Overview
Businesses are at the dawn of a fourth industrial revolution, propelled by frontier technologies and robotisation advances that make the product better, cheaper and faster than ever before. This new industrial revolution offers enormous opportunities for businesses to grow and gain sustainable development with potential benefits on a scale that is difficult to imagine. New technologies promise the possibilities of industrial upgrading and leapfrogging. Reconfiguration of world businesses environment, cheaper transportation and communication, coupled with more efficient logistics now help businesses to establish links to new global value chains. Strategic intuitiveness and the ability to quickly manage change is key to gain competitive positioning in the global context. As the capstone unit, you will integrate prior functional and interpersonal knowledge and skills acquired in previous units of the Master of Business Administration and examine international business practices and strategic management processes at an advanced level in different kinds of organisations. You will use your advanced level of knowledge and skills to analyse how organisations develop future business strategies which are influenced by domestic and international pressures. By considering the challenges facing contemporary businesses, you will examine how international business theories, strategic management concepts, frameworks and tools are used by business executives to develop a business plan and implement effective corporate transformation.
Details
Pre-requisites or Co-requisites
Prerequisite: A minimum of 36 credit points made up from four (4) specified core/compulsory MBA units and an additional 12 credit points MGMT20129 Managing People, Organisations and Context.MGMT 20130 Operations Management and Business AnalyticsACCT 20077 Accounting for Management Decision MakingECON 20039 Economics for Managersand 12 credit points (2 X 6 credit point units, either core or electives)
Important note: Students enrolled in a subsequent unit who failed their pre-requisite unit, should drop the subsequent unit before the census date or within 10 working days of Fail grade notification. Students who do not drop the unit in this timeframe cannot later drop the unit without academic and financial liability. See details in the Assessment Policy and Procedure (Higher Education Coursework).
Offerings For Term 2 - 2024
Attendance Requirements
All on-campus students are expected to attend scheduled classes - in some units, these classes are identified as a mandatory (pass/fail) component and attendance is compulsory. International students, on a student visa, must maintain a full time study load and meet both attendance and academic progress requirements in each study period (satisfactory attendance for International students is defined as maintaining at least an 80% attendance record).
Recommended Student Time Commitment
Each 6-credit Postgraduate unit at CQUniversity requires an overall time commitment of an average of 12.5 hours of study per week, making a total of 150 hours for the unit.
Class Timetable
Assessment Overview
Assessment Grading
This is a graded unit: your overall grade will be calculated from the marks or grades for each assessment task, based on the relative weightings shown in the table above. You must obtain an overall mark for the unit of at least 50%, or an overall grade of 'pass' in order to pass the unit. If any 'pass/fail' tasks are shown in the table above they must also be completed successfully ('pass' grade). You must also meet any minimum mark requirements specified for a particular assessment task, as detailed in the 'assessment task' section (note that in some instances, the minimum mark for a task may be greater than 50%). Consult the University's Grades and Results Policy for more details of interim results and final grades.
All University policies are available on the CQUniversity Policy site.
You may wish to view these policies:
- Grades and Results Policy
- Assessment Policy and Procedure (Higher Education Coursework)
- Review of Grade Procedure
- Student Academic Integrity Policy and Procedure
- Monitoring Academic Progress (MAP) Policy and Procedure - Domestic Students
- Monitoring Academic Progress (MAP) Policy and Procedure - International Students
- Student Refund and Credit Balance Policy and Procedure
- Student Feedback - Compliments and Complaints Policy and Procedure
- Information and Communications Technology Acceptable Use Policy and Procedure
This list is not an exhaustive list of all University policies. The full list of University policies are available on the CQUniversity Policy site.
Feedback, Recommendations and Responses
Every unit is reviewed for enhancement each year. At the most recent review, the following staff and student feedback items were identified and recommendations were made.
Feedback from Queries on assessment tasks, workshop discussion, case analysis at workshops, and emails
Lack of academic skills to review articles. Many students know how to write descriptive reports but not analytical plans using models and theories.
Arrange special workshops in weeks 2 and 5 to discuss reviewing articles, analysing cases, and using theories and models to answer questions. Use short cases specific to weekly topics, allowing students to find out critical concepts used in cases.
Feedback from MBA students in conversation, workshops, emails, Zoom meetings.
Relevance and positive application of international business concepts and theories.
To continue selecting new cases that deal with business strategies and challenges in a transformational business environment.
Feedback from Students; feedback and UC's observation during the case study discussion and group works.
Students are keen to learn from culturally and economically different contexts.
Cases from different countries and industries may be chosen to reveal contextual differences. Geographic conditions, level of economic development, and business practices in a changing global business environment may be introduced to generate interactive engagement.
- Critically evaluate concepts and principles of international business, strategic management and corporate transformation
- Analyse and integrate specialist knowledge pertinent to global business and economic complexity
- Apply cognitive and technical skills to reflect on and synthesise complex problems and apply strategic frameworks to develop and implement business strategies
- Communicate corporate strategy highlighting the effects of decisions on business performance
- Demonstrate business acumen using appropriate strategic and transformative frameworks in a socially responsible manner.
N/A
Alignment of Assessment Tasks to Learning Outcomes
| Assessment Tasks | Learning Outcomes | ||||
|---|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 | |
| 1 - Group Work - 40% | |||||
| 2 - Report - 60% | |||||
Alignment of Graduate Attributes to Learning Outcomes
| Graduate Attributes | Learning Outcomes | ||||
|---|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 | |
| 1 - Knowledge | |||||
| 2 - Communication | |||||
| 3 - Cognitive, technical and creative skills | |||||
| 4 - Research | |||||
| 5 - Self-management | |||||
| 6 - Ethical and Professional Responsibility | |||||
| 7 - Leadership | |||||
| 8 - Aboriginal and Torres Strait Islander Cultures | |||||
Textbooks
International Business: Competing in the Global Marketplace ISE
Edition: 14th (2023)
Authors: Charles W. L. Hill
McGraw Hill
NY NY , USA
ISBN: 1265038546 · 9781265038540
Binding: Paperback
IT Resources
- CQUniversity Student Email
- Internet
- Unit Website (Moodle)
All submissions for this unit must use the referencing style: American Psychological Association 7th Edition (APA 7th edition)
For further information, see the Assessment Tasks.
q.alam@cqu.edu.au
Module/Topic
Globalisation and Changing Political, Social, Environmental, Economic, and Business Landscape.
- Globalisation and International Business.
- Global Business Framework.
- Globalisation and Semiglobalisation.
- Current Debates on Globalisation and Emergence of Digital Trade.
Chapter
Prescribed Readings
Peng, W. M. (2023) Global Business, Fifth Edition, 2023, Cengage., Boston, USA. Chapter 1.
Hill, C. (2021), International Business -Competing in the Global Market Place, 13th Edition, Chapter 1.
Additional Readings
Global Economic Form (2024), TradeTech: Catalysing Innovation
January.
McKinsey & Company (2021), Organizing for the future: Nine keys to becoming a future-ready company (January).
World Development Report 2023.
World Economic Forum Report 2024.
The Moodle site contains key documents for each week's tasks and readings.
Events and Submissions/Topic
In week one, we will discuss the key international business issues covered in Term 2 2024.
We will also discuss the complexities arising from recent global conflicts and Shifts in the business environment, the nature of global competition, and factors that influence the strategic decision-making process in international business.
In week two, you are supposed to form groups for a case study discussion and presentation.
Cases will be posted to the Moodle site for your selection.
You must be a group member and select a case for group work.
When contacting any member of the teaching team, please ensure the following:
- Use your CQU student email address.
- Include a subject line that contains the unit code (MGMT20133).
- Clearly state your name and student ID in the email.
- Make sure you professionally write your email.
Module/Topic
Understanding External Environmental Factors and Their Impact on Corporate Transformation.
- Institutions, Firms, and Business Behaviour.
- Six Components of the Macro-environment.
- An Institutional-Based View of Global Business.
- Strategic Framework for Assessing the Process of Corporate Transformation.
- Tools and Models to Assess the Nature of Competition in a Particular Industry and Country.
Chapter
Prescribed Readings
Peng, W. M. (2023) Global Business, Fifth Edition, 2023, Cengage., Boston, USA. Chapters 2 & 3.
Hill, C. (2021), International Business -Competing in the Global Market Place, 13th Edition, Chapters 2, 3 & 4.
Additional Readings:
Thompson, A.A., Peteraf, M.A., Gamble, J.E. and Strickland, A.J. (2022). Crafting and Executing Strategy- Concepts and Cases, 22nd Edition, McGraw Hill Education, New York. Chapter 3.
Executive Summary of the World Investment Report, 2024.
Events and Submissions/Topic
We will discuss the macroenvironmental factors affecting international business, corporate transformation, the nature of competition and the key challenges companies face.
Students should form groups for assessment 1 (Group case presentation).
Cases for the workshop.
1. India's Economic Transformation, Hill (2021), p. 80.
2. Are US Multinationals Good for Emerging, Closing Case: Emerging Markets, in Peng (2023) pp. 29-30.
3. Poland: East Europe's Economic Miracle, Hill (2021), p. 63.
Module/Topic
Evaluating a Company’s Resources, Capabilities, and Competitiveness.
- Understanding a company's resources and capabilities
- Value chain and outsourcing
- From SWOT to VIRO
- Dynamic capability
Chapter
Prescribed Readings:
Peng, W. M. (2023) Global Business, Fifth Edition, 2023, Cengage., Boston, USA. Chapter 4.
Thompson, A.A., Peteraf, M.A., Gamble, J.E. and Strickland, A.J. (2022). Crafting and Executing Strategy- Concepts and Cases, 22nd Edition, McGraw Hill Education, New York. Chapter 4.
Events and Submissions/Topic
This week, we will discuss issues and concepts related to company resources and competencies. We will also examine strategy tools to learn how to assess the company's competencies, capabilities, and market position.
Cases for the workshop.
1. The Future of Automobile Industry, Integrative Case 1.2, in Peng (2023), pp 125-126.
2. Boeing's Global Production System, in Hill (2021), p.8.
3. General Motors in China, in Hill (2021), pp. 35-36.
Module/Topic
International Business Theories:
- Classical Theories of International Business.
- Product life-cycle Theory
- New Trade Theory
- Theory of National Competitive Advantage (Diamond Model)
Chapter
Prescribed readings
Peng, W. M. (2023), Global Business, 5th edition, Cengage Learning, Chapters 5 & 6.
Hill, C. (2021), International Business -Competing in the Global Market Place, 13th Edition, Chapter 6.
Raymond Vernon's Product Life Cycle Theory (to be posted on the Moodle site).
Michael Porter’s Diamond Model: Why Some Nations Are Competitive And Others Are Not. (article to be posted on the Moodle site)
Events and Submissions/Topic
This week, we will discuss theories of international trade and three major theories of international business.
In the workshop, two cases will be discussed to understand various features of companies' strategies. You are required to read the following two cases for discussion prior to the workshop.
Cases for the workshop
1. Automobile FDI in Brazil and Mexico, Integrative case 2.5, in Peng (2023), pp. 295-296
2. A Tale of Two Nations: Ghana and South Korea, in Hill (2021), p. 165.
Module/Topic
International Business Theories and Corporate Strategies in Changing Business Environment.
- The Eclectic Paradigm (OLI Model)
- Path-dependency Theory
- National Institution and International Trade
- Stakeholder Theory
Chapter
Prescribed readings
Hill, C. (2021), International Business - Competing in the Global Market Place, 13th Edition, Chapter 12.
Dunning, J. (2001), The Eclectic (OLI) Paradigm of International Production: Past, Present, and Future, International Journal of the Economics of Business, 8:2, 173-190, DOI: 10.1080/13571510110051441.
Narula, R. and Dunning, J.H. (2009), Multinational enterprises, development and globalisation: Some clarifications and a research agenda, United Nations University.UNU-MERIT Working Papers ISSN 1871-9872.
Parmar, B., Freeman, E., Harrison, J., Wicks, Purnell, L. & Simone de Colle (2010), Stakeholder Theory: The State of the Art, The Academy of Management Annals, 4(1), pp. 403-445.
Friedman, L., A., and Milles, S. (2002) Developing Stakeholder Theory, Journal of Management Studies 39:1 January.
Events and Submissions/Topic
In week 5, we will discuss international business theories, and explain how and why companies pursue business expansion strategies for different markets. Why do firms engage in foreign direct investment (FDI)?
Cases for the workshop:
1. Nordic Multinational (Focus 6.1), in Peng (2023), p. 197.
2. Saudi Aramco, in Hill (2021), pp. 366-367.
3. Advantages and disadvantages of FDI in developing countries.
Module/Topic
No classes will be held during this week.
Chapter
No classes will be held during this week.
Events and Submissions/Topic
No classes will be held during this week.
Module/Topic
International Strategies
- Global Strategy, International Strategy, Transnational Strategy, and Multidomestic Strategy.
-
Generic Business Strategies
Low-cost Strategy, Differentiation Strategy, Niche Strategy, & Best-cost Strategy
Chapter
Prescribed Readings:
Peng, M. (2023, Global Business, 5th edition, Cengage Learning, Chapter 11 (Starting International Business).
Hill, C. (2020), International Business - Competing in the Global Market Place, 13th Edition, Chapter 12.
Thompson, A.A., Peteraf, M.A., Gamble, J.E. and Strickland, A.J. (2022). Crafting and Executing Strategy- Concepts and Cases, 22nd Edition, McGraw Hill Education, New York. Chapter 5.
Events and Submissions/Topic
Case Presentation
Each group is required to work together on a case and prepare a report based on some selected questions.
Each group member is required to present a defined task (question) in class/online. The group must submit a group report and the slides on the assessment submission link on the due date.
All group members must allocate tasks and work collaboratively to make individual quality presentations and submit a group report.
Questions on cases will be posted on the Assessment 1 link on the Moodle site.
Groups must select a business case from a list the Unit Coordinator recommends.
Groups must get prior approval from the Unit Coordinator on their business cases.
Each group member will make a 10-minute presentation and a Q&A during the workshop/tutorial.
The Unit Coordinator will moderate the presentation session and provide feedback on each presentation.
Presentation on a Business Case and Submission of a Group Written Report Due: Week 6 Tuesday (20 Aug 2024) 11:00 pm AEST
Module/Topic
Foreign Market Entry Strategies:
- Modes of Market Entry into Foreign Markets
- Competing in the Developing Country Markets
Chapter
Prescribed Readings:
Peng, W. M. (2023), Global Business, Fifth Edition, 2023, Cengage., Boston, USA. Chapters 10, 11 & 12.
Hill, W. C (2021), International Business -Competing in the Global Market Place, 13th Edition, Chapters 13, 15, & 16.
Additional Readings:
Thompson, A.A., Peteraf, M.A., Gamble, J.E. and Strickland, A.J. (2022). Crafting and Executing Strategy- Concepts and Cases, 22nd Edition, McGraw Hill Education, New York. Chapter 7.
UNCTAD (2023) World Investment Report 2023 (Executive Summary).
World Economic Forum (2024), Global Risks Report 2024.
Events and Submissions/Topic
Discuss how to use international business theories to select a market for expansion.
Identification of the recent investment trends and market attractiveness.
Discussion on various market entry modes.
Cases for the workshop:
1. Rebranding of Hindustan Lever Limited, in Peng (2023), pp. 445-446.
2. Japanese Multinationals in Emerging Economies, in Peng (2023), pp. 470-471.
Exporting Desserts by a Hispanic Entrepreneur, in Hill (2021), p. 478.
Module/Topic
Corporate Strategies
- Foreign Direct Investment (FDI) and Business Diversification.
- Multinational Enterprises from Emerging Economies,
- Inward and Outward FDI
Chapter
Prescribed Readings:
Peng, W. M. (2023) Global Business, Fifth Edition, 2023, Cengage., Boston, USA. Chapter 6.
Hill, C. (2021), International Business -Competing in the Global Market Place, 13th Edition, Chapter 15.
Additional Readings:
Thompson, A.A., Peteraf, M.A., Gamble, J.E. and Strickland, A.J. (2022). Crafting and Executing Strategy- Concepts and Cases, 22nd Edition, McGraw Hill Education, New York. Chapter 8.
Events and Submissions/Topic
Cases for the workshop.
1. India's Outward Foreign Direct Investment Compared with China, in Peng (2023), pp. 208-209.
2. International Monetary Fund versus New Development Bank and Asian Infrastructure Bank, in Peng (2023), pp. 231-233.
Make sure you read the chapters and the case to understand the main features of the new investment strategy and factors that companies consider for diversification and building collaborative business partnerships.
Module/Topic
How to Build Organisational Resources and Capabilities to Execute Corporate Strategies.
- Components of Business Strategy Execution
- Global Production, Outsourcing, and Logistics
- Global Marketing and Supply Chain Strategy
- Global Human Resource Management
Chapter
Prescribed Readings:
Peng, W. M. (2023) Global Business, Fifth Edition, 2023, Cengage., Boston, USA. Chapters 14, 15 & 16,
Hill, C. (2021), International Business -Competing in the Global Market Place, 13th Edition, Chapters 15 & 16.
Additional Readings:
Meyer K.E. ed.. (2008), Multinational Enterprises and Host Economies (2 Vols) Cheltenham: Elgar.
UNCTAD 2022) World Investment Report, Geneva, United Nations (A rich source for FDI data).
Mckinsey Report (2022), Economic conditions outlook, June 2022.
Events and Submissions/Topic
The case for the workshop:
1. Spanish MNEs enter the global stage, in Peng (second edition) pp. 151-154. (to be posted)
2. Tata Motors and Exporting, in Hill (2021), p..649.
3. Alibaba's Global Supply Chin, in Hill (2021), p. 650.
Module/Topic
- The Multilateral Trade System
- The Multilateral Monetary System
- Regional and Bilateral Economic Integration
- Global and Regional Integration
Chapter
Prescribed Readings:
Peng, W. M (2023) Global Business, Fifth Edition, 2023, Cengage., Boston, USA. Chapters 8 & 12.
Hill, C. (2021), International Business -Competing in the Global Market Place, 13th Edition, Chapters 8, 9 &13.
McKinsey (2022), Overcoming Global Supply Chain Challenges, April 28.
Events and Submissions/Topic
Discussion on Assignment 2 (Strategic Business Plan): How to write a strategic Business plan.
Cases for the workshop:
1. China, Hong Kong, Macau, and Taiwan, in Hill (2021), pp. 126-128.
2. The Global Success of Swedish Music Integrative, Fang, T. & Lewander, M., case 2.1, in Peng (2023), pp. 279-281.
Module/Topic
Corporate Social Responsibility and International Business.
- Institutions and Corporate Social Responsibility
- Domestic VS Overseas Social Responsibility
- Race to the Bottom VS Race to the Top.
Chapter
Prescribed Readings:
Peng, W.M (2023), Global Business, Fifth Edition, 2023, Cengage., Boston, USA. Chapter 17.
Hill, C. (2021), International Business -Competing in the Global Market Place, 13th Edition, Chapters 4 & 5.
McKinsey & Company (2020), From there to here: 50 years of thinking on the social responsibility of business, September.
Additional Reading:
Thompson, A.A., Peteraf, M.A., Gamble, J.E. and Strickland, A.J. (2022). Crafting and Executing Strategy- Concepts and Cases, 22nd Edition, McGraw Hill Education, New York. Chapter 9.
Events and Submissions/Topic
Cases for the workshop:
1. Integrative case 4.4, Dallas Versus Delhi, in Peng (2023), pp. 598.
2. Integrative case 4,.3, Zara Excels in Marketing and Supply Chain Management, in Peng (2023), pp. 596-597.
Module/Topic
- The New Economic Geography and International Trade and Investment Environment.
- Shifts in International Trade and Investment Policies.
- The Unit Summary
Chapter
World Economic Forum Reports 2024.
Global Alliance and International Trade.
UNCTAD (2023), World Investment Report 2023.
Events and Submissions/Topic
Discuss the recent changes in the international business environment in the post -European war environment. The disruption in the global value chain, the nature of foreign direct investment trends, and emerging trade disputes in various parts of the world.
A STRATEGIC BUSINESS PLAN FOR THE BOARD OF DIRECTORS OF A COMPANY Due: Week 12 Friday (4 Oct 2024) 12:00 am AEST
Module/Topic
Chapter
Events and Submissions/Topic
Module/Topic
Chapter
Events and Submissions/Topic
1 Group Work
Students are required to form groups consisting of 3-4 members. Each group will be given an existing business case to study. Each group needs to research to collect the latest information on that company’s business strategy and market position and list the core competencies using the five forces model, value chain analysis, and competitors’ analysis. Each group member will have to make an individual presentation. Each member will be given marks for his/her presentation. The group members will allocate tasks to each member of the group. The total time for the presentation per member of a group is 10 minutes. Each group is required to write a group report and submit it on the due date along with presentation slides. As aspiring business managers, your task and role need to reflect your understanding, ownership, and leadership.
Weighting 40% weighting of the overall grade.
Individual presentation - 10 minutes (20 marks)
Written group report - (20 marks)
Group report - 2000 words maximum (excluding preliminaries, references, appendices, and tables/diagrams)
One group member is required to submit the presentation slides and the written report.
Week 6 Tuesday (20 Aug 2024) 11:00 pm AEST
Presentation at the workshop. The presentation slides and written report need to be submitted via Moodle by 20 August 2024.
Week 8 Monday (2 Sept 2024)
Feedback on group report and individual presentation will be provided on Feedback studio
Assessment criteria.
Presentation: 20 Marks.
- Structure of presentation ( 5 Marks).
- Answer to relevant question (10 marks)
- Presentation style/communication ( 5 Marks)
Group Report (20 Marks)
- Introduction: a brief history of the case/ organisation, its products, and competitors (5 Marks).
- A macro and micro business environment analysis identifying the company's competitive position (5 Marks).
- Critical analysis of the issues in each question ( 5 Marks)
- . A full list of at least ten references used in alphabetical order( 5 Marks).
As Master's students, you must engage in research consistent with the Australian Quality Framework (AQF) guidelines that establish the standards for all CQUniversity's Master's courses. Two specific requirements must be considered: 1. Students must demonstrate “a body of knowledge that includes the understanding of recent developments in a discipline and/or area of professional practice", and 2. Students must demonstrate "knowledge of research principles and methods applicable to a field of work and/or learning”. Each Master's unit has a number of required readings in terms of academic texts, journals, and business publications that represent the appropriate body of knowledge and recent developments referred to by the AQF. In order to demonstrate the ability to engage in appropriate research, students should read and utilise these texts journals, and publications.
As post-graduate students, you are expected to research beyond this minimum standard through additional texts, journals, and studies to demonstrate an ability to engage in independent research. Your attention is also drawn to the University’s stated position on plagiarism. THE WORK OF OTHERS, WHICH ARE INCLUDED IN THE ASSIGNMENT, MUST BE ATTRIBUTED TO ITS SOURCE (a full list of references must be submitted as part of the assessment).
- Critically evaluate concepts and principles of international business, strategic management and corporate transformation
- Analyse and integrate specialist knowledge pertinent to global business and economic complexity
- Apply cognitive and technical skills to reflect on and synthesise complex problems and apply strategic frameworks to develop and implement business strategies
- Communicate corporate strategy highlighting the effects of decisions on business performance
- Demonstrate business acumen using appropriate strategic and transformative frameworks in a socially responsible manner.
2 Report
This is an individual assignment.
Each student should write a strategic business plan for an existing business to expand in a foreign market (such as India, Indonesia, Malaysia, Vietnam, New Zealand, etc.) or a different location within the domestic market, addressing the recent domestic and international business environment.
Please note: you are supposed to choose a business case by yourself. Prior permission from your Unit Coordinator is required.
Make sure you have access to the company's website and business reports for collecting relevant information. You are required to include the following points in your business report. This is important as each section of your report will be marked according to the weight (marks) assigned to that specific section (See marking criteria and the marking rubric).
Weighting: 60% weighting of the overall grade
Word limit: 2500 words maximum (excluding preliminaries, references, appendices, tables, and diagrams).
Penalties apply for exceeding the word limit in the written part (1% mark will be deducted from the total mark for Assessment 2 for every 100 words over the allowed 2500-word limit).
Please read the detailed assessment guideline and marking rubric available on the unit's Moodle page before commencing work on the assessment.
Please note that you are required to use at least 15 quality references (Academic texts, journal articles, reports, books, etc.). As master's students, you are expected to research beyond this minimum standard through additional texts, journals, and studies to demonstrate an ability to engage in independent research. Your attention is also drawn to the University’s stated position on plagiarism. THE WORK OF OTHERS, WHICH ARE INCLUDED IN THE ASSIGNMENT MUST BE ATTRIBUTED TO ITS SOURCE (a full list of references must be submitted as part of the assessment).
Referencing Style
American Psychological Association 7th Edition (APA 7th edition).
Week 12 Friday (4 Oct 2024) 12:00 am AEST
A strategic business plan to expand a business in a foreign market or a different location within the domestic market
Marks for assessment 2 will not be published before the results are finalised. Feedback will be available on feedback studio after the results are published.
Weighing 60%.
Assessment Criteria
1. An executive summary of the business plan (5%).
2. An introduction covering the business's background and present strategic position. The purpose/objective of developing the business plan needs to be clearly defined (10%).
3. A market research report on the country of your choice with an interpretation and analysis of locational advantages your business likes to take advantage of. You are required to use relevant international business theories (20%).
4. Evaluation of competencies, presentation of company strategies, and identification of the strengths you would like to use for your business expansion (15%).
5. Justification of future strategies for expansion with justification (20%).
6. Implement policies including market entry strategy, financial analysis, operational plan, and marketing strategies (15%).
7. Conclusion ( 5%)
8. References (at least 15) (10%).
As Master's students, you are required to engage in research consistent with the Australia Quality Framework (AQF) guidelines, that establish the standards for all CQUniversity's Masters's courses. Two specific requirements need to be considered: 1. Students need to demonstrate “a body of knowledge that includes the understanding of recent developments in a discipline and/or area of professional practice", and 2. Students must demonstrate "knowledge of research principles and methods applicable to a field of work and/or learning”. Each Master's unit has a number of required readings in terms of academic texts, journals, and business publications that represent the appropriate body of knowledge and recent developments referred to by the AQF. In order to demonstrate the ability to engage in appropriate research, students should read and utilise these texts and journals, and publications.
As postgraduate students, you are expected to research beyond this minimum standard through additional texts, journals, and studies to demonstrate an ability to engage in independent research. Your attention is also drawn to the University’s stated position on plagiarism.
THE WORK OF OTHERS, WHICH ARE INCLUDED IN THE ASSESSMENT, MUST BE ATTRIBUTED TO ITS SOURCE (a full list of references must be submitted as part of the assessment).
- Critically evaluate concepts and principles of international business, strategic management and corporate transformation
- Analyse and integrate specialist knowledge pertinent to global business and economic complexity
- Apply cognitive and technical skills to reflect on and synthesise complex problems and apply strategic frameworks to develop and implement business strategies
- Communicate corporate strategy highlighting the effects of decisions on business performance
- Demonstrate business acumen using appropriate strategic and transformative frameworks in a socially responsible manner.
As a CQUniversity student you are expected to act honestly in all aspects of your academic work.
Any assessable work undertaken or submitted for review or assessment must be your own work. Assessable work is any type of work you do to meet the assessment requirements in the unit, including draft work submitted for review and feedback and final work to be assessed.
When you use the ideas, words or data of others in your assessment, you must thoroughly and clearly acknowledge the source of this information by using the correct referencing style for your unit. Using others’ work without proper acknowledgement may be considered a form of intellectual dishonesty.
Participating honestly, respectfully, responsibly, and fairly in your university study ensures the CQUniversity qualification you earn will be valued as a true indication of your individual academic achievement and will continue to receive the respect and recognition it deserves.
As a student, you are responsible for reading and following CQUniversity’s policies, including the Student Academic Integrity Policy and Procedure. This policy sets out CQUniversity’s expectations of you to act with integrity, examples of academic integrity breaches to avoid, the processes used to address alleged breaches of academic integrity, and potential penalties.
What is a breach of academic integrity?
A breach of academic integrity includes but is not limited to plagiarism, self-plagiarism, collusion, cheating, contract cheating, and academic misconduct. The Student Academic Integrity Policy and Procedure defines what these terms mean and gives examples.
Why is academic integrity important?
A breach of academic integrity may result in one or more penalties, including suspension or even expulsion from the University. It can also have negative implications for student visas and future enrolment at CQUniversity or elsewhere. Students who engage in contract cheating also risk being blackmailed by contract cheating services.
Where can I get assistance?
For academic advice and guidance, the Academic Learning Centre (ALC) can support you in becoming confident in completing assessments with integrity and of high standard.
What can you do to act with integrity?
