‘follow the plot’ given the excellent ‘story telling’. The lay person can easily understand it. If there is jargon, it is fully explained. Material taken from other sources is accurately paraphrased; the text/style/content is that of the report writer. There are no, or hardly any, grammatical and/or other errors at sentence level. There are no, or hardly any, errors or inconsistencies when it comes to the citations/references. The organisation of the text at the structural level (paragraphs, sections) is excellent. The ‘story’ of a self-reflection in Entrepreneurship learning is excellently told; there is a high level of clarity, focus, logic and cogency in communication at all levels.
A+, A, A-
70-89 Marks
(70-72 = A-)
(73-79 = A)
(80-89 = A+)
The work is presented in a very professional manner in nearly all respects. The work adheres fully to the requirements described in the study guide/other documentation associated with this. The reader does not have to work hard in order to ‘follow the plot’ given the very good ‘story telling’. The lay person can easily understand it. If there is jargon, it is very well explained. Material taken from other sources is accurately paraphrased; the text/style/content is that of the report writer. There are no, or hardly any, grammatical and/or other errors at sentence level. There are no, or hardly any, errors or inconsistencies when it comes to the citations/references. The organisation of the text at the structural level (paragraphs, sections) is very good. The ‘story’ of a self-reflection in Entrepreneurship learning is very well told; there is clarity, focus, logic and cogency in communication at all levels.
B+, B, B-
60-69 Marks
(60-62 = B-)
(63-67 = B)
(68-69 = B+)
The work is presented in a professional manner in most respects. The work mostly adheres to the requirements described in the study guide/other documentation associated with this. The reader does not have to work too hard in order to ‘follow the plot’ given the good ‘story telling’. The lay person can understand it. If there is jargon, it is explained. Material taken from other sources is for the most part accurately paraphrased; the text/style/content is for the most part that of the report writer. There are likely some, but not many, grammatical and/or other errors at sentence level. There are likely some, but not many, errors or inconsistencies when it comes to the citations/references. The organisation of the text at the structural level (paragraphs, sections) is good. The ‘story’ of a self-reflection in Entrepreneurship learning is well told; there is clarity and focus in communication at all levels
C+, C, C-
50-59 Marks
(50-52 = C-)
(53-57 = C)
(58-59 = C+)
The work is presented in a reasonably professional manner. The work mostly adheres to the requirements described in the study guide/other documentation associated with this. The reader does not have to work too hard in order to ‘follow the plot’ given the reasonable ‘story telling’. The lay person can understand it for the most part. If there is jargon, it is explained reasonably well. Material taken from other sources is for the most part reasonably accurately paraphrased; the text/style/content is for the most part that of the report writer. There are likely some or many grammatical and/or other errors at sentence level. There are likely some or many errors or inconsistencies when it comes to the citations/references. The organisation of the text at the structural level (paragraphs, sections) is adequate. The ‘story’ of a self-reflection in Entrepreneurship learning is adequately told; there is effective communication at all levels.
D+, D, D-
40-49 Marks
(40-42 = D-)
(43-47 = D)
(48-49 = D+)
There is evidence of deficiencies which mean that the threshold standard (D-) has not been met. This may be due to any number of the following. The work is presented in an unprofessional manner. The work does not adhere to the requirements described in the study guide/other documentation associated with this. The reader has to work too hard in order to ‘follow the plot’ given the poor ‘story telling’. The lay person has great difficulty understanding it. Jargon is either not adequately explained or is not explained at all. Material taken from other sources is not sufficiently well paraphrased. There are too many grammatical and/or other errors at sentence level. There are too many errors or inconsistencies when it comes to the citations/references. The organisation of the text at the structural level (paragraphs, sections) is inadequate. The ‘story’ of a self-reflection in Entrepreneurship learning is not adequately told; there is a lack of effective communication at all levels.
E+, E, E-
30-39 Marks
(30-32 = E-)
(33-37 = E)
(38-39 = E+)
The work is unacceptable. The work presented does not show achievement of some (or all) of the learning outcomes described for this aspect of the task. This may be due to most of, or all of, the following. The work is presented in an unprofessional manner. The work does not adhere to the requirements described in the study guide/other documentation associated with this. The reader has to work too hard in order to ‘follow the plot’ given the poor ‘story telling’. The lay person has great difficulty understanding it. Jargon is either not adequately explained or is not explained at all. Material taken from other sources is not sufficiently well paraphrased. There are too many grammatical and/or other errors at sentence level. There are too many errors or inconsistencies when it comes to the citations/references. The organisation of the text at the structural level (paragraphs, sections) is inadequate. The ‘story’ of a self-reflection in Entrepreneurship learning is not adequately told; there is a lack of effective communication at all levels.
F
0-29 Marks
2. Demonstrate cognitive skills of critical thinking, analysis and synthesis
Grade Descriptor
90%
There is a particularly excellent demonstration of a sophisticated, critical, and thorough understanding of Entrepreneurship and the related application in the context of the business plan development process and theoretical learning. There is an exceptional excellent narrative thread with sound examples to reflect and demonstrate personal development during both the practical (business plan development) and theoretical learning process. The theories applied in the analysis are plentiful and wholly appropriate. The discussion, drawing on a particularly excellent interpretation and understanding of a business plan and relevant entrepreneurial theories gathered to support the arguments made, is highly sophisticated in its critical powers. The analysis demonstrates an exceptional excellent insight into the personal development in terms of entrepreneurial mindset and skills. If there is an appropriate framework of any type, this is particularly excellent in terms of accurate interpretation, understanding and application. There is exceptional excellent evidence showing the ability in synthesizing theory and practice to develop a well-argued and logically constructed self reflection and evaluation of entrepreneurship learning with sound supporting evidences.
A*
90-100
Marks
There is an excellent demonstration of a sophisticated, critical, and thorough understanding of Entrepreneurship and the related application in the context of the business plan development process and theoretical learning. There is an excellent narrative thread with sound examples to reflect and demonstrate personal development during both the practical (business plan development) and theoretical learning process. The theories applied in the analysis are substantial and wholly appropriate. The discussion, drawing on an excellent interpretation and understanding of a business plan and relevant entrepreneurial theories gathered to support the arguments made, is sophisticated in its critical powers. The analysis demonstrates an excellent insight into the personal development in terms of entrepreneurial mindset and skills. If there is an appropriate framework of any type, this is excellent in terms of accurate interpretation, understanding and application. There is an excellent evidence showing the ability in synthesizing theory and practice to develop a well-argued and logically constructed self reflection and evaluation of entrepreneurship learning with sound supporting evidences.
A+, A, A-
70-89 Marks
(70-72 = A-)
(73-79 = A)
(80-89 = A+)
There is a very good demonstration of a systematic, critical, and very good understanding of Entrepreneurship and the related application in the context of the business plan development process and theoretical learning. There is a very good narrative thread with sound examples to reflect and demonstrate personal development during both the practical (business plan development) and theoretical learning process. The theories applied in the analysis are sufficient and appropriate. The discussion, drawing on a very good interpretation and understanding of a business plan and relevant entrepreneurial theories gathered to support the arguments made, is very good in its critical powers. The analysis demonstrates a very good insight into the personal development in terms of entrepreneurial mindset and skills. If there is an appropriate framework of any type, this is very good in terms of accurate interpretation, understanding and application. There is a very good evidence showing the ability in synthesizing theory and practice to develop a well-argued and logically constructed self reflection and evaluation of entrepreneurship learning with sufficient supporting evidences.
B+, B, B-
60-69 Marks
(60-62 = B-)
(63-67 = B)
(68-69 = B+)
There is a good demonstration of a systematic, critical, and good understanding of Entrepreneurship and the related application in the context of the business plan development process and theoretical learning. There is a good narrative thread with examples to reflect and demonstrate personal development during both the practical (business plan development) and theoretical learning process. The theories applied in the analysis are basic and appropriate. The discussion, drawing on a good interpretation and understanding of a business plan and relevant entrepreneurial theories gathered to support the arguments made, is good in its critical powers. The analysis demonstrates a good insight into the personal development in terms of entrepreneurial mindset and skills. If there is an appropriate framework of any type, this is good in terms of basic interpretation and application, but likely limited in analysis. There is a good evidence showing the ability in synthesizing theory and practice to develop a logically constructed self reflection and evaluation of entrepreneurship learning with basic supporting evidences.
C+, C, C-
50-59 Marks
(50-52 = C-)
(53-57 = C)
(58-59 = C+)
There is an adequate demonstration of a systematic, descriptive, and basic understanding of Entrepreneurship and the related application in the context of the business plan development process and theoretical learning. There is an adequate narrative thread with examples to reflect and demonstrate personal development during both the practical (business plan development) and theoretical learning process. The theories applied in the analysis are basic and adequate. The discussion, drawing on an adequate interpretation and understanding of a business plan and relevant entrepreneurial theories gathered to support the arguments made, is appropriate. The analysis demonstrates an adequate insight into the personal development in terms of entrepreneurial mindset and skills. If there is an appropriate framework of any type, this is adequate in terms of basic interpretation and application, but too-likely limited in analysis. There is adequate evidence showing the ability in synthesizing theory and practice to develop a basically constructed self reflection and evaluation of entrepreneurship learning with likely supporting evidences.
D+, D, D-
40-49 Marks
(40-42 = D-)
(43-47 = D)
(48-49 = D+)
There is evidence of deficiencies which mean that the threshold standard (D-) has not been met. This may be due to any number of the following. There is an inadequate demonstration of a systematic and basic understanding of Entrepreneurship and the related application in the context of the business plan development process and theoretical learning. There is an inadequate narrative thread with insufficient examples to reflect and demonstrate personal development during both the practical (business plan development) and theoretical learning process. The theories applied in the analysis are inadequate and insufficient. The discussion, drawing on an interpretation and understanding of a business plan and relevant entrepreneurial theories gathered to support the arguments made, is inadequate. The analysis demonstrates an inadequate insight into the personal development in terms of entrepreneurial mindset and skills. If there is an appropriate framework of any type, this is inadequate in terms of basic interpretation and application. There is inadequate evidence showing the ability in synthesizing theory and practice to develop a basically constructed self reflection and evaluation of entrepreneurship learning and supporting evidences are inadequate.
E+, E, E-
30-39 Marks
(30-32 = E-)
(33-37 = E)
(38-39 = E+)
The work is unacceptable. The work presented does not show achievement of some (or all) of the learning outcomes described for this aspect of the task. This may be due to most of, or all of, the following. There is an inadequate demonstration of a threshold level understanding of Entrepreneurship and the related application in the context of the business plan development process and theoretical learning. There is an inadequate narrative thread with too-limited examples to reflect and demonstrate personal development during both the practical (business plan development) and theoretical learning process. The theories applied in the analysis are inadequate and insufficient. The discussion, drawing on an interpretation and understanding of a business plan and relevant entrepreneurial theories gathered to support the arguments made, is either inadequate or missing. The analysis demonstrates an inadequate insight into the personal development in terms of entrepreneurial mindset and skills. If there is an appropriate framework of any type, this is inadequate in terms of basic interpretation and application. There is inadequate evidence showing the ability in synthesizing theory and practice to develop a basically constructed self reflection and evaluation of entrepreneurship learning and supporting evidences are either inadequate or missing.
F
0-29 Marks
Academic Misconduct, Plagiarism and Collusion
Any coursework or examined submission for assessment where plagiarism, collusion or any form of cheating is suspected will be dealt with according to the University processes which are detailed in
Senate Regulation 6
.
You can access information about plagiarism here.
The University regulations on plagiarism apply to published as well as unpublished work, collusion and the plagiarism of the work of other students.
Please ensure that you fully understand what constitutes plagiarism before you submit your work.
University’s Coursework Submission Policy
Please refer to the
College’s Student Handbook
for information on submitting late, penalties applied and procedures.
College’s Coursework Submission Policy
Please refer to the College’s Student Handbook for information relating to the College’s Coursework Submission Policy and procedures.
* this can be found at the bottom of the page under the ‘Documents’ section *
Extenuating Circumstances Policy
Please refer to the College’s Student Handbook for information relating to extenuating circumstances and procedures.
Approved BBS Coursework Brief Template 2019/20 2 of 13
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