ABE L6 Diplomas PDF

ABE Level 6 Diploma
in Business Management
ABE Level 6 Diploma

and Human Resources
ABE Level 6 Diploma

and Marketing
Qualification Specification
Version 2.0 March 2018

© ABE 2018 All rights reserved
Contents
About ABE ............................................................................................................... 3
Why study with ABE ................................................................................................ 4
Leading Strategic Change ..................................................................................... 18
Business Strategy and Decision-making ................................................................ 24
Developing International Markets ........................................................................... 30
Business Ethics and Sustainability ......................................................................... 36
Strategic Stakeholder Relationships....................................................................... 43
Corporate Finance ................................................................................................. 49
Advanced Project Management ............................................................................. 57
Strategic HRM ....................................................................................................... 63
Organisational Design, Development and Performance ......................................... 70
Contemporary Developments in Global HRM ......................................................... 76
Strategic Marketing ................................................................................................ 82
Strategic Marketing Relationships .......................................................................... 88
Digital Marketing Strategy ...................................................................................... 94
Appendix A .......................................................................................................... 101
Version control
Launch version June 2017
Version 2.0 March 2018
© ABE Level 6 Diplomas Qualification Specification Version 2.0 March 2018 page 2
About ABE
Recognition
ABE qualifications are designated higher education qualifications. They are aligned to the Framework for Higher
Education Qualifications (FHEQ) in England, Wales and Northern Ireland, and Quality Assurance Agency (QAA)
Subject Benchmark Statements. These qualifications are part of the UK Regulated Qualifications Framework
(RQF).
Ofqual, we have agreements or recognition by regulatory authorities in many other countries where we operate
check our website for more details.
ABE diplomas
Our diplomas are management focused and blend common units with more specialist subject areas, enabling
you to develop expertise in particular disciplines as well as a strong understanding of business management in
general. They represent the latest in professional standards and provide opportunities for students to develop
professional behaviours. Our focus on developing practical workplace skills alongside academic expertise, is a
winning combination for ABE graduates.
ABE Diplomas are valued internationally because they are:
Professional Our qualifications are designed to give you the knowledge and skills you need to excel
in a managerial career.
Affordable ABE is a not-for-profit organisation; as such we endeavour to keep costs to a

minimum. Our fast track routes to degrees are often much less expensive than
traditional routes.
Recognised In addition to respected regulatory authorities, our qualifications are recognised by

colleges, universities, employers and governments around the world.
As an ABE member, you can access a wealth of resources designed to support your
Supported studies, and enhance your learning experience. Each ABE unit has its own study guide
and we support our colleges with a wealth of tuition resources to help them deliver
teaching to an outstanding standard.
International For more than 40 years, learners around the world have been benefitting from ABE
qualifications.
Proven Our alumni speak for themselves see their testimonials on our website. They work in
a diverse range of industries and organisations. Many are in top jobs or running their
own successful enterprises.
Flexible You can study full time or part time at a pace that suits you. All our diplomas provide
expertise in business management and offer you the option of specialising in Marketing
or Human Resources alongside this.
A great route ABE s diplomas have credits which are accepted by universities around the world.
Holders of ABE diplomas can fast track onto a degree course, meaning the cost of
to university your education is dramatically reduced.
Why study with ABE
ABE has an outstanding history and an excellent global reputation. Our qualifications are designed to give you the
best chance of achieving your full potential in your chosen career. There is a world of opportunity waiting for you,
and ABE can help you seize that opportunity and succeed.
The content and format of our qualifications are the outcome of extensive research which explored the skills
employees need to possess in order for businesses to succeed. When redeveloping the new qualifications in
Business, we collaborated with a wide range of students, employers, higher education providers, colleges and
subject experts to ensure that the new qualifications meet their needs and expectations. Our findings highlighted
that organisations require staff with a set of strong core business skills that can be flexible and adapted to diverse
environments.
outstanding portfolio. Our qualifications are designed to adapt and develop in line with the needs and demands
of employers now and in the future.
Whether you dream of becoming an entrepreneur, getting a great job, being promoted to senior management, or
if you are already in a leadership role and want to enhance your professional skill set, an ABE qualification will help
you turn your plans into reality.
About your qualification

ABE is regulated by Ofqual which evaluates qualifications by difficulty level. Qualifications at the same level are
broadly similar in the knowledge and depth of understanding required to pass them, but the size and the content
of qualifications at the same Level can vary. The diagram below shows how the levels progress.
Level 6
Same level of
Level 5 difficulty as:
bachelor's degree
Same level of final year
Level 4 difficulty as: UK
Foundation degree,
Same level of bachelor's degree
Level 3 difficulty as: BTEC second year
Professional
Same level of Diploma, bachelor's
difficulty as: UK degree first year
A-Levels, BTEC
National Certificate
Pathways
enter at Level 3 and progress all the way to Level 6, enabling you to accumulate the credits needed for a
university top-
academic judgement
ABE Level 4
Foundation
Diploma in
Business
Management
Level Level (60 credits)
Level Level
ABE Level 3 ABE Level 4 ABE Level 5 ABE Level 6
3 Certificate in 4 Diploma in 5 Diploma in 6 Diploma in
Business Business Business Business
Essentials (24 Management Management Management
credits) (120 Credits) (120 Credits) (120 Credits)
ABE Level 4 ABE Level 5 ABE Level 6

Diploma in Diploma in Diploma in
Business Business Business
Management Management Management
and Human and Human and Human
Resources (120 Resources (120 Resources (120
Credits) Credits) Credits)
ABE Level 4 ABE Level 5 ABE Level 6
Diploma in Diploma in Diploma in
Business Business Business
Management Management Management
and Marketing and Marketing and Marketing
(120 Credits) (120 Credits) (120 Credits)
Qualification titles and codes
ABE Level 6 Diploma in three pathways:

ABE Level 6 Diploma in Business Management (603/1600/7)
ABE Level 6 Diploma in Business Management and Human Resources (603/1601/9)
ABE Level 6 Diploma in Business Management and Marketing (603/1602/0)
Qualification purpose
The purpose of s is to provide you with a critical understanding of businesses and the
challenging environment in which they operate, enabling you to take a critical view of businesses and their
context at a strategic level.
The Level 6 qualifications aim to prepare you for progression to a higher level of study through their coverage of
strategic approaches to business and management, and their credit value of 120 credits make them an ideal
springboard to a top-up degree, Masters programme, or MBA for example.
Specifically, you will cover business strategy and business ethics, as well as extending your knowledge of
international business through a focus on developing international markets. The ABE Level 6 Diplomas will
develop your leadership, strategic decision-making and change management skills, so they are ideal for those
learners looking to progress into a senior management role.
The ABE Level 6 Diplomas also enable you to choose a specialism (which you may have already done at Level
4 and Level 5) in Business Management, Human Resources or Marketing, enabling you to study these areas in
more depth.
At Level 6, the Business Management programme will allow you to focus on two of three areas: strategic
stakeholder engagement, corporate finance or advanced project management. All three areas complement the
core business management subjects you will study and will further develop your senior management skills and
competencies.
At Level 6, the Human Resources programme will allow you to focus on two of three areas: strategic HRM,
organisational design and performance, or contemporary developments in HRM. Again, all of these areas
complement the core business management subjects you will study, enabling you to develop your specialist HR
management skills, knowledge and competencies.
Finally, at Level 6, the Marketing programme will allow you to focus on two of three areas: strategic marketing,
strategic marketing relationships or digital marketing strategy. As with the other specialist routes, these areas
complement the core business management units you will study, enabling you to develop your skills, knowledge
and competencies in strategic marketing.
Qualification objectives
The objectives of the ABE Level 6 qualifications in Business are as follows:

▪ To equip learners with business skills, knowledge and the understanding necessary to achieve high
performance in the global business environment.
▪ To provide education and training for a range of careers in business, including management, human
resources and marketing.
▪ To provide insight and understanding into international business operations and the opportunities and
challenges presented by a globalised market place.
▪ To equip learners with knowledge and understanding of culturally diverse organisations, cross-cultural
issues, diversity and values.
▪ To provide opportunities for learners to enter or progress in employment in business, or progress to
higher education qualifications.
▪ To provide opportunities for learners to develop the skills, techniques and personal attributes essential for
successful working lives.
▪ To provide opportunities for those learners with a global outlook to aspire to international career
pathways.
▪ To provide opportunities for learners to achieve a nationally-recognised professional qualification.
▪ To offer learners the chance of career progression in their chosen field.
▪ To allow flexibility of study and to meet local or specialist needs.
Who it is for
The ABE Level 6 Diplomas are for learners who are capable of reaching the standards required to study at Level
6 (please see our Entry guidance for more details).
More specifically, the qualification is for those who may already be in a middle management role and are looking
to develop their strategic level knowledge, skills and competencies to prepare for progression into a senior
management role.
Alternatively, this qualification is also ideal for learners progressing from a lower level qualification and who wish to
progress to a top-up degree, MBA or Masters programme.
Entry guidance
There are no formal entry requirements to study ABE Level 6 Diplomas; however, the centre should ensure that
you have a reasonable expectation of success on the programme by assessing your previous qualifications
and/or related work experience.
Hence, it is the centre responsibility to use their professional and academic judgement when assisting you in
making the decision at which level you should enter the ABE programmes.
In order to successfully study for an ABE qualification, you should have an appropriate level of English Language
skills (reading, writing, speaking and listening). For the ABE Level 6 Diplomas, ABE recommends the following
standards are met:
▪ IELTS 6
▪ Cambridge ESOL Cambridge English Advanced (point score 176 or above)
▪ Pearson Test of English Academic (PTE Academic) 61-67
▪ Common European Framework of Reference (CEFR) B2-C1
centre
must be satisfied that the score is equivalent to those recommended above.
Structure
ABE Level 6 Diploma in Business Management

ABE Level 6 Diploma in Business Management and Human Resources
ABE Level 6 Diploma in Business Management and Marketing
Each of the ABE Level 6 Diplomas consists of six mandatory units. The first four units are the core units and
you must choose two of the three suggested optional units from your chosen specialism (Business Management,
Human Resources, or Marketing). You must complete all six mandatory units and achieve a minimum of a Pass in
all units in order to be awarded the qualification.
The Total Qualification Time (TQT) for the ABE Level 6 Diplomas is 1200 hours.
Each of the ABE Level 6 Diplomas is worth 120 credits.
ABE Level 6 Diploma in Business Management

ABE
GL Assessment
Unit Unit Title Level TQT Credits
H Method
Code
Core 6ULSC Leading Strategic Change 6 50 200 20 Assignment

Mandatory
Core 6UBSD Business Strategy and 6 50 200 20 Examination

Mandatory Decision-making
Core 6UDIM Developing International 6 50 200 20 Examination

Mandatory Markets
Core 6UBES Business Ethics and 6 50 200 20 Examination

Mandatory Sustainability
Optional 6USSR Strategic Stakeholder 6 50 200 20 Assignment

Relationships
Optional 6UCF Corporate Finance 6 50 200 20 Assignment
Optional 6UAPM Advanced Project 6 50 200 20 Assignment

Management
ABE Level 6 Diploma in Business Management and Human Resources
ABE
GL Assessment
H Method
Code

Mandatory


Mandatory Markets

Optional 6USHR Strategic HRM 6 50 200 20 Assignment
Optional Organisational Design,

6UODD Development and 6 50 200 20 Assignment
Performance
Optional 6UGHR Contemporary Developments 6 50 200 20 Assignment

in Global HRM
ABE Level 6 Diploma in Business Management and Marketing
ABE
GL Assessment
H Method
Code

Mandatory


Mandatory Markets

Optional 6USM Strategic Marketing 6 50 200 20 Assignment
Optional 6USMR Strategy Marketing 6 50 200 20 Assignment

Relationships
Optional 6UDMS Digital Marketing Strategy 6 50 200 20 Assignment
Progression
With this qualification

you can go straight
onto a master s
(included MBA) degree
you can get onto the
final year of a
bachelor s degree
Level 6
Will give you the strategic skills
you can get onto the
second year of a
bachelor s degree
Level 5 needed for progression into a
senior management role with
Will equip you for a the responsibility to setting
middle management and driving strategic goals
role, perhaps leading a
The grounding you need
to help you successfully
Level 4 small team of people
Will give you the skills you

complete the next ABE need for a junior management
academic level role, such as a general
manager, a digital marketing
executive or an HR officer
Level 3
Will help to prepare you for a
junior business role, such as
an administrator, marketing
assistant or HR assistant
you can progress to employment or to a higher level of study.
ABE offers you a full framework of qualifications that have been designed for you to be able to progress right from
Level 3 all the way up to Level 6. Each qualification builds from the one before, taking you from introductory units
through to strategic ones.
ABE allows you to progress from one level to the next with one trailing unit. You must ensure to fully complete the
initial level in order to be awarded the next level. Should the higher level be completed first, ABE will withhold the
certificates until the initial level is achieved.
The ABE Level 6 Diplomas are each worth 120 credits, making them ideal for progression to higher education
(e.g. a top-up degree, master s programme, or MBA). You can also take advantage of one of our university
partnerships (see website for more details on progression arrangement and exemptions).
QAA benchmarking
new qualifications is to enable progression to higher education
university programmes. As well as ensuring that each qualification level offers the appropriate credit values for
progression, we have also benchmarked the qualifications against the QAA Framework. The QAA Framework
applies to all degree-awarding organisations, such as universities, in England, Wales, Northern Island and
Scotland. The framework describes the achievement represented by higher education qualifications.
The purpose of benchmarkin

qualifications map to those qualifications offered at degree-awarding organisations and should support those
wishing to progress to a degree programme.
In addition to this, the mapping also clearly shows which of the business management skills, generic skills and
relevant workplace skills and competencies that you will develop through studying an ABE qualification.
Please see Appendix A for the mapping detail.
Credits and Learning Hours
Total Qualification Time

As part of its Ofqual regulation, ABE allocates a Total Qualification Time (TQT) to each of its qualifications. TQT is
the estimated total number of hours that learners will need in order to complete and achieve the qualification.
Examples of activities which can contribute to Total Qualification Time include:
▪ Guided Learning
▪ Independent and unsupervised research/learning
▪ Unsupervised compilation of a portfolio of work experience
▪ Unsupervised e-learning
▪ Unsupervised e-assessment
▪ Unsupervised coursework
▪ Watching a pre-recorded podcast or webinar
▪ Unsupervised work-based learning.
Within the TQT value of each qualification, we also define the Guided Learning Hours (GLH). The GLH is the
estimated total number of hours for centres to deliver a qualification to their learners. The GLH covers any
activities completed under direct instruction or supervision of a lecturer/teacher/tutor etc. For example, classroom
learning supervised by a teacher, live webinar or telephone tutorial, e-
lecturer/teacher/tutor.
Credits
use these credits towards progression to another qualification.

The ABE Level 6 Diplomas are worth 120 credits each.
Modes of study
To study for an ABE qualification, you should be registered with an ABE Accredited Centre. For more information
on finding an accredited centre, please see the ABE website.
When studying for your ABE qualification, you will most likely learn both with supervision from tutors at your centre
and through your own self-study time.
Your centre is responsible for teaching ABE qualifications and they will likely use a range of delivery methods. For
example, they might use:
▪ Classroom delivery (face to face taught time)
▪ Mentoring and coaching from tutors or external employers
▪ E-learning
▪ Formative assessment
▪ Live webinars
▪ Assessment support for assignment writing and revision sessions
Note: The list above is indicative to find out more about how you will be taught, you should contact your centre.
Suggested reading and resources for the qualification

For each unit in the ABE Level 6 Diplomas, ABE will provide the following learning materials:
▪ A Study Guide in PDF format available on the ABE Portal. This Study Guide is aimed at learners and will
expand on the Unit Syllabus, including case studies and examples, activities, and a glossary of terms.
▪ Tutor Resource Packs for Centres. These will contain session plans, presentations, activities and wider
resources available for each unit
▪ A Recommended Reading List, including online resources, available on the ABE Portal.
Assessment
ABE Level
6 Diplomas are assessed by a combination of examinations and assignments, both externally set by ABE. You
can find out how each unit is assessed by checking the Unit Specification in this document, or the qualification
tables above.
At Level 6, each examination will be two hours long and there will be two examination sessions per year. The
examination will consist of three sections: two of which will be made up of short answer questions and one
section consisting of long answer/essay-based questions. For more details on the examination format, please
see the Sample Assessment Materials available on the ABE Portal.
Assignments will be set by ABE in the format of an assignment brief. Sometimes a scenario and/or templates
may be provided as well. At Level 6, assignments will have a word count of 3500. For more details on the
assignment format, please see the Sample Assessment Materials available on the ABE Portal.
There will be four opportunities a year for assignments to be submitted by learners. All assignments will be
submitted by centres to ABE for marking. Results will be released by ABE on your portal.
Centres can find more information about submitting assignments in the ABE Assessment Handbook document
available on the ABE Portal.
Grading
In order to achieve an ABE qualification, you must demonstrate sufficient depth of study and acquisition of
knowledge and skills expected for the qualification. You will need to demonstrate your achievement through the
assessments set by ABE. On completion of your ABE qualification, you will be awarded an overall qualification
grade based on your performance across all of your unit assessments.
The following qualification Units will be assessed using

grades are available: the following grading scale:
Grade Grade Boundary
Fail Fail 0 39
Pass Pass 40 54
Merit Merit 55 69
Distinction Distinction 70 100
Calculation of the qualification grade:

The overall qualification grade will be calculated based on learner performance at unit level. Each unit carries a
all units to the value of 120 credits. All units in the qualification must be attempted and contribute to your final
grade. A minimum of Pass is required for all units in order to complete the qualification.
Grade Point
Boundary
Fail 0 239
Pass 240 329
Merit 330 419
Distinction 420 600
Grade descriptors
The table below details the grade descriptors that will be used to make judgements on grade boundaries. These
descriptors will also help you to understand what we expect to see in order to achieve each grade.
Level 6
0-39 (Fail) 40-54 (Pass) 54-69 (Merit Pass) 70-100 (Distinction)
Knowledge and understanding of the subject matter including underpinning theoretical concepts
Lack of, limited or Adequate knowledge and Sound knowledge and Extensive knowledge and
incomplete knowledge understanding of most understanding of the understanding of the
and understanding of the key areas of the subject subject matter and in the subject matter and in the
subject matter and matter and basic use of appropriate use of appropriate use of related
underpinning concepts their underpinning concepts and theories; concepts and theories,
and theories, including concepts and theories; understands how to apply including in-depth
their relevance; lack of sometimes able to apply them to a relevant understanding and
ability to apply concepts to a relevant context. context. application to a relevant
to a relevant context. context.
Awareness of relevant ethical, social, legal, regulatory and other local issues of relevance
Lack of awareness of Adequate awareness of Clear recognition of In-depth recognition of

relevant ethical, social, relevant ethical, social, relevant ethical, social, relevant ethical, social,
legal, regulatory and local legal, regulatory and local legal, regulatory and local legal, regulatory and local
issues. issues. issues. issues.
Professionalism business acumen, innovation and professional practice
Lack of or limited Adequate awareness of Sound awareness of Clear evidence of

awareness of business business acumen, business acumen, awareness of business
acumen, innovation and innovation and innovation and acumen, innovation and
consideration of relevant consideration of relevant consideration of relevant consideration of relevant
professional practice. professional practice. professional practice. professional practice.
Investigating and solving problems using different methods including data gathering and use of literature
Lack of or limited use of Adequate use of Sound use of a range of Clear, consistent and
information gathering, information gathering, information gathering, appropriate use of a wide
investigation and problem- investigation and problem- investigation and problem- range of information
solving methods; limited solving methods; some solving methods; good gathering, investigation
use of data and of use of data and of use of data and relevant and problem-solving
relevant literature. relevant literature. literature. methods; use of data and
relevant literature
throughout.
0-39 (Fail) 40-54 (Pass) 54-69 (Merit Pass) 70-100 (Distinction)
Critical evaluation, analysis and independent thinking
Lack of or limited Adequate level of Sound evidence of Clear and consistent

evidence of evaluation, evaluation, analysis and evaluation, analysis and evidence of evaluation,
analysis and independent independent thinking, independent thinking, analysis and independent
thinking; conclusions are although some content is points made are generally thinking, points made are
unsupported or lacking; descriptive; conclusions explored and supported; appropriately detailed and
content is highly are generally made but conclusions made where supported; conclusions
descriptive. often lack support. appropriate and are are consistently made,
supported. clear, relevant and
justified.
Professional communication
Poor or inappropriate Adequate standard of Good standard of Outstanding

standard of communication and communication and communication and
communication and editing, generally using in editing, using in relevant editing, using highly
editing, lacking in relevant relevant examples where examples where relevant and topical
examples; limited appropriate; some appropriate; consistent examples where
consideration of the consideration of the consideration of the appropriate; clear and
audience; inappropriate audience; some audience; sound consistent consideration
choice of media and appreciation of the choice appreciation of the choice of the audience; thorough
format; poorly referenced. of media and format; of media and format; work appreciation of the choice
referencing is generally is accurately referenced of media and format; high
adequate but throughout. quality referencing
inconsistent. throughout.
Results issue
Your assessment results will be published by ABE after each assessment session. ABE will announce the
specific results release date in advance of the assessment session.
Unit Specifications
In the second section of this document, you will find the Unit Specification for each unit included in the ABE
Level 6 Diplomas.
The Unit Specification contains all the information you need about a particular Unit, including the Credit value,
Guided Learning Hours and the Unit Syllabus details. You should use the Unit Specifications to see what you will
be expected to learn and what you will be expected to demonstrate in your assessments.
Here are some key terms to help you read and use the Unit Specifications:
Qualification The qualification is the outcome of your studies and assessment, and represents
your achievement.
Unit A unit is a component of the overall qualification, focusing on a particular topic or

area of study relevant to the qualification. Some units may be mandatory, and
some may be optional so be sure to check before starting your studies.
Total Qualification Time TQT is the number of notional hours which represents an estimate of the total
(TQT) amount of time that could reasonably be expected to be required in order for a
Learner to achieve and demonstrate the achievement of the level of attainment
necessary for the award of a qualification.
Guided Learning Hours GLH is an element of the TQT and is an estimate of the number of hours during
(GLH) which the learner is given specific guidance by their tutor towards the achievement
of the qualification, for example: face to face teaching, e-learning, mentoring etc.
Element An element represents a segment of learning within the unit. Each individual
element has its own rationale and content.
Learning outcomes The learning outcome lays down the expectations of the learner and defines the
knowledge, understanding and/or skills they will acquire on completion of the Unit.
Assessment criteria The assessment criteria define what a learner must know, understand or be able
to do, proving that they can achieve the Learning Outcome.
Indicative content The indicative content is the scope of knowledge required in order to fulfil the
assessment requirements and achieve the learning outcome; it also outlines the
technical components of the programme.
Weighting The way in which a section of the content is emphasised in terms of teaching,
learner effort, and emphasis in assessment.
Leading Strategic Change
Unit Type: Mandatory
Level: 6
Credits: 20
GLH: 50
Assessment Method: Assignment
This unit focuses upon the leadership principles required to lead an organisation and its stakeholders through
strategic change. It explores key leadership models and methodologies and how these can be applied by
leaders within organisations. Understanding how
and strategic direction is an important aspect covered by this unit.
The unit then considers strategic organisational change, firstly by examining an organisation s current position in
its market and environment, and then by considering drivers for organisational change and the impact of these
; it might
decide to focus on growth and expansion, for example. Strategic change may also be a result of changes in its
business environment, for example opportunities to utilise the use of technology so that it can take advantage of
innovations in that area. Strategic change can be a vehicle by which an organisation gains advantage over its
market.
Strategic change can also be driven by internal business drivers, for example the need to improve profitability. All
strategic change needs to be planned, managed, and in particular led, so this unit also explores the value of
leading and influencing people through an effective change process.
Strategic change impacts on stakeholders, so this unit helps you identify and analyse organisational stakeholders
and evaluates models and methodologies for engaging and collaborating with these stakeholders about the
strategic change.
Finally, the unit considers the leadership skills required for leading
interpersonal skills which can be particularly valuable in this process. It also explores opportunities for developing
these skills and concludes by asking you to explore your own current skills in this area and to prepare and
present a personal leadership development plan.
What
The table below shows the learning outcomes of this unit (what you will be able to do or what you will know),
along with the assessment criteria (what you will be able to do to demonstrate achievement of the learning
outcome).
Learning Outcomes Assessment Criteria

The learner will: The learner can:
1. Critically analyse leadership 1.1 Analyse the role of the strategic leader in the creation of the
principles that support an
and strategic direction

mission and values to others
(Weighting 25%)
1.3 Critically discuss leadership principles that help in the creation,
communication and embedding of the organisati
and values
2. Critically assess the drivers for, 2.1 Discuss

and assess the impact of it operates
change for an organisation
2.2 Evaluate opportunities for change that
(Weighting 25%)
objectives
2.3 Analyse the expected impact of the change on organisational
objectives
2.4 Critically review models for the leadership of change
3. Critically analyse how to plan 3.1 Develop a plan to implement and monitor the change process
and lead the change process
3.2 Critically analyse how individuals within the organisation will be
for an organisation (Weighting
supported throughout the change process
25%)
3.3 Evaluate organisational stakeholders and their expectations of an
3.4 Evaluate methods of meeting stakeholder expectations or

requirements
4. Evaluate the skills required to 4.1 Critically discuss the skills required to lead strategic change within an
lead strategic change organisation
(Weighting 25%)
4.2 Justify a personal development plan to support the development of
leadership skills to lead strategic change
Capabilities
practical skills and capabilities. These capabilities are highlighted as certain values, knowledge, skills and
behaviours that will help you in your professional development.
Below is an overview of the behaviours, skills and attitudes that you will develop through this unit:
Element of learning Key capabilities developed

Element 1 - Strategic Understanding key leadership models and methodologies and how they are
leadership principles applied by leaders
Recognition of leadership as being central to the creation and acceptance of an
Approaches to strategic leadership, communication, role model, professionalism

Element 2 - Leading and Ability to identify and discuss the drivers for and impact of organisational change
influencing strategic Awareness of the value of leading and influencing others through an effective
change change management plan and process
Change management, planning, leadership, influencing others, impact analysis
Element 3 - Engaging and Ability to identify organisational stakeholders and analyse their expectations and
collaborating with requirements from organisational change
stakeholders Ability to evaluate models and methods for engagement and collaboration with
stakeholders
Ability to create a plan to implement and monitor a change process
Stakeholder analysis, leadership, change management, application of models and
approaches, planning and implementation
Element 4 - Developing Ability to recognise the need for strategic leadership skills and their value in
strategic leadership skills leading strategic change.
Ability to evaluate current personal leadership skills and prepare a development
plan in this area
Strategic leadership, leading change, self-reflection and self-evaluation, self-
development, gap analysis
Localisation
It is very important when studying for your ABE qualification that you consider your local business environment
and try to apply what you are learning to relevant scenarios in your local business context. Doing this will help you
to put your learning into practice and use it in your professional day-to-day activities.
You should take into account the following when preparing for your assessment:
▪ Statements of organisational direction, i.e. vision and values statements, mission statements, objectives,
behavioural frameworks
▪ Any current local political/legal issues that may impact on an organisation and drive strategic change
▪ Any current local social/environment issues that may impact on an organisation and drive strategic change
▪ Any current local technological issues that may impact on an organisation and drive strategic change
▪ Any current economic issues that may impact on an organisation and drive strategic change
Indicative Content
1.
values and strategic direction (Weighting 25%)
1.1 Analyse the role of the strategic leader in
▪ Organisational vision, mission and values statements
▪ Organisational purpose, goals and objectives
▪ Strategic direction-e.g. growth, re-positioning, renewal or survival
▪ Leadership for difficult ti
1.2
▪
▪ Building trust as a leader
▪ Leadersh
cadence) and Four Is model (invite, inform, involve, ignite)
▪ Effective communication of vision and values (Kotter 1996)
1.3 Critically discuss leadership principles that help in the creation, communication and embedding of the
▪
▪ Leadership behaviours that inspire followers e.g.
▪ Examples of successful leaders from public/political roles. Evaluation approaches for assessing success
▪ The role of leadership style, energy levels and personality. Evaluation approaches for assessing
effectiveness
▪ Et
strategic issue model (2009)
▪ Value based leadership i.e.
2. Critically assess the drivers for, and assess the impact of change for an
organisation (Weighting 25%)
2.1
▪ Organisational data e.g. turnover, profit
▪ Market/sector data from government sources; professional bodies or trade association data on market
size/trends etc.
▪ Organisational marketing plans
▪ Environmental analysis tools e.g. PESTLE
▪ Five Forces model (2008)
2.2 Evaluate opportunities for change that jectives

▪ Organisational objectives, strategies, plans
▪ An opportunity for organisational change relating from an external driver or an opportunity for change
resulting from an internal driver
▪ Market, customer, supplier, staff, survey data, both from primary and secondary data collection
▪ Reasons for change i.e. contemporary issues, reasons
▪
2.3 Analyse the expected impact of the change on organisational objectives
▪ Impact analysis of the effect of the change on the organisation and the achievement of organisational
objects e.g. time, cost, quality
▪ Impact analysis of the effect of the change on individuals and teams within the organisation e.g.
satisfaction, motivation, conflict
▪ Change impact analysis i.e. Balogun et al, Change Kaleidoscope model (2008)
▪ Organisational readiness and resilience
▪ Impact of change on organisational culture i.e. Johnson and Scholes Cultural web model (2008)
2.4 Critically review models for the leadership of change

▪
Force Field Analysis model (1947)
▪
Equation formula (1987)
▪ The importance of planning and communicating the change process; who needs to be involved
▪ Example change communication plans detailing how the change process is going to be communicated,
what key messages, to which stakeholders and via which communication channels
3. Critically analyse how to plan and lead the change process for an organisation
(Weighting 25%)
3.1 Develop a plan to implement and monitor the change process
▪ Eight Stage Change Process
framework (1996)
▪ Typical (SMART) change plans with objectives, timelines, measures, critical success factors, roles,
responsibilities and resources required
▪ PDCA (Plan, Do, Check, Act) framework
▪ Methods and approaches of monitoring, reviewing and evaluating the change process
3.2 Critically analyse how individuals within the organisation will be supported throughout the change process
▪ Understanding the politics of a change process e.g.
▪ Recognising the causes of resistance to change from individuals within the change process
▪ Dealing with resistance to change i.e. Connors Five Stage Transformation Curve model (1993)
▪ Organisational support mechanisms i.e. human resource management: training, coaching, mentoring,
performance management, counselling, redeployment
3.3 Evaluate
▪ Classification of organisational stakeholder e.g. primary and secondary
▪
▪ Channels for identifying stakeholder requirements: meetings, surveys, social media, feedback, complaints
▪ Data gathering and analysis of stakeholder expectations e.g. disruption, service quality, delays, cost,
improvements, savings, shareholder value etc.
3.4 Evaluate methods of meeting stakeholder expectations or requirements

▪ Impact analysis of organisational change on stakeholders: positive, neutral, negative impact
▪ Methods to ensure stakeholder expectations or requirements are met during/at completion of the change
process: communication plans, briefings, training etc.
▪ Evaluation of communication methods: influence, persuasion, direction, gaining commitment
▪ Methods for monitoring and reviewing stakeholder if expectations or requirements were met during/at
completion of the change process: meetings, surveys, focus groups, quality circles etc.
4. Evaluate the skills required to lead strategic change (Weighting 25%)

4.1 Critically discuss the skills required to lead strategic change within an organisation
▪ Organisational strategic direction statements: vison, mission, values, objectives, plans etc.
▪ Organisational analysis e.g. SWOT, PESTLE, Five Forces, Force Field Analysis models and frameworks
as tools to help identify current and future leadership skill requirements
▪ Leadership skills, behaviours, competency frameworks
▪ Change management skills, behaviours, competency frameworks
▪
▪ Outcomes from organisational performance reviews, 360-degree feedback, psychometric testing,

feedback from internal and external stakeholders
▪ Longer term development goals i.e.
4.2 Justify a personal development plan to support the development of leadership skills to lead strategic change
▪ Summary of development opportunities e.g. personal SWOT Analysis to identify personal strengths,
preferences, weaknesses, opportunity for development, threats and risks to leadership development
▪ Career planning frameworks e.g. Pedler et al, Career pipeline model
▪ Organisational, team, personal objectives
▪ Objective based personal development plan e.g. SMART (specific, measurable, agreed, relevant,
timebound)
▪ Other development planning tools i.e. development logs
▪ Review and evaluation of the
Business Strategy
and Decision-making
Level: 6
Credits: 20
GLH: 50
Assessment Method: Examination
its goal to achieve competitive advantage. The complex and ambiguous nature of strategic development in most
organisations determines a process of analysis of environmental, market predictions and organisational capability,
leading to strategic option evaluation. The predicted outcomes of these will form the basis for strategic decision-
making, impacting the future of the whole organisation. Anticipated results, presented with the best possible
likelihood of achievement, must be justified as beneficial to the business in terms of its overall sustainability.
Decision-making for strategy selection will be determined as much by the nature, leadership and culture of the
organisation as well as the markets in which it operates.
This unit focuses upon the structure, process and scope of developing and evaluating appropriate business
strategies in varied market and organisational contexts. The unit recognises the challenges to strategy and
decision makers in the current business environments, taking into account the dynamic and contemporary issues
driving strategic thinking in many organisations in pursuit of competitive advantage.
The overarching nature of strategy and decision-making in business organisations inevitably means that there are
some areas of commonality between this unit and those in the rest of the programme. For example, there is a
close link with Leading Strategic Change. Whilst this is beneficial as it gives a holistic view of strategic
development, you should take care to note that the focus for each unit differs thus, although you are expected
to understand the principles of effecting business strategy and impact on the organisation, this unit Business
Strategy and Decision-making concentrates on the process and selection of the strategy rather than its
execution.
Critical thinking and analysis will be central to this unit and you will apply tools and techniques (some of which will
be familiar and prerequisites in other modules), to build a range of options for both market and organisational
development. Modelling and scenario building skills will be developed to support strategic decision-making,
laying the foundations for strategic implementation.
What
outcome).

1. Critically evaluate strategic 1.1 Critically discuss the concept of strategy in business contexts
concepts and different
1.2 Demonstrate understanding of strategic thinking and formation in
approaches to strategy in diverse
different business sectors and structures
and contemporary challenging
business contexts (Weighting 1.3 Evaluate approaches to strategic development in different contexts
25%) and circumstances
2. Critically assess organisational 2.1 Interpret relevant changes and developments in specified industry
capability to respond to changes sectors and business structures
and developments in the business
2.2 Critically discuss current issues that could affect strategic
environment (Weighting 25%)
development for a specified sector
2.3 Evaluate the basis of strategic capability and nature of competitive
advantage through the internal structures and operations of the
business
2.4 Evaluate strategic capability in a specified business environment
3. Critically evaluate an appropriate 3.1 Assess the appropriateness of current bases of organisational
range of development options on purpose and generic strategies
which to base business strategy
3.2 Critically review directional strategy frameworks for organisational
(Weighting 25%)
development
3.3 Evaluate alternative approaches and methods for implementation
of a business strategy
3.4 Apply a range of models to generate justifiable strategic options
that will facilitate strategic decision-making in a given organisational
situation
3.5 Evaluate appropriate different scenarios for successful strategic
development
4. Apply techniques to support 4.1 Examine approaches to strategic management in different

recommendations for strategic contexts
decision-making in different
4.2 Apply decision-making techniques and tools
contexts (Weighting 25%)
4.3 Evaluate identified options against specified criteria using decision-
making techniques
4.4 Make recommendations for strategic development in a specified
business and organisational context
Capabilities
been designed to develop your

Element 1 - Strategic Ability to adopt a critical approach to concepts of strategy and strategic
concepts in contemporary thinking in their application to a business organisation
business organisations Ability to assess whether a particular approach to strategic development is
appropriate for different contexts and situations
Critical thinking, strategic thinking, strategic development, decision-making
Element 2 - Strategic Ability to assess organisational strategic capability for future proofing and
capability in context response to changes in the business environment
Assessing capabilities, analysis, future proofing, decision-making, leadership,
planning, change management, flexibility, commercial awareness, competitor
awareness
Element 3 - Strategic Ability to develop a range of options based on strategic capability, cognisant
formation: option of the nature, aims, direction of the organisation and potential approach and
development in a business methods of implementation
context Options development and evaluation, strategic decision-making, analysis,
organisational development
Element 4 - Strategic Ability to conceptualise decision-making in different contexts
decision-making Ability to apply models, forecasting techniques and scenario-building
approaches
Ability to evaluate options to assist in strategic decision-making in context
Problem solving, critical thinking, teamwork, communications, analysis, forecasting,
scenario building, strategic decision-making
Localisation
▪ The nature, structure, size, ownership of business and markets in the local, regional and global contexts
▪ Dynamics of changing business environments and markets and the key contributing factors affecting strategic
choice within the local, regional and global contexts
▪ Culture, ethics and approaches to organisational decision-making in the local context
Indicative Content
1. Critically evaluate strategic concepts and different approaches to strategy in

diverse and contemporary challenging business contexts (Weighting 25%)
1.1 Critically discuss the concept of strategy in business contexts
▪ Definitions and characteristics of strategy: long term, holistic, complex, ambiguous, strategic fit
▪
▪ Business contexts: SME, corporate and global organisations; business sectors: primary (extractive),
secondary (manufacturing and processing), tertiary (retail, distribution, services)
1.2 Demonstrate understanding of strategic thinking and formation in different business sectors and structures
▪ Strategic thinking: logic and creativity strategic position and direction of the organisation, impact of
cultural differences in an international and organisational capability context
▪ Strategic formation based on emergence, planned, incremental approaches; proactive and reactive
▪ Different business sectors, including retail, wholesale, manufacturing, agriculture, extraction within
technology, pharmaceutical, petrochemical, fashion sectors
1.3 Evaluate approaches to strategic development in different contexts and circumstances

▪ Organisational attitudes to strategy development: strategic lens approach: design, experience, ideas and
discourse; levels of strategy: operational, strategic business unit (SBU), business, corporate; link of
stra
▪ Drivers for strategy development: sector, international and circumstantial change, competitor activity;
challenges
▪ Current and contemporary issues and challenges driving development i.e. social, demographic,
technological, economic, environmental, political, legal, ethical
2. Critically assess organisational capability to respond to changes and

developments in the business environment (Weighting 25%)
2.1 Interpret relevant changes and developments in specified industry sectors and business structures
▪ External/macro-environment for specified sector (i.e. PESTLE): trends and changes requiring strategy
formation, identification and assessment
▪ Market, competitor and segment structure and activities; strategic groupings, customer values
▪ Market activities; identifying trends e.g. changes, level of impact and importance
2.2 Critically discuss current issues that could affect strategic development for a specified sector
▪ Key current issues, pressures and trends in specified business sectors that may require strategic
development:
(1979); GE McKinsey Matrix for Competitive Positioning (1970s); market-led sectors
▪ Challenges of current issues: what
specified organisations/sectors
▪ Evaluation of opportunities and threats in a specified sector; priority identification
2.3 Evaluate the basis of strategic capability and nature of competitive advantage through the internal structures
and operations of the business
▪ Concepts of strategic capability: transferability, sustainability, robustness, networks,
▪ Competitive advantage through organisational structure and operations management, supply
chain/distribution, business models
2.4 Evaluate strategic capability in a specified business environment

▪ Resources:
organisation
knowledge; technology, assets: tangible/intangible (marketing, product/service portfolio mix (Boston
Consulting Group (BCG) Matrix, 1970s), life cycle (product life cycle), intellectual property (trademarks,
brands, patents, copyright), threshold and unique
▪ Competencies: skills, operations, information, linkages and networks, threshold and core
▪ in Analysis (1985)
▪ Evaluation of strengths and weaknesses of specified organisations: resource-led approach, comparative
evaluation, benchmarking with competitor analysis; response to macro and market developments
3. Critically evaluate an appropriate range of development options on which to

base business strategy (Weighting 25%)
3.1 Assess the appropriateness of current bases of organisational purpose and generic strategies
▪ ces and change
drivers
▪ Corporate governance, stakeholder expectations, business ethics, values
▪
3.2 Critically review directional strategy frameworks for organisational development

▪ Strategic direction:
development, market development
▪ Diversification: reasons and performance; the supply chain; related, unrelated; vertical, horizontal,
concentric
▪ Portfolio development and management e.g. BCG matrix, GE matrix, strategic positioning
3.3 Evaluate alternative approaches and methods for implementation of a business strategy
▪ Approaches: natural/organic development, investment, managed maintenance (GE McKinsey Matrix for
Competition Positioning (1970s), Shell Directional Policy Matrix)
▪ Methods: organisation resource-based development options based on organisational capability (own
finances, assets, skills), loans, share issue; mergers and acquisitions; joint ventures; networks
3.4 Apply a range of models to generate justifiable strategic options that will facilitate strategic decision-making in
a given organisational situation
▪ Market models including predictive market models e.g. Boston Consulting Group (BCG) Positioning
Matrix (1970s), GE McKinsey Matrix for Competitive Positioning, Shell Directional Policy Matrix (1980s),
sector and business life cycles
▪ Financial and competitive advantage modelling: neric, cost-based, value-added; positioning,
benchmarking
▪ Organisational management and cultural models: business structures: corporate, multi-national; multi-
divisional, strategic business units (SBU), organisational structures and approaches (McKinsey 7-S
Framework (Peters & Waterman 1980); Cultural Web (Johnson & Scholes 2006)); stakeholder
management
3.5 Evaluate appropriate different scenarios for successful strategic development

▪ Predicting futures: principles of holistic scenario building; 5 principles (define, gather, issues, develop and
plan); considerations i.e. scenario plots, purpose: evolution/revolution, business cycles, expansions,
culture and demographics quantitative modelling
▪ Potential alternative outcomes; best and worst case scenarios; risks:
4. Apply techniques to support recommendations for strategic decision-making in

different contexts (Weighting 25%)
4.1 Examine approaches to strategic management in different contexts
▪ Purpose and factors affecting strategic decisions emergent, intended, realised, unrealised; planned,
command, enforced, learning
▪ Leadership and structure factors autocratic, participative, hierarchical, democratic; top-down / bottom-
up, stakeholder power/influence, scope and impact
4.2 Apply decision-making techniques and tools

▪ Decision-making approaches in organisations: decision-making models i.e. decision trees, Vroom, Yetton
& Jago (1973); alternative methods i.e. gap analysis, benchmarking, cost benefit analysis; rating and
weighting methods
4.3 Evaluate identified options against specified criteria using decision-making techniques
▪ Suitability: organisation strategic aims, culture, structure, circumstances and linkages, competitive and
market predictions and forecasts, situation applicability, congruence
▪ Feasibility: market accessibility, organisational resource capability (finance, assets, skills, information,
technology)
▪ Acceptability: internal, connected and external stakeholder opinion; legal, ethical and cultural
4.4 Make recommendations for strategic development in a specified business and organisational context
▪ Recommendations from options based on outcomes of suitability, feasibility and acceptability evaluations;
justification; future proofing risk and contingency
Developing International Markets
Level: 6
Credits: 20
GLH: 50
The focus of this unit is on international market development and is designed to help you understand marketing
practice from a global perspective. The unit will consider and assess a range of different market entry models and
tactics, and consider the implications of increasing globalisation.
You will consider the nature of globalisation and will develop a greater understanding of the globalisation process,
including its benefits but also the associated risks. You will develop the ability to analyse and evaluate the
strategic responses of international businesses to changes in their global environment.
This unit will develop an understanding of global marketing environments and the challenges and opportunities
presented to business. The unit will focus on an evaluation of the practical application of global marketing
theories, giving you an opportunity to review multinational companies strategies and tactics in the context of a
global marketplace using practical real life examples.
This unit will evaluate the marketing challenges faced by companies attempting to develop and grow in
international markets and appraise the strategies organisations adopt to deliver success in the global
marketplace. The unit will also examine the means by which corporate marketing strategies can be deployed in
the search for sustainable competitive advantage.
What
outcome).

1. Critically analyse the key characteristics 1.1 Assess the international business environment and how the
of the international globalised business nature of trading has changed in recent years
1.2 Critically discuss, using relevant theories and frameworks, the
reasons why countries trade
1.3 Discuss the alternative views of globalisation and evaluate
approaches taken in respect of the nature and drivers behind
globalisation
1.4 Critically evaluate the international competitive landscape
2. Critically evaluate strategic international 2.1 Explain the nature of international development
marketing opportunities (Weighting
2.2 Critically evaluate different strategic responses and
25%)
approaches to global strategy development
2.3 Analyse the main approaches to international marketing
research and opportunity development
3. Appraise the suitability of alternative 3.1 Critically discuss the main characteristics of international
market entry methods as part of the marketing strategy
formulation of an international strategy
3.2 Critically evaluate various market entry methods
(Weighting 25%)
3.3 Evaluate potential barriers to entry, limitations on
organisational capability, and the advantages or
disadvantages of different market entry methods
3.4 Discuss the management of risk and control in respect of
market entry into new international markets
4. Examine and justify relevant marketing 4.1 Appraise the role of culture in conducting international
strategies within different cross-cultural business and its impact on transnational transactions
settings, applying them to real life case
4.2 Evaluate social and cultural considerations in developing
studies (Weighting 25%)
international business strategy
4.3 Justify the differing product and service strategies employed
in an international context
4.4 Discuss the need for different marketing methods when
operating in an international context
Capabilities
your

Element 1 - The World Ability to evaluate the current debates over the nature of globalisation, utilising
trading environment these skills in context of local environment
relevant to context of local business practices
Intellectual debate, analysis of the global business environment, competitor analysis
Element 2 - Global Ability to apply evaluation skills in respect of international markets and business
strategies opportunities based upon the use of appropriate analytical frameworks
Ability to utilise market research techniques to apply practically to case study or
relevant local/regional organisations to assess decision-making in respect of
Evaluation, assessing opportunities, application of analytical frameworks, data analysis

and interpretation, decision-making, leadership, strategy, influence and persuasion
Element 3 - Market entry Ability to apply cultural awareness, cross-cultural sensitivity, diversity, in respect
strategies of globalisation and different work contexts
Ability to utilise to local context, applying concepts to explain local/regional
business practice
Cultural awareness, cross-cultural relationships, diversity, local knowledge of markets,
critical analysis, assessing barriers, decision-making, risk management
Element 4 - The challenge Ability to present arguments with respect to global marketing decisions
of globalisation effectively in a written format
Ability to utilise these skills to apply to local/regional organisations
Reasoned arguments, global marketing, decision-making, communication, persuasion
and influence, flexibility
Localisation
The structure and nature of business within a global marketplace is diverse and dynamic. This unit seeks to
develop a wide-ranging perspective of the international marketplace and the challenges involved in developing
business across countries and cultures. As such, the focus of the unit is global, therefore:
▪ The structure and nature of the organisation they work within and how this is changing with increasing
globalisation and international trade
▪ The influence of local culture on business practices
▪ Local policy in respect of government incentives or attitudes to foreign competition or cooperation
▪ The availability of technology to facilitate collaborative working using technology across national borders
Indicative Content
1. Critically analyse the key characteristics of the international globalised business

1.1 Assess the international business environment and how the nature of trading has changed in recent years
▪ Defining international marketing: highlighting differences between domestic and international marketing
▪ Key drivers of business across countries and cultures
1.2 Critically discuss, using relevant theories and frameworks, the reasons why countries trade
▪ The theory of comparative advantage
▪ The international product life cycle
▪ Barriers to world trade: tariffs, non-tariff barriers
▪ Development of world trade bodies and free trade groupings: World Trade Organisation, North American
Free Trade Area, European Union
1.3 Discuss the alternative views of globalisation and evaluate approaches taken in respect of the nature and
drivers behind globalisation
▪ The drivers of globalisation: market access, products and services, technology, competition,
communication
▪ Standardisation vs customisation in international markets
▪ Global, local, glocal
1.4 Critically evaluate the international competitive landscape

▪ Macro-micro environmental factors affecting marketing performance on a global scale
2. Critically evaluate strategic international marketing opportunities (Weighting 25%)

2.1 Explain the nature of international development
▪ Market expansion and concentration: small firms expanding export profitability as market concentrators,
larger firms as market expanders, e-commerce businesses as market expanders
▪ Developing relationships: stakeholders, suppliers, customers, contractors, B2B, B2C
▪ Supply chain internationalisation
▪ Networks and networking
2.2 Critically evaluate different strategic responses and approaches to global strategy development
▪ Global strategy drivers
▪ Globally standardised strategy
▪ Standardisation and adaptation
▪ Regional strategy
2.3 Analyse the main approaches to international marketing research and opportunity development
▪ The role of marketing research and opportunity analysis: opportunity identification and analysis
▪ Information and research analysis in global marketing: demand pattern analysis, multiple factor indices,
risk evaluation, business enhancement risk index
▪ International market segmentation: geographic criteria, business portfolio matrix, infrastructure matrix,
transnational segmentation, country-consumer segmentation
▪ Market profile analysis secondary and primary research sources: primary research (networking,
consortia, collecting primary data, inhouse or agency, research design, qualitative and quantitative,
survey methods, fieldwork, validity of data), secondary research (online databases, sources of
information, problems in using secondary data)
3. Appraise the suitability of alternative market entry methods as part of the

formulation of an of an international strategy (Weighting 25%)
3.1 Critically discuss the main characteristics of international marketing strategy
▪ Principal approaches to marketing strategy development (STP marketing)
▪ Segmentation: identification of markets to allow maximum market penetration, resource concentration
▪ Positioning: positioning of products/services to differentiate from competitors
▪ Targeting: targeting of segments, size growth potential, likely purchasing power, ease of access
▪ Competitive strategies: Ansoff growth matrix, Porter (1990), cost leadership, focus, differentiation
▪ The international market planning process: situation analysis, corporate objectives, resources and
capabilities
3.2 Critically evaluate various market entry methods

▪ Indirect exporting (trading companies, piggybacking)
▪ Direct exporting (agents, franchising, distributors, online direct marketing, e-commerce/e-tailing)
▪ Foreign direct investment
▪ Co-operation Strategies (joint ventures, strategic alliances)
3.3 Evaluate potential barriers to entry, limitations on organisational capability, and the advantages or
disadvantages of different market entry methods
▪ Decisions on where to enter a market, the timing of when to enter, and deciding the method of how to
enter
▪ Managing competitive dynamics: competition, cooperation and collusion
▪ Institutions that oversee governance of domestic and international competition
▪ Local companies vs foreign multinationals
▪ Debates on international market development: liability vs asset of foreignness, global vs regional
geographic diversification
3.4 Discuss the management of risk and control in respect of market entry into new international markets
▪ Identify different levels of involvement, risk and marketing control in regard to differing market entry
methods
▪ Decisions and business objectives: deciding the level of control over international business that firms
require; identifying levels of risk companies are prepared to take and evaluating the costs companies can
afford to bear
▪ Identify the methods that should be used for the management and control of the business: setting
standards, benchmarking, identifying good practice, cost benefit analysis, correcting deviations and
continual improvement processes
4. Examine and justify relevant marketing strategies within different cross-cultural
settings, applying them to real life case studies (Weighting 25%)
4.1 Appraise the role of culture in conducting international business and its impact on transnational transactions
▪ Defining the nature of culture: components of culture, language of culture, layers of culture
▪ Cross-cultural analysis: Hofstede cultural dimensions
▪ Culture and consumer behaviour
4.2 Evaluate social and cultural considerations in developing international business strategy
▪ The international marketing environment: social/cultural environment
▪ Cultural factors: beliefs, values, customs, religion, attitudes, aesthetics and language
▪ Social factors: social class, reference groups, family, roles and status, education, social organisation, law
and politics
4.3 Justify the differing product and service strategies employed in an international context
▪ Product management and branding issues in international markets
▪ Marketing communications in a global media environment: marketing communication tools, e.g. trade
missions, exhibitions, advertising, sales promotion, public relations, online direct marketing and online
communications
▪ Pricing strategy in a global context: export costs, economies of scale, price positioning, production costs
and location
4.4 Discuss the need for different marketing methods when operating in an international context
▪ Building corporate identity and managing the brand locally
▪ Product differentiation
▪ Adaptation versus standardisation
▪ Managing appropriate delivery to achieve customer satisfaction
▪ Consumer behaviour and local business practice/culture
▪ The use of technology, digital tools, the internet and international business: online strategies, use of
websites, e-commerce, social media and social networking, virtual enterprise networks, customer
relationship management and databases, customisation, internet-based marketing entry, the limitations of
e-commerce for international marketing and other internet problems
▪ Marketing in emerging economies (e.g. BRIC markets)
Business Ethics and Sustainability
Level: 6
Credits: 20
GLH: 50
This unit will develop your understanding of managerial and organisational principles through considering the role
of ethics in business operations, including corporate social responsibility, sustainability and responsible
management. You will examine the origins, theory and practice of these closely interconnected issues.
Business ethics are now fundamental to all aspects of business, from finance to marketing, and can demonstrate
actions. No business is immune,
and it is important that organisations are aware of the ethical issues surrounding business decisions and that
employees at all levels of the organisation are familiar with the principles of ethical decision-making.
Throughout the three elements that make up this unit, you will consider the complexities facing international
management when engaging with stakeholders from diverse cultural and ethical backgrounds, who differ in
business or ethical norms. You will study ethics through the lens of a global business ethical agenda alongside
local cultural insight.
By the end of the unit you will be confident to discuss both practical theoretical issues relating to ethics and the
relationship between business and society in an international context.
What
outcome).

1. Critically evaluate differing approaches to 1.1 Evaluate teleological, deontological and mixed frameworks
business ethics (Weighting 20%) which influence western approaches to business ethics
1.2 Evaluate how the core principles of Confucianism
philosophy influence eastern approaches to business ethics
2. Analyse the core principles of corporate 2.1 Analyse the core principles of the economic model, the
social responsibility (Weighting 20%) philanthropic model, and the stakeholder models of
corporate social responsibility
3. Critically evaluate the opportunities and 3.1 Critically evaluate how organisations of different types can
challenges for a range of organisations effectively implement corporate social responsibility policies
to develop ethical business practice and reporting procedures on triple bottom line sustainability
through corporate social responsibility
policies and reporting (Weighting 20%)
4. Analyse the core principles of 4.1 Analyse the meaning and importance of sustainability in a
sustainability in relation to businesses business context
(Weighting 20%)
4.2 Critically discuss the common elements of sustainability in a
business context
4.3 Critically assess the factors an organisation must consider
when developing a sustainability strategy
5. Analyse the influence of organisational

culture and leadership on business can influence approaches to ethical decision-making
ethics with a focus on marketing and
5.2 Assess the opportunities and challenges for differing types
human resource management
of organisation to effectively integrate ethical decision-
(Weighting 20%)
making into the marketing mix and human resource
management functions
Capabilities

Element 1 - Theoretical Ability to analyse theoretical concepts relating to business ethics
perspectives on Ability to apply theoretical concepts relating to business ethics to practical industry
business ethics
examples
Ability to manage learning through systematic secondary research
Analysis, application, research, critical thinking, application of theory
Element 2 - Corporate Ability to communicate personal points of view effectively through debates,
social responsibility and presentations and written reports
sustainability principles
Ability to analyse and debate ethical dilemmas
Ability to synthesise complex information to develop reasoned recommendations
Communication, ethical practice, synthesis of complex information, making reasoned
arguments
Element 3 - Awareness of CSR and its importance
Implementing CSR Ability to identify and evaluate the opportunities to develop ethical business
policies
practice through CSR
Ability to identify and evaluate the challenges to developing ethical business
practice through CSR
Ability to understand the implementation of CSR policies and reporting procedures
for triple bottom line approaches
Corporate social responsibility, evaluation and analysis, policy implementation, ethical
business practice
Element 4 - Ability to understand the concept of sustainability in relation to the business context
Sustainability Ability to identify the drivers for sustainability, and the arguments for and against it
Ability to identify and discuss the common elements of sustainability that impact
business organisations
Ability to assess the factors that an organisation must consider when developing a
sustainability strategy
Planning, analysis, strategy, sustainability considerations, impact of business behaviour
Element 5 - Business Ability to evaluate and discuss different approaches to solving ethical dilemmas
ethics in responsible Ability to reflect on ethical business considerations in making responsible
management practice management decisions
Development of investigative understanding through real life case studies
Working independently and in teams
Analysis of alternative arguments and approaches, problem solving, decision-making,
investigation, team working, independent working
Localisation
The content of this unit is applicable in various countries as it covers international business examples. Throughout
your learning, you will be encouraged to consider global differences in how differing types of companies in
differing cultural contexts approach ethics in business management. For example, American companies consider
whistleblowing to be a natural part of business and many set up anonymous hotlines to enable reporting of
practices, whereas the French are more likely to consider whistleblowing as undermining solidarity among co-
workers. Employment regulations in terms of working hours, conditions of work and the legal working age vary
greatly, and this needs to be considered by organisations operating in a global business environment. For
example, large UK-based companies are legally obliged to report on working conditions in the supply chain,
although any issues of concern might well be legal in the country of operation. Throughout the unit, you are
therefore encouraged to take account of global and local contexts in your analysis of business ethics.
▪ Consider differing global contexts and how they may vary in terms of ethical outlooks and practices
▪ Consider differing types of business in terms of size and sector operated in
▪ Use academic referencing throughout; it is important to ensure that theoretical understanding is demonstrated
▪ Throughout the unit, you should try wherever possible to link your analysis back to theoretical perspectives set
out in Element 1
▪ Throughout the unit, keep a consistent focus on both individual and organisational actions towards ethical
business practice
▪ Develop an analytical approach to assessments through comparing theoretical view points, and using real life
case studies wherever possible to illustrate theoretical understanding
▪ Read and research widely; study at this level is about demonstrating your wide research and summarising
your reading into analytical writing with your own insights and examples
Indicative Content
1. Critically evaluate differing approaches to business ethics (Weighting 20%)

1.1 Evaluate teleological, deontological and mixed frameworks which influence western approaches to business
ethics
▪ Teleological frameworks: these focus on whether the results of individual action are favourable or not;
ethical egoism, utilitarianism, dualism
▪ Deontological frameworks: these focus on duty/obligation in determining whether actions are right or
wrong; existentialism, contractarianism, Kantianism
▪ Mixed frameworks: this draws on theories of ethical egoism, utilitarianism, existentialism and
contractarianism
1.2 Evaluate how the core principles of Confucianism philosophy influence eastern approaches to business
ethics
▪ Principles of Confucianism approach: in contrast to the western approach of an individual society, this
approach is based on a collective and stable society through structured roles and responsibilities
▪ -term vs short-term
orientation, individualism vs collectivism, high vs low power distance, strong vs weak uncertainty
avoidance, and masculinity and femininity).
2. Analyse the core principles of corporate social responsibility (Weighting 20%)

2.1 Analyse the core principles of the economic model, the philanthropic model, and the stakeholder models of
corporate social responsibility
▪ Economic model: this argues that society is best served by a variety of institutions, and the primary
function of corporations should be economic rather than social
▪ Philanthropic model: this view notes that businesses should be encouraged to go beyond the law and
economics, in order to contribute to the wider community
▪ Stakeholder model: the premise of this model is that every business decision affects a wide variety of
people, and implies costs to some, and opportunities to others
▪ Contributions and limitations of these models
3. Critically evaluate the opportunities and challenges for a range of organisations

to develop ethical business practice through corporate social responsibility
policies and reporting (Weighting 20%)
3.1 Critically evaluate how organisations of different types can effectively implement corporate social responsibility
policies and reporting procedures on triple bottom line sustainability
▪ Triple bottom line requirements: economic, social and environmental sustainability; this incorporates that
financial goals need to be considered alongside environmental and social concerns
▪ Business case for triple bottom line approaches: this would include a consideration of the prudent use of
resources, and adapted business practices to ensure long-term business success for all stakeholders
4. Analyse the core principles of sustainability in relation to businesses
(Weighting 20%)
4.1 Analyse the meaning and importance of sustainability in a business context
▪ Definitions of sustainability and sustainable business
▪ Drivers for sustainability
▪ Arguments for and against sustainability
4.2 Critically discuss the common elements of sustainability in a business context

▪ Key sustainability issues, including:
- Consumerism
- Urbanisation
- Pollution (water, air)
- Deforestation
- Energy consumption and waste (emergence of solar/wind/hydro power), emissions (greenhouse gases,
carbon footprint)
- Responsible procurement (fair trade)
4.3 Critically assess the factors an organisation must consider when developing a sustainability strategy
▪ Objectives, market forces, stakeholder needs, legal and regulatory drivers, voluntary codes of practice,
supply chain, cost vs benefit, implications of not developing a strategy, sustainability as a USP
▪ Performance metrics, auditing and reporting for sustainable business (site visits in supply chain,
environmental accounts)
5. Analyse the influence of organisational culture and leadership on business ethics
with focus on marketing and human resource management (Weighting 25%)
decision-
making
▪ Enabling factors:
- Organisational behaviours that encourage ethical decision-making: this is linked to the attitudes and
habits that have been developed over time through aspects such as organisational values expressed in
policies, mission statements and reports and in organisational procedures
- Leadership character qualities necessary to create an ethical decision-making culture: leaders should
act as role models, and ensure sufficient allocation of resources to acting ethically; they need to be
aware of their own values and morals in decision-making, and how to respond to ethical dilemmas
through careful analysis of the correct course of action
▪ Limiting factors:
- Organisational behaviours that discourage ethical decision-making
- Leadership approaches/characteristics/behaviours that discourage an ethical decision-making culture
5.2 Assess the opportunities and challenges for differing types of organisation to effectively integrate ethical
decision-making into the marketing mix and human resource management functions
▪ Human resource management functions
- Recruitment procedures: Are assessment measures fair and just?
- Performance appraisal: Is this regularly and fairly carried out?
- Rewards: Are they allocated fairly?
- Diversity and equal opportunities policies: Are they detailed and followed in company procedures?
- Training: Are staff at all levels of the organisation familiar with ethical values, codes and practices and
how to integrate these into day to day operations?
- Health and Safety: Is a safe working environment provided for all employees?
- Job security: Are contracts offered? Is offshoring a threat? Are redundancies fairly carried out?
▪ Marketing functions
- Product: This includes consideration of fair trade issues in the supply chain back to raw materials and
analysis of everything and everyone involved in the final product creation/service delivery
- Price: This includes an analysis of how prices are negotiated and agreed with suppliers, and which
pricing tactics are adopted such as price discrimination, predatory pricing, and misleading pricing
- Place: This will include consideration of how products/services are distributed via the supply chain and
if those suppliers are paid a fair price and work in an ethical environment
- Promotion: This will include consideration of misleading information, ethical advertising (such as the
exploitation of children in marketing) and legal requirements (such as unverified claims)
Strategic Stakeholder Relationships
Unit Type: Optional
Level: 6
Credits: 20
GLH: 50
Business stakeholders include anyone who has an interest in what the organisation is doing or the outcomes of
its activities. An increasing number of qualifications include elements on stakeholder management, but this unit
will focus on stakeholder relationships that have a strategic significance to the business, be they beneficial or
potentially damaging. The difficulty about stakeholder management is that stakeholders have different agendas
and, in seeking to satisfy one group, you can alienate others. Stakeholder engagement seeks to build
collaborative relationships, which requires an integrated approach. By its nature, it has to be proactive rather than
reactive and at its best, it reflects long term corporate culture rather than being done on a project-by-project
basis.
This unit will take you through a step-by-step process that will enable you to identify, analyse and prioritise an
engagement process in relation to a specific project. You will explore the concepts of power and influence,
deploying a range of models and stakeholder engagement strategies including relationship management
techniques, strategic communications and personal leadership, influence and lobbying.
Engaging effectively with stakeholders needs to be at the heart of strategic management, not an optional extra;
without it, many strategies fail and, in extreme situations, cost organisations dearly through reputational damage.
It does take resource to engage effectively with stakeholders, but the benefits are usually more than worth the
investment.
What
outcome).

1.1 Critically discuss the importance of stakeholder analysis

stakeholders in order to determine
1.2 Analyse the range of stakeholders for their strategic influence and
their strategic influence and impact
potential impact in relation to a specific project
in relation to a particular project
(Weighting 25%)
2. Critically review the process of 2.1 Critically analyse the strategic relationships that an organisation
engaging with stakeholders and has with the stakeholders of a particular project in order to
developing an appropriate decide how best to engage with them
engagement plan (Weighting 25%)
2.2 Prioritise the use of resources for an engagement plan in relation
to a particular project, justifying it from a strategic perspective
2.3 Review the success of the engagement plan objectives,
including from the perspective of the organisation and its
stakeholders
2.4 Recommend strategic changes that could be made in order to
respond to sta
conditions
3. Develop relevant communication 3.1 Justify the key components of the message that needs to be
approaches and messages that communicated, customising it for different stakeholder groups as
would be used at each stage of the necessary in relation to a specific project
stakeholder engagement plan
3.2 Recommend, with justification, communications that will engage
(Weighting 25%)
the key strategic stakeholders for a particular project in line with
its objectives
4. Recommend how to deal with the 4.1 Assess the response to your engagement campaign in order to
stakeholder resistance that might be identify early indications of resistance so that prompt action can
be taken
objectives and the way a project is
4.2 Recommend practical ways of managing and resolving conflict
planned to be implemented
so that stakeholder engagement can be achieved in line with the
(Weighting 25%)
Capabilities
Alongside

Element 1 - Strategic Ability to assess the strategic significance of
influence of stakeholders in relation to a specific project
Commercial acumen, stakeholder awareness
Element 2 - Engaging with
stakeholders resources for the engagement plan
Stakeholder awareness, prioritisation, stakeholder engagement strategies, resource
and budgetary planning
Element 3 - Communication Ability to develop the messaging and media selection for each stage of a
with stakeholders stakeholder engagement plan
Targeted communications, campaign planning and media selection
Element 4 - Managing Ability to deal with the stakeholder resistance that might be encountered
stakeholder resistance during the implementation of an engagement plan
Listening, negotiation, assertiveness, conflict management, sensitivity to social
diversity
Localisation
The nature of business projects is very diverse and consequently the types of the stakeholders affected, and who
could influence these projects, also varies widely. With globalisation, all learners at this level should have a good
working knowledge of how organisations can engage with a range of strategic stakeholders who may be located
at a distance, but it is also important you understand what this means in terms of your immediate business
environment and how local practices may provide opportunities on the one hand and constraints on the other.
You should therefore take into account the following when preparing for your assessment:
▪ The structure and nature of the organisation you work in and the range of stakeholders that might be affected
and could influence projects, particularly from a strategic perspective
▪ How relationships with stakeholders are changing as a consequence of emerging business practices.
▪ The influence of local culture and socialisation on business norms, stakeholder relationships and collaborative
working practices
▪ Local rules, regulations and legislation that may affect stakeholder relationships, forms of collaboration and
management
▪ The availability of technology and internet speeds to facilitate the dissemination of information, ongoing
communication, research and collaborative working
Indicative Content
1.
strategic influence and impact in relation to a particular project (Weighting 25%)
1.1 Critically discuss the importance of stakeholder analysis
▪ Methods of identifying stakeholders in relation to a project: brain writing, stakeholder lists/register,
scenarios and storytelling, task-by-task assessment, horizon scanning
▪ Characteristics of stakeholders (Freeman, 1984, 2013; Lewis, 2011):
- , impact, power, influence; stakeholder profiles
- social, political, economic, commercial, technological,
regulatory, environmental and security
1.2 Analyse the range of stakeholders for their strategic influence and potential impact in relation to a specific
project
▪ Identifying the strategic influence and potential impact that different stakeholders have on projects
(Mendelow)
▪ Diffusion of innovation (Rogers, 2003)
▪ Apex stakeholder strategy: sociograms, contractograms, and inter-relationship mapping of stakeholders
2. Critically review the process of engaging with stakeholders and developing an

appropriate engagement plan (Weighting 25%)
2.1 Critically analyse the strategic relationships that an organisation has with the stakeholders of a particular
project in order to decide how best to engage with them
▪ Understanding the stake of different stakeholders in relation to a specific project:
- Nature
- Intensity
- Background and attitudes
- Additional factors
▪ Stakeholder mapping: power and interest (Johnson & Scholes, 1999); stakeholder triage (Clayton, 2014)
and typical organisational responses
▪ Force field analysis (Lewin, 1951, adapted for stakeholders by various authors including Connelly, 2015)
▪ Transformers
2.2 Prioritise the use of resources for an engagement plan in relation to a particular project, justifying it from a
strategic perspective
▪ Stakeholder engagement: prioritisation and strategic postures: broad and generic vs narrow and
customised
▪ Stakeholder benefits matrix: points to determine in terms of planning engagement (Atkinson 1999):
- Identification of the main stakeholders are, how they fit, and who are they connected with
- Determining which resources they command, what we want from them, what information and/or
benefits they want from us
- Ascertaining how they like to receive information and whether they like to communicate
- Identification of what risks/opportunities do they pose/offer to us
▪ Inter-relationships between stakeholders
▪ Resource planning: people, time, budget
2.3 Review the success of the engagement plan objectives, including from the perspective of the organisation
and its stakeholders
▪ Check receipt and understanding of the message by key stakeholder groups using relevant methods e.g.
surveys, focus groups, observation, response rates, click-through rates
▪ Review success of the engagement plan over time against objectives: monitor response in terms of
, intended actions and any changes in behaviour using
quantitative and qualitative measures e.g. surveys, focus groups, observation
adapt to changing conditions

▪ Revise messaging and/or media to improve receipt and/or retention of the message and engagement
with key stakeholders in line with objectives: monitor response to see if improvement has occurred using
quantitative and qualitative methods repeated over time to monitor trends
▪ Balanced stakeholder engagement scorecard: efficacy, ethics, impacts, alignment (Kaplan et al 2005)
▪ Stakeholder engagement management maturing levels: ad hoc, novice, repeatable, managed,
embedded (Carroll & Buchholtz, 2014)
3. Develop relevant communication approaches and messages that would be used

at each stage of the stakeholder engagement plan (Weighting 25%)
3.1 Justify the key components of the message that needs to be communicated, customising it for different
▪ Crafting the message to achieve strategic intent: clear, consistent and targeted; compelling, persuasive
and powerful communications
▪ Adapt messaging to meet varying needs of different stakeholders e.g. stakeholder pyramid (inform,
engage, involve, collaborate, partner), Q&As, FAQs; storytelling: simplicity, unexpectedness,
concreteness, credibility, emotions
▪ Going beyond logic: ethos, logos and pathos;
▪ Gentle persuasion: soft power and influence)
▪ Behavioural economics and hidden influence (Packard, 2007)
▪ Stakeholder engagement as part of corporate culture
3.2 Recommend, with justification, communications that will engage the key strategic stakeholders for a particular
project in line with its objectives
▪ Critique of different communication methods for distinctive stakeholder segments
▪ Plan campaign to achieve an integrated approach across interrelated stakeholder groups
▪ Lobbying and the use of public affairs to influence, persuade and obtain support
4. Recommend how to deal with the stakeholder resistance that might be
encountered with
implemented (Weighting 25%)
4.1 Assess the response to your engagement campaign in order to identify early indications of resistance so that
prompt action can be taken
▪ Identifying and managing resistance, onion model (Clayton, 2014)
▪ Delivering tough messages
4.2 Recommend practical ways of managing and resolving conflict so that stakeholder engagement can be
▪ Dealing with conflict and escalation of conflict

▪ Use of negotiation to achieve mutual agreement
▪ Using an ethical approach to messaging and behaviour to ensure sustainability of outcome (Carroll &
Buchholtz, 2014)
▪ Crisis management in case of disaster or emergency
Corporate Finance
Unit Type: Optional
Level: 6
Credits: 20
GLH: 50
The focus of corporate finance is the sourcing and investment of finance in the business. It addresses the key
principles and concepts that are needed to ensure the financing and investment decisions reflect the strategic
requirements of the business. It focuses on applied techniques that managers need in order to take financial
decisions that create value for the business.
Corporate finance is fundamental feature of modern business. In an increasingly competitive and complex
business environment, decisions on from where a business obtains financing and the investment opportunities
that it chooses to pursue are often critical. This unit will provide you with knowledge of the key principles and
concepts that are important in these decisions. It will also equip you with the skills that are needed to apply this
knowledge in a contemporary work environment.
What
outcome).

1. Critically analyse the factors 1.1 Appraise the alternative role and purpose of corporate finance in order
that influence capital structure to decide how best to formulate a capital structure for the business
decisions and strategy
1.2 Critically analyse the roles played by stakeholders, different types of
(Weighting 20%)
risk, and alternative approaches to business strategy when selecting
a capital structure that reflects the strategic objectives and strategic
environment of the business
1.3 Critically evaluate the alternative frameworks for the development of a
capital structure to ensure that it is based on a sound conceptual and
contemporary underpinning
2. Critically evaluate alternative 2.1 Compare alternative approaches to sources of equity and debt in
sources of finance to ensure relation to the strategic objectives and strategic environment of the
that financing decisions reflect business
the strategic objectives and
2.2 Critically evaluate the impact of the use of a range of equity and debt
strategic circumstances of the
s financing structure
business (Weighting 20%)
2.3 Apply criteria and decision-making frameworks in equity and debt
financing
3. Critically evaluate approaches 3.1 Critically evaluate the alternative approaches to the valuation of equity
to the calculation of the cost of
3.2 Apply appropriate methods for the calculation of the cost of capital in
capital that take account of
order to provide a basis on which strategic financing and investment
techniques for the valuation of
decisions can be made
equity and different types of risk
(Weighting 20%) 3.3 Critically evaluate the effects of different types of risk on the cost of
capital by applying techniques that reflect the strategic environment in
which the business operates
4. Critically evaluate the strategic 4.1 Apply appropriate advanced investment appraisal techniques
objectives and environment in
4.2 Apply advanced investment appraisal techniques that take account of
which the business operates in
cash flows, taxation and inflation in ways that reflect the strategic
order to decide on appropriate
environment in which the business operates
advanced investment appraisal
techniques (Weighting 20%) 4.3 Critically evaluate a range of advanced investment appraisal
techniques in order to ensure that their use by the business reflects a
critical understanding of how decisions might be affected by the
features of different techniques
5. Critically evaluate contemporary 5.1 Critically evaluate alternative perspectives on the role of ethics in
issues in corporate finance, corporate finance
including the importance of
5.2 s approach to corporate governance in the
ethics and corporate
context of legal, regulatory and professional requirements
governance, and the role of
corporate finance in the market 5.3 Critically evaluate the role of corporate finance in mergers and
for ownership and control acquisitions, and the market for ownership and control in a globalised
(Weighting 20%) environment
Capabilities

Element 1 - The Ability to develop an approach to formulating the capital structure for a business
importance of capital based on sound conceptual and theoretical underpinning
structure Ability to manage stakeholders and risks as part of selecting a financing
structure, ensuring that the choice reflects the strategic objectives and existing
and potential strategic pressures
Financial management, application of theoretical frameworks, appreciation of impact of
strategic objectives of financial decision-making, communication, influence, stakeholder
management, approaches to business strategy
Element 2 - Equity and Ability to critically evaluate alternative sources of finance in order to ensure that
debt financing financing decisions reflect the strategic objectives and strategic circumstances
of the business
Ability to apply criteria and decision-making frameworks in the context of equity
and debt financing
Critical thinking, analysis, business acumen, commercial awareness, decision-making
Element 3 - The cost of Ability to critically evaluate different approaches to the calculation of the cost of
capital
Ability to apply techniques to calculate the cost of capital that take account of
alternative approaches to the valuation of equity and different types of risk
Critical thinking, analysis, calculations, decision-making, risk assessment
Element 4 - Advanced Ability to select and apply appropriate investment appraisal techniques that
investment appraisal reflect the strategic objectives and environment in which the business operates
Ability to apply investment appraisal techniques that take account of cash flows,
taxation and inflation
Analysis, decision-making, influence and persuasion, investment appraisal techniques
Element 5 - Contemporary Appreciation of contemporary issues in corporate finance and their impact on
issues in corporate businesses
finance Recognition of the importance of ethics, corporate governance and the role of
corporate finance in ownership and control in a globalised economy
Critical thinking, contemporary issues, ownership and control, ethical issues
Localisation
The local business environment is important in corporate finance. Legal and regulatory requirements in the local
business environment can have an impact on financing and investment decisions. You should consider how local
laws, regulations, taxation and corporate governance requirements might have an effect on the decisions that
managers need to take to make effective financial decisions.
Learners should take into account the following when preparing for their assessment:
▪ Local legal and taxation requirements
▪ Local corporate governance requirements
▪ Local cultural environment
Indicative Content
1. Critically analyse the factors that influence capital structure decisions and
strategy (Weighting 20%)
1.1 Appraise the alternative role and purpose of corporate finance in order to decide how best to formulate a
capital structure for the business
▪ The role and purpose of corporate finance
▪ The relationship between corporate finance and the formulation of a capital structure for the business
▪ The alternative roles of corporate finance in different sectors and environments
1.2. Analyse the roles played by stakeholders, different types of risk, and alternative approaches to business
strategy when selecting a capital structure that reflects the strategic objectives and strategic environment of
the business
▪ The stakeholder approach and the need to serve the groups that are affected by the operations of the
business
▪ The identification and treatment of different stakeholder groups
▪ The strategic objectives and strategic environment of the business, including the international context,
and how these influence capital structure
▪ The relationship between stakeholders, different types of risk and alternative approaches to business
strategy
1.3 Critically evaluate the alternative frameworks for the development of a capital structure to ensure that it is
based on a sound conceptual and contemporary underpinning
▪ The advantages and disadvantages of different types of capital structure
▪ The conceptual underpinning for capital structure
▪ The contemporary issues that need to be considered in the formulation of capital structure
2. Critically evaluate alternative sources of finance to ensure that financing

decisions reflect the strategic objectives and strategic circumstances of the
business (Weighting 20%)
2.1 Compare alternative approaches to sources of equity and debt in relation to the strategic objectives and
strategic environment of the business
▪ The matching principle of finance and its importance in the selection between long-term and short-term
sources of finance
▪ Other factors that need to be taken into account in the selection of a sources of finance, including legal,
regulatory and market requirements
▪ The advantages and disadvantages of different types of finance
▪ Sources of finance and how they relate to the strategic objectives and strategic environment of the
business.
2.2 s financing
structure
▪ The distinctions between long-term and short-term sources of finance and between internal and external
sources of finance
▪ The advantages and disadvantages of different sources of equity and debt financing
▪ s financing structure including
dividend policy, dilution of control and financial gearing
▪ The effects of financial leverage and corporate taxes in the selection of different sources of finance
2.3 Apply criteria and decision-making frameworks in equity and debt financing
▪ The selection and application of decision-making frameworks, including pecking order theory, the
matching principle of finance, financing risk, liquidity risk and models of financial distress
▪ The use of decision-making frameworks that reflect the needs of the business and the strategic
circumstances in which it operates
▪ The advantages and disadvantages of different decision-making frameworks
3. Critically evaluate approaches to the calculation of the cost of capital that take
account of techniques for the valuation of equity and different types of risk
(Weighting 20%)
3.1 Critically evaluate the alternative approaches to the valuation of equity
▪ The calculation of the weighted average cost of capital for a business and its usefulness in making
investment decisions
▪ Alternative approaches to the valuation of equity, including the capital asset pricing model and the
dividend valuation model and their effect on the weighted average cost of capital
▪
strategic objectives and the environment in which it operates
3.2 Apply appropriate methods for the calculation of the cost of capital to provide a basis on which strategic
financing and investment decisions can be made
▪ Application of alternative methods for the calculation of the cost of capital, including the capital asset
pricing model and the weighted average cost
▪ The importance of the cost of capital and its relationship with strategic financing and investment decisions
▪ The relationship between the cost of capital and the strategic objectives of the business.
3.3 Critically evaluate the effects of different types of risk on the cost of capital by applying techniques that reflect
the strategic environment in which the business operates
▪ The evaluation of financial risk using suitable techniques and approaches to financial risk management,
such as sensitivity analysis, scenario analysis, simulations and standard deviation, to reduce exposure to
financial risks
▪ The evaluation of the use of debt and equity finance and their implications for the business
▪ The relationship between different types of risk and the strategic environment in which the business
operates
4. Assess and critically evaluate the strategic objectives and environment in which
the business operates in order to decide on appropriate advanced investment
appraisal techniques (Weighting 20%)
4.1 Critically evaluate a range of advanced investment appraisal techniques
▪ The advantages and disadvantages of different investment appraisal techniques
▪ The use of investment appraisal techniques in the business
▪ The features of investment appraisal techniques and their effects on decision-making in the business
4.2 Apply appropriate advanced investment appraisal techniques ensuring that investment decisions reflect the
strategic objectives of the business
▪ The nature and importance of investment decision-making
▪ The nature and characteristics of different investment appraisal techniques, including payback period,
accounting rate of return and discounted cash flow techniques
▪ The use of investment appraisal techniques in practice, including the key stages in investment decision-
making i.e. definition, analysis, implementation, monitoring and post audit
4.3 Apply advanced investment appraisal techniques that take account of cash flows, taxation and inflation in
ways that reflect the strategic environment in which the business operates
▪ The application of investment appraisal techniques, including payback period, accounting rate of return
and net present value
▪ The selection of an investment appraisal technique that best meets the needs of the business
▪ The application of advanced investment appraisal techniques, including internal rate of return, profitability
indices and sensitivity analysis
5. Critically evaluate contemporary issues in corporate finance, including the
importance of ethics and corporate governance, and the role of corporate
finance in the market for ownership and control (Weighting 20%)
5.1 Critically evaluate alternative perspectives on the role of ethics in corporate finance
▪ Alternative perspectives on the role of ethics in corporate finance, including utilitarianism, deontology and
social contract theory and virtue theory
▪ The key ethical considerations that need to be considered in financial management and in financial
practices
▪ Regulatory and professional requirements
▪ The effects of alternative perspectives on the role of ethics in corporate finance on decision-making in the
business
5.2 s approach to corporate governance in the context of legal, regulatory and

professional requirements
▪ Relevant legal, regulatory and professional requirements relating to approaches to corporate governance
▪ The agency problem that may exist between shareholders and directors
▪ Shareholder involvement and the provision of incentives for directors and managers
▪ Approaches to corporate governance and how these relate to the agency problem in business
5.3 Critically evaluate the role of corporate finance in mergers and acquisitions and the market for ownership and
control in a globalised environment
▪ The role of corporate finance in mergers and acquisitions and the market for ownership and control in a
globalised environment
▪ The need to align corporate finance activities with strategic objectives and strategic environment
Advanced Project Management
Unit Type: Optional
Level: 6
Credits: 20
GLH: 50
This unit will build on the fundamental principles covered in the Level 4 Project Management unit and enable you
to develop knowledge of the advanced principles, practices and techniques vital to the successful leadership
and commercial management of complex projects.
Projects can range from civil construction works, through new information technology and internet-based
systems and the outsourcing/offshoring of work previously tackled in-house, to the launch or re-engineering of
products, services and processes. All projects should be aligned with the overall strategic objectives of the
organisation.
Projects are a constant feature of organisations and the need for effective project management is essential.
Employers confirm that staff with precisely this type of practical knowledge and skills are consistently hard to
recruit and retain. Experience and the application of knowledge is always a key factor in project management and
a key priority throughout the unit will be for you to be able to apply tools and techniques to realistic scenarios in
order to effectively lead current and future strategic projects.
What
outcome).

1. Critically analyse the organisational 1.1 Evaluate the difference between project and programme
and strategic management issues management and the alternative contracting options available
concerned with project and
1.2 Assess how the structure of an organisation can impact on the
programme management
performance of project/programme management
(Weighting 25%)
1.3 Analyse the external business and competitive environment within
which a project/programme is undertaken.
1.4 Assess the strategic fit between major projects and corporate
business strategy
2. Analyse the importance of the 2.1 Compare and contrast leadership theories and their application to
human aspects of project project management
management, including leadership,
2.2 Critically discuss aspects of teamwork relating to the successful
management, teamwork,
management of projects
knowledge management and
communication (Weighting 25%) 2.3 Evaluate the various methods of communication that could be
used by an effective project manager
2.4 Critically evaluate the principles of knowledge management and
organisational learning to projects
3. Critically discuss the strategic 3.1 Develop an appropriate business case for a project
responsibilities of a
3.2 Discuss considerations in the management of resources and
project/programme manager
budgets
(Weighting 25%)
3.3 Evaluate approaches for the identification and management of
project/programme risks
3.4 Discuss approaches to monitoring project/programme delivery
against milestones
3.5 Critically discuss the meaning and importance of benefits
realisation
4. Critically review the role of 4.1 Review the role of partnerships in project management
partnerships in project
4.2 Critically discuss the characteristics of an effective project
management (Weighting 25%)
partnership
4.3 Analyse how to monitor and manage project partnerships through
to conclusion
Capabilities

Element 1 - Strategy and Awareness of the difference between project management and programme
project management management and how a project or programme is influenced by the wider
business strategy and structure
Strategic management, external analysis, performance management, contracting,
business structures
Element 2 - Human Ability to apply theories of leadership to project/programme management
aspects of project Critical understanding of the human aspects of project management, such as
management teamwork and communication, and their critical importance to the success of a
project
Leadership, teamwork, project management, communications, knowledge
management, organisational learning
Element 3 Project Knowledge of the strategic responsibilities of the project/programme manager
planning and benefits Ability to develop a business case appropriate to a project
realisation
Ability to plan and monitor a project/programme, including managing resources
and budgets, assessing and managing risks, and monitoring progress
Strategy, responsibility and accountability, developing a business case, budget
management, risk management, performance management
Element 4 - Partnerships Critical understanding of the role of partnerships in project management and the
ability to assess when it may be appropriate to use partners
Critical thinking, partnerships, relationships management, monitoring, handling conflict,
handling partnership termination
Localisation
A significant advantage of studying project management is that the core principles, tools and techniques
generally transcend all international boundaries and the basic concepts covered on this module are largely
unaffected by the specifics of the local business environment.
Indicative Content
1. Critically analyse the organisational and strategic management issues concerned

with project management (Weighting 25%)
1.1 Evaluate the difference between project and programme management and the alternative contracting options
available
▪ Project vs programme management strategy and approach
▪ Commercial relationships with main contractors
▪ Project staffing strategies: inhouse/contract staff
1.2 Assess how the structure of an organisation can impact on the performance of project management
▪ Functional structures
▪ Pure-project structures
▪ Mixed structures
▪ Matrix structures
1.3 Analyse the external business and competitive environment within which a project is undertaken.
▪ Political, environmental, social, technological, legal and environmental (PESTLE) factors
▪ Resource and time constraints
▪ Strategic fit with prevailing business and competitive environment
1.4 Assess the strategic fit between major projects and corporate business strategy
▪ Project alignment with organisational mission, vision, values and objectives
▪ Tools for assessing alignment of major projects to corporate business strategy, e.g. SWOT analysis,
5M Framework (money, machinery, methods, materials, manpower)
2. Analyse the importance of the human aspects of project management, including

leadership, management, teamwork, knowledge management and
communication (Weighting 25%)
2.1 Compare and contrast leadership theories and their application to project management
▪ Kotter: leadership vs management
▪ MacGregor Theory X and Theory Y
▪ Elton Mayo: the human relations approach and implications of the Hawthorne experiments
▪ Fiedler: the contingency approach
▪ Blake and Mouton: the two dimensions
▪ Tannenbaum and Schmidt: continuum
2.2 Critically discuss aspects of teamwork relating to the successful management of projects
▪ Leading and managing projects
▪ Effective teamwork theories applied to projects, Belbin, Tuckman
▪ Leading and Managing the virtual project team
2.3 Evaluate the various methods of communication that could be used by an effective project manager
▪ Synchronous and asynchronous communication methods
▪ Online communication tools and applications
▪ Electronic systems (hardware/software)
2.4 Critically evaluate the principles of knowledge management and organisational learning to projects
▪ Knowledge management and links to project management good practice
▪ Disseminating lessons learned for future projects
▪
3. Critically discuss the strategic responsibilities of a project/programme manager

(Weighting 25%)
3.1 Develop an appropriate business case for a project/programme
▪ Roles and responsibilities in a typical project/programme structure
▪ Role and purpose of the business case
▪ Typical structure and contents
3.2 Discuss considerations for the management of resources and budgets

▪ Resource identification and planning (people, equipment, premises, finance)
▪ Budget creation and management
3.3 Evaluate approaches for the identification and management of project/programme risks
▪ Potential project risks
▪ Process of evaluating and managing risks
3.4 Discuss approaches to monitoring project/programme delivery against milestones

▪ Models for monitoring project/programme performance against milestones, including RAG rating
▪ Performance management and escalation
3.5 Critically discuss the meaning and importance of benefits realisation

▪ Defining benefits (tangible and intangible)
▪ Managing benefits
▪ The benefits management and evaluation process
4. Critically review the role of partnerships in project management (Weighting 25%)
4.1 Review the role of partnerships in project management
▪ Role and use of partners
▪ Types of project partnerships
▪ Benefits and challenges of project partnerships
4.2 Critically discuss the characteristics of an effective project partnership

▪ Shared vision and mission
▪ Defined roles and responsibilities
▪ Partnership agreement
▪ Communication methods
▪ Shared resources
▪ Mutual benefits
▪ Leadership
4.3 Analyse how to monitor and manage project partnerships through to conclusion
▪ Models of partnership evaluation
▪ Managing conflict (Kilmann: Conflict Mode Instrument)
▪ Approaches to partnership termination, including early exit
Strategic HRM
Unit Type: Optional
Level: 6
Credits: 20
GLH: 50
The influences of wider external pressures and developments such as globalisation, technology, demographics
and shifting social expectations have all led to changes in the workplace. Workplaces are now more diverse with
traditional models of working and employment giving way to more flexible forms of organisation and operation.
There is an ongoing and increasing pressure for competitive edge and to maximise the value created by an
working practices. A range of research evidence has demonstrated the link between effective strategic human
resource management (SHRM) and organisational performance.
contribution at a strategic level. Evidence on the contribution afforded by a strategic approach on both
organisational and employee performance will be evaluated, identifying the features and benefits of adopting an
aligned and focused approach. The impact of this on the role, responsibilities and a range of HR practices,
including the acquisition, management and development of the human resource, will be considered.
The unit concludes with an exploration of the supporting and facilitating role played by HR in managing
organisational change as well as considering wider developments and trends which are likely to shape the
workplace and their impactions for the role of HRM functions and strategies in the future.
What
outcome).

1. Analyse the role and importance of
1.1 Assess the nature, aims and characteristics of a strategic
a strategic approach to HR
approach to people management in relation to organisational
management (Weighting 20%)
success
1.2 Critically analyse the concept of strategic alignment and its
implications on practice and delivery of SHRM
1.3 Critically analyse evidence on the link between HR practices and
organisational achievement
1.4 Evaluate the major theoretical approaches to SHRM
2. Assess the role of the HR function
2.1 Evaluate the factors impacting on the changing role of HR in
in providing frameworks and
organisations
practices to improve organisational
and employee performance 2.2 Assess the impact of perception and expectations on the delivery
(Weighting 20%) of, and contribution made by, SHRM
2.3 Assess the main frameworks and models developed to analyse
the role of the HR function
2.4 Analyse the suitability and implications of different structural
arrangements for HR service delivery across a range of
organisational contexts
3. Critically evaluate a range of HR
3.1 Analyse the process, content and issues associated with HR
strategy formations within
strategic formation
specified contexts (Weighting
20%) 3.2 Analyse the implications of contextual factors on the choice of
approaches to HR and HR strategies
4. Assess the appropriateness of a
4.1 Critically assess the role of HR in talent acquisition, development
range of HR strategies and their
management and retention
application within specified
organisational contexts (Weighting 4.2 Critically assess the concept of HR development (HRD) and its
20%) relationship with organisational success
4.3 Evaluate the approaches to managing employee relations and the
factors influencing different choices
4.4 Appraise the contribution of HR strategies in managing
organisational performance
4.5 Appraise the role of HR in promoting and facilitating successful
organisational change
5. Critically evaluate contemporary

5.1 Review and evaluate contemporary research and debates
perspectives and debates on
SHRM in order to develop insights 5.2 Analyse a range of contemporary issues affecting the practice of
into the changing nature of the SHRM, justifying potential solutions and approaches
profession (Weighting 20%)
Capabilities
qualifications have been designed to develop your

Element 1 - The emergence Ability to align HR strategies and approaches with, and in support of,
of a strategic dimension to organisational direction and business strategy
people management
Ability to evaluate and make recommendations for improvements to
functional performance, selecting appropriate forms of measurement
Critical understanding of different perspectives and approaches to the
delivery of SHRM which can be applied in context
Strategic thinking, reasoned judgements, recommending improvements, analysis
Element 2 - The global Ability to promote ethical approaches to work and management of
context of SHRM employees within the workplace
Ability to manage ethical issues to protect the organisation s reputation and
respect its obligations
Appreciation of the wider contextual influences affecting the delivery of
SHRM within a global context
Ability to scan the wider labour market (locally, nationally and internationally)
in order to proactively inform the development of HR strategies
Ability to communicate and manage effectively and sensitively in a cross
cultural context
Adoption of ethical practices, managing people, external and internal analysis,
communication, cross-cultural sensitivity
Element 3 - Developing and Ability to develop appropriate HR strategies in support of organisational
implementing HR strategies goals
Ability to maintain a strategic perspective when identifying HR solutions
within the organisation
Ability to communicate proposals clearly and with reason
Strategy development, critical thinking, analysis, problem-solving, decision-making,
leadership and management, communication, persuasion, accuracy
Element 4 - The use and Ability to contribute to the shaping of organisational practice and strategies
application of a range of HR Ability to develop appropriate approaches to improve employee and
strategies to improve organisational performance
employee and organisational Strategic thinking, analysis, improving employee and organisational performance,
performance leadership and management
Element 5 - Contemporary Awareness of current trends, challenges and best practice in the wider HR
issues affecting SHRM field and ability to selectively draw upon research and evidence in furthering
own and organisational HR practice
Ability to adopt an inquiring mindset in keeping abreast of trends and
debates
Critical thinking and debate, awareness of current trends and issues, best practice,
gathering and interpreting research data
Localisation
Managing HR takes place not just within an organisational context (where forms of ownership, business strategy,
culture and expectations will all impact) but must also work within the confines of any legal requirements (which
will vary from country to country) as well as operating within cultural and social expectations of the country based
in. Learners are expected to consider the application and suitability of wider trends and practices to their own
settings and should be able to support their reasons for either adoptions, alteration or rejection of practices
based upon situational factors and organisational strategy
Learners should take into account the following when preparing for their assessment:
▪ The structure, culture, size, vision and mission of the organisation they are working for
▪ The local culture and how this impacts on employee and stakeholder expectations
▪ Availability of resources
▪ Feasibility and suitability of practices within their specific setting.
Indicative Content
1. Analyse the role and importance of a strategic approach to HR management

(Weighting 20%)
1.1 Assess the nature, aims and characteristics of a strategic approach to people management in relation to
organisational success
▪ The concept of strategy: strategic intent, strategic capabilities and competitive advantage; assessing the
implications for the HR function of each of these
▪ Developments in SHRM and definitions: to include those focused on differences between personal
management, HRM and SHRM and those which focus on SHRM as a concept linking management and
deployment of individuals
▪ Features, aims and characteristics of SHRM and how each impact on organisational success.
- Features including planning and focus on longer-term, matching activities to strategies, the concept of a
resource to be managed for competitive advantage
- Characteristics: hard vs soft HRM (Storey 1989), integrated process (Walker 1992)
- Aims: contribution to organisational success, focus on longer term, balancing of hard and soft elements
1.2 Critically analyse the concept of strategic alignment and its implications on practice and delivery of SHRM
▪ Relationship with strategy and competitive advantage: types of strategy, approaches to strategy,
evaluation of role of vision and mission (all applied with the HR context)
▪ Vertical and horizontal alignment of HR and organisational strategy: meaning and process, benefits of,
impact on HR activities and focus, conflicts
▪ Fit with business strategy and implications/issues associated with different business strategies
▪ Linking HR with competitive strategies (Porter 1985), Schuler and Jackson (1987) Miles and Snow (1978)
1.3 Critically analyse evidence on the link between HR practices and organisational achievement
▪ Evidence of link between HR and organisational achievement (research evidence including Huselid 1995,
West et al 2002, Purcell 2003)
▪ Measuring the strategic contribution and value of SHRM, approaches including balanced scorecard
(Kaplan and Norton 1988) and benchmarking, practicalities of measuring (what and how to measures),
applicability to different settings
▪ Human capital management and reporting: drivers for, benefits, barriers to, impact on HR practices and
approaches
1.4 Evaluate the major theoretical approaches to SHRM

▪ Models: u
champion model (1997) and updated model (2005), resource-based view of the firm (Barney 1991)
▪ Benefits and critiques of each application
2. Assess the role of the HR function in providing frameworks and practices to
improve organisational and employee performance (Weighting 20%)
2.1 Evaluate the factors impacting on the changing role of HR in organisations
▪ Historical trends and influences (evolution) of HR as a response to environmental changes and
expectations
▪ Impact of the changing nature of work and the workforce
▪ Differences between personnel, HRM and SHRM
2.2 Assess the impact of perception and expectations on the delivery of, and contribution made by, SHRM
▪ Stakeholder interests and expectations: shareholders, managers, employees, employee organisations,
government
▪ Balancing tensions in the delivery of HR
2.3 Assess the main frameworks and models developed to analyse the role of the HR function
▪ HR innovator model building site
model tactical/strategic model
2.4 Analyse the suitability and implications of different structural arrangements for HR service delivery across a
range of organisational contexts
▪ Structural choices: three-legged functional design (Ulrich 1997), functional, geographical, embedded or
hybrid models; implications of each model, in terms of where responsibilities for HR lie, how HR is
delivered, suitability to different organisations, barriers
▪ Advantages and disadvantages of outsourcing all or aspects of HR, working with an outsourced provider
▪ Role of senior management / board of directors
3. Critically evaluate a range of HR strategy formations within specified contexts

(Weighting 20%)
3.1 Analyse the process, content and issues associated with HR strategic formation
▪ Defining HR strategy
▪ Levels of HRM systems (Becker and Gerhart 1996): system architecture, policy alternatives and practices
▪ HR strategy content; influences of context and organisational imperatives, links with strategies of
competitive advantage (Porter); importance of horizontal alignment and internal consistency; employment
modes (Lepak and Snell 1999): commitment-based HR, productivity-based HR, compliance-based HR
and collaborative-based HR
▪ HR strategy process: how strategy is developed, who is involved
▪ HR strategy implementation: the role of line managers, ensuring fit (Gratton and Truss 2003 three-
dimensional people model)
3.2 Analyse the implications of contextual factors on the choice of approaches to HR and HR strategies
▪ Situational factors e.g. characteristics of local workforce and labour market, organisational culture and
social context and their impact on the delivery of SHRM and the achievement of its objectives
▪ The forces shaping the HR agenda both internally and externally and how these impact on choices made
▪ The implications of organisation structure on HR strategy and practice
4. Assess the appropriateness of a range of HR strategies and their application
within specified organisational contexts (Weighting 20%)
4.1 Critically assess the role of HR in talent acquisition, development management and retention
▪ Resourcing strategies: HR planning, retention and talent management; contribution, best practice
▪ Concepts of employer of choice, employer branding (Price 2004) and employee value propositions (EVP);
characteristics of each, practices associated with, benefits and issues
4.2 Critically assess the concept of HR development (HRD) and its relationship with organisational success
▪ Defining HRD, its contribution to SHRM and components
▪ Organisational development vs individual development, knowledge management
▪ Organisational learning: aims, process and principles (Harsin 1997, learning culture/organisation (Senge
1990), principles of a learning organisation
4.3 Evaluate the approaches to managing employee relations and the factors influencing different choices
▪ Aims and objectives of employee relations
▪ Perspectives on the employment relationship and their associated implications for HR approach and
practice: unitarism vs pluralism (Fox 1974), collectivism vs individualism (Purcell and Ahlstrand 1994)
▪ Employee involvement and participation strategies including employee voice strategies
▪ Employee engagement: meaning of and types of engagement (intellectual, affective, social; Alfes 2010)
benefits, drivers of engagement, implications for HR
4.4 Appraise the contribution of HR strategies in managing organisational performance

▪ Performance management: definition and purpose, scope, process and approaches
▪ Strategies for improving performance at organisational, team and individual levels; maintenance,
development or transformational
▪ Culture management
4.5 Appraise the role of HR in promoting and facilitating successful organisational change
▪ Types of change: organisational, transformational, incremental
▪ HR roles in change: Alfes et al (2010) model of HR roles in managing change, manging individual
responses (DREC cycle) communication during change, managing contractual and political issues
5. Critically evaluate contemporary perspectives and debates on SHRM in order to

develop insights into the changing nature of the profession (Weighting 20%)
5.1 Review and evaluate contemporary research and debates
▪ E.g. recent developments in professional body research and trends in a local context
5.2 Analyse a range of contemporary issues affecting the practice of SHRM, justifying potential solutions and
approaches
▪ E.g. diversity and cultural management / equal opportunities, downsizing, mergers and acquisitions (M+A)
and its strategic implications, work-life balance
Organisational Design,
Development and Performance
Unit Type: Optional
Level: 6
Credits: 20
GLH: 50
An organisation is a group of people working together to achieve specific goals. The way an organisation is
designed, and then the way it develops to address the challenges it faces, helps to determine whether the
organisation will be successful. In this unit, the focus is on understanding the different ways that organisations
design the process of organisational development and the link between this and organisational performance.
On completion of this unit, you will be able to analyse and evaluate the theoretical bases of organisational design,
and decide on the appropriate design for different organisations. You will be able to reflect on the impact of the
organisational design on the individual employee and report on any needs to develop and change the
organisation.
You will be able to analyse and predict the need to make interventions to develop organisations. You will
understand the process of identifying problems that have occurred in the design of an organisation, and solving
those problems. You will be equipped with the skills required to manage change processes, and you will be able
to critically reflect on the outcome of an organisation intervention resulting in change.
Furthermore, you will be able to synthesise the design and development of an organisation with the overall
performance outcomes. In doing this, you will define success of the organisation and reflect on any barriers that
occur in achieving that success.
What
outcome).

1. Critically evaluate the concept of 1.1 Analyse the theoretical basis of organisational design
organisational design to evaluate the
1.2 Compare and contrast models and tools used to manage the
performance of the organisation
organisational design process
(Weighting 20%)
1.3 Critically evaluate the different structures used in an organisation
2. Analyse the impact of external and 2.1 Analyse the impact of external factors on the success of the
internal factors on organisational organisation
performance (Weighting 20%)
2.2 Analyse the impact of internal factors on the success of the
organisation
2.3 Analyse the influence of external and internal factors on the
design of the organisation
3. Critically evaluate the theoretical and 3.1 Evaluate the theoretical basis of organisational development
practical basis of organisational
3.2 Analyse the process of organisational development
development to allow development
of appropriate strategies (Weighting 3.3 Appraise the role of the employee in effective organisational
20%) development
4. Critically assess the success of an 4.1 Critically discuss the concept of success in an organisation
organisation by defining acceptable
4.2 Critically review models of organisational change
and excellent performance
(Weighting 20%) 4.3 Analyse the link between management of change and successful
performance of an organisation
5. Compare and contrast strategies of 5.1 Justify the implementation of strategies to improve organisational
organisational development to performance
achieve successful organisational
5.2 Assess the impact of development strategies on the success of
performance (Weighting 20%)
the organisation
Capabilities

Element 1 - Organisational Critical understanding of the basis for organisational design and why it is
design important to successful business organisations
Knowledge of tools used to manage the design process
Knowledge of different organisational structures
Critical thinking, organisational design, processes
Element 2 - External and Ability to analyse the internal and external environment to identify different
internal factors and their factors and the impact they have on the organisation and why those impacts
impact on the organisation occur
Internal and external analysis, critical thinking, environmental scanning and stakeholder
mapping, management styles
Element 3 - Organisational Critical understanding of the theoretical basis for organisational development
development and an ability to apply theory to practical situations
Understanding of the organisational development process
Critical thinking, principles of organisational development, stakeholder management
Element 4 - Defining Critical understanding of the concept of success as a basis for achieving
successful performance of success in reality
the organisation and Ability to identify and implement organisational performance indicators and use
managing change techniques such as balanced scorecard and target setting
Ability to manage change and resistance to change, understanding the
different theoretical models of change
Critical thinking, organisational performance, target setting, use of tools and models,
change management
Element 5 - Implementing The ability to lead on organisational development activities, taking a strategic
successful organisational role
development strategies Strategic leadership, strategy development and implementation, objective setting,
continuous improvement, communications, stakeholder buy-in, evaluating strategy
impact
Localisation
You need to think about the different types of organisation in different countries, and hence the different design
issues that might apply.
Indicative Content
1. Critically evaluate the concept of organisational design to evaluate the

performance of the organisation (Weighting 20%)
1.1 Analyse the theoretical basis of organisational design
▪ Design theory: specifically scientific management, systems theory and complexity theory
▪ The nature of the organisation: the strategy, processes and systems
1.2 Compare and contrast models and tools used to manage the organisational design process
▪ Organisational design models and tools including: Galbraith 5 Star Model, McKinsey 7S model, Burke-
Litwin Causal model
▪ Physical aspects of organisational design: health and safety, environment, well-being
▪ Psychological aspects of organisational design: engagement, skill, communication, employee
relationships
1.3 Critically evaluate the different structures used in an organisation

▪ Different organisational structures: formal and informal, hierarchical, flat
▪ Different ways of structuring an organisation: divisional, functional, matrix, network, cluster
▪ Virtual organisations
2. Analyse the impact of external and internal factors on organisational performance

(Weighting 20%)
2.1 Analyse the impact of external factors on the success of the organisation
▪ External factors: explored using the PESTLE framework, looking at the impact of the different factors on
the success of the organisation (political, economic, social, technical, legal, environmental)
▪ Methods of understanding the external environment, for example environmental scanning and stakeholder
mapping
▪ The impact of external factors on decisions made about organisational design
▪ The need for organisations to be adaptable to respond to external factors
2.2 Analyse the impact of internal factors on the success of the organisation
▪ Internal factors: explored using the prioritised SWOT framework (strengths, weaknesses, opportunities,
threats)
▪ Culture: specifically looking at power culture, role culture, task culture, person culture, and the impact on
the success of the organisation
2.3 Analyse the influence of external and internal factors on the design of the organisation
▪ Different styles of management (e.g. autocratic, democratic, laissez-faire) and the impact on
organisational design
▪ The link between HR policies and procedures and successful organisational design
3. Critically evaluate the theoretical and practical basis of organisational
development to allow development of appropriate strategies (Weighting 20%)
3.1 Evaluate the theoretical basis of organisational development
▪ Theories of organisational design: behavioural science, social psychology, motivational theories, systems
theory, learning theory
▪ Organisational development principles: humanistic, democratic, client-centred
▪ Closed and open systems
3.2 Analyse the process of organisational development

▪ The stakeholders in the organisation and their role and intervention in organisational development
▪ The phases of organisational development: evaluation, diagnosis, intervention, evaluation
3.3 Appraise the role of the employee in effective organisational development

▪ Different roles of employees, for example leader, adviser, challenger, resource investigator, implementer
▪ Competencies required to achieve effective organisational development, for example finance skills, IT
skills, data analysis
4. Critically assess the success of an organisation by defining acceptable and

excellent performance (Weighting 20%)
4.1 Critically discuss the concept of success in an organisation

▪ Defining success: different focus in different sectors (e.g. voluntary sector does not have the success
criteria of profitability)
▪ Key performance indicators (e.g. financial measures, people-related measures such as absenteeism and
employee turnover)
▪ Use of techniques such as the balanced scorecard
▪ The process of target setting
4.2 Critically review models of organisational change

▪
▪ The impact of diversity on change
▪ Managing resistance to change
4.3 Analyse the link between management of change and successful performance of an organisation
▪ The role of action learning, with particular reference to the work of Revans
▪ The impact of strategy, culture and leadership on the definition of success
▪ The impact of ethics on decision-making in the change process
5. Compare and contrast strategies of organisational development to achieve
successful organisational performance (Weighting 20%)
5.1 Justify the implementation of strategies to improve organisational performance
▪ Identifying business objectives and linking development strategies to the business objectives
▪ The process of developing a strategy
▪ Comparison between ongoing continuous improvement and specific organisational development
strategies
▪ The use of continuous improvement approaches, such as Kaizen
5.2 Assess the impact of development strategies on the success of the organisation
▪ Communicating an organisational development strategy to the organisation
▪ Seeking commitment of key stakeholders
▪ Methods to evaluate the impact of an organisational development strategy
Contemporary Developments
in Global HRM
Unit Type: Optional
Level: 6
Credits: 20
GLH: 50
This unit focuses on developments in this global context of HRM. You will explore existing and emerging models
of HRM and will consider the impact of the global environment on these models including international policy, law
and regulation.
You will also consider the concept of globalisation and its effect upon international management practices. You
will evaluate trends in demography, social and technological changes and the way in which these shape and
influence HR strategies and practices in rising to both challenges and opportunities. This is an opportunity to
consider the future trends of globalisation and their impact upon the world of work and the HR function.
You will utilise your understanding of HRM in an international context to explore the challenges involved in cross-
border managing an international HR function including the consideration for staff working across international
boundaries.
Furthermore, you will understand the tools and techniques required to develop high performing, integrated cross-
cultural teams.
The unit will end with a consideration of the emerging trends in a global context; recent events such as Brexit and
mass migration in the world indicate radical political and economic changes in the future and there will be debate
on how this affects HRM.
What
outcome).

1. Critically analyse the concept of 1.1 Critically analyse the concept of globalisation and consider
globalisation and its effect on the economic globalisation within the context of cultural, social,
internationalisation of management political and technological change
(Weighting 20%)
1.2 Analyse the main aspects of globalisation and its implications
for international management
1.3 Critically examine the different levels of analysis for
understanding management action in multinational companies
2. Critically evaluate international 2.1 Evaluate the nature of the transnational strategy and structure
strategy and organisational structure and the challenges of putting it into practice
in international companies (Weighting
2.2 Evaluate the political dimension to cross-border mergers and
20%)
acquisitions
3. Critically appraise the challenges 3.1 Critically examine the features of a host environment that
involved in managing an international require practices to be tailored to fit local conditions
HR function and transnational workers
3.2 Appraise the possible ways in which practices may operate
(Weighting 20%)
within and across a multinational corporation (MNC)
3.3 Analyse the benefits and challenges facing a transnational
worker
4. Critically discuss the process of 4.1 Critically review cross-cultural models

integrating cross-cultural teams
4.2 Critically review cross-cultural integration processes
(Weighting 20%)
5. Apply existing and emerging models 5.1 Evaluate globalisation and aligning HR strategy and plans
of HRM within a global context and
5.2 Analyse globalisations innovative and best practices
consider the influence of international
policy, law and regulation (Weighting 5.3 Assessing the challenges for HRM in the global world
20%)
Capabilities
Below is an overview of the behaviours, skills and attitudes that you will develop through this unit include:

Element 1 - Globalisation Critical understanding of the concept of globalisation and the subsequent
and internationalisation of impact on the internationalisation of management
management Critical thinking, global strategy, leadership and management, awareness of
contemporary issues
Element 2 - International Ability to evaluate strategic intentions of organisations and the challenges
strategic intentions involved in cross border mergers and acquisitions
Critical thinking, global strategy, problem-solving, political and cultural considerations
Element 3 - Managing Ability to analyse the challenges of managing internationally and critically reflect
internationally upon their own managerial skills to operate in multinational companies
Reflection and self-development, leadership and management, cultural
considerations, environmental scanning and analysis, ethical issues
Element 4 - Integrating Ability to identify the potential issues in cross-cultural teams and to suggest
cross-cultural teams resolutions through appropriate cross-cultural models and integration
processes
Cross-cultural management, cultural sensitivity, leadership and management
Element 5 - Emerging HRM Ability to synthesise a variety of trends in current political/economic theory to
models within global context establish emerging HRM models in a complex global context
Critical thinking, analysis, problem-solving, decision-making, strategic leadership and
management, awareness of new and emerging HRM models
Localisation
This unit is intended to review global issues and their impact upon organisations wishing to operate internationally;
therefore, you will be required to consider global issues and challenges affecting organisations and the role of HR
in supporting cross national business activity. However, you may be required to consider some of the issues
such as legal requirements and cultural environment and how these would support or limit internationalisation.
▪ Local cultural influences and how these affect cross-cultural team working
Indicative Content
1. Critically analyse the concept of globalisation and its effect on the

internationalisation of management (Weighting 20%)
1.1 Critically analyse the concept of globalisation and consider economic globalisation within the context of
cultural, social, political and technological change
▪ Definition of the term globalisation and the areas in which it operates i.e. communications, markets,
production, finance, currency, organisations, ecology and consciousness
▪ Examination of technological, psychological, political and economic change and the impact upon
organisations as a result of globalisation
▪ Examination of the criticisms of globalisation including social and economic factors e.g. increase in social
tensions and inequalities, lack of class mobility, homogeneity of culture
▪ Role of International Monetary Fund (IMF), world bank and other transnational institutions
1.2 Analyse the main aspects of globalisation and its implications for international management
▪ Developments in economic globalisation
▪ Convergence and divergence of national, regional and global trends in HRM
▪ Globalisation and changes in national business systems
1.3 Critically examine the different levels of analysis for understanding management action in multinational
companies
▪ Globalisation effect upon management action and working with and in complex situations
▪ Practices of managers within MNCs
▪ Managerial skills in operating within international, regional and local environments
▪ Ethical issues that surround international HRM
2. Critically evaluate international strategy and organisational structure in

international companies (Weighting 20%)
2.1 Evaluate the nature of the transnational strategy and structure and the challenges of putting it into practice
▪ The forces on managers in international firms: Bartlett and Ghoshal (1998)
▪ Forms that organisations take to achieve its international strategy: multinationals, global, international,
transnational
2.2 Evaluate the political dimension to cross border mergers and acquisitions
▪ The importance of organisational politics in multinational companies (MNCs)
▪ Challenges to mergers and acquisitions: due diligence, human capital audits
▪ Stakeholder analysis and their political influences within different scenarios: cost cutting, appointment of
senior teams, restructuring
3. Critically appraise the challenges involved in managing an international HR
function and transnational workers (Weighing 20%)
3.1 Critically examine the features of a host environment that require practices to be tailored to fit local conditions
▪ The legal, institutional and cultural influences: local custom and practice
▪ Organisational infrastructure and employee readiness to change: business systems, employee skills and
attitude
3.2 Appraise the possible ways in which practices may operate within and across a multinational corporation
(MNC)
▪ The process of diffusion and organisational readiness for change
▪ Formal and informal ways of influencing behaviour: international assignments, developing a corporate
culture
3.3 Analyse the benefits and challenges facing a transnational worker

▪ Career management practices: selecting and training transnational managers
▪ Transnational challenges: travel and burnout, cultural and ethical sensitivity, legislation and language
abilities
4. Critically discuss the process of integrating cross-cultural teams (Weighting 20%)

4.1 Critically review cross-cultural models
▪ Critically review cross cultural models:
Trompenaars (1993) model of national differences, Lewis model (1996)
4.2 Critically review cross-cultural integration processes

▪ Developing similar organisational cultures: the role of HR and HRM in preventing culture clash
▪ Developing cross-cultural communications: cross-cultural communication strategy, communication in
developing norms and values, communication technology
▪ Developing cross-cultural collaboration and innovation practices: knowledge management practices,
employee voice, recognition and reward practices
5. Apply existing and emerging models of HRM within a global context and
consider the influence of international policy, law and regulation (Weighting 20%)
5.1 Evaluate globalisation and aligning HR strategy and plans
▪ Top-down process vs bottom-up processing and emergent processes as a result of complexity and
change within global markets: the alignment of HR strategy in a global context or bottom-up processing
based on local markets top-down models include Quinn (1980), Mintzberg (1987), vs emergent
strategies (Lynch, 1997) and living strategies (Stern, 2009)
5.2 Analyse globalisations innovative and best practices

▪ Evaluating organisational models as a strategy for diagnosis and interventions: traditional and
7S model (Waterman, 1980) vs dynamic models of organisational design (Burke and Litwin, 1992) and
ecological models of organisation design (McMillan, 2000) and (Ulieru et al, 2002)
▪ Innovation and best practices such as global partnering, global process technology, world class
manufacturing solutions
5.3 Assessing the challenges for HRM in the global world

▪ Economic growth and disturbance in the world: Brexit, migration
▪ Gen X, Y and Z changing global landscape and its impact upon HRM strategy
▪ Growth of technology in relation to HR systems and operating globally, training and development, working
practices etc.
Strategic Marketing
Unit Type: Optional
Level: 6
Credits: 20
GLH: 50
In today s increasingly dynamic and complex global environment, strategic marketing is an essential management
and leadership competence to guide senior management in making business decisions. This unit will illustrate the
scope of marketing strategy and how it fits in with the wider corporate and business strategy of an organisation,
including building sustainable competitive advantage and long-term shareholder value.
The purpose of this unit is to evaluate the role of strategic marketing as a function of an organisation, and how it
interrelates with other functions, and to determine its impact in terms of how a marketing philosophy can inform
corporate strategy. The unit will also focus on how marketing performs an operational role in achieving corporate
objectives.
The unit will give you a strategic perspective of marketing management with respect to the analysis, planning,
implementation and control of marketing activities, including the use of metrics to measure, monitor and improve
performance in addition to their role within strategic decision-making.
Given the global nature of business, this unit will also promote a critical understanding of the marketing
challenges faced by firms attempting to develop and grow in international markets and the means by which
corporate marketing strategies can be deployed in the search for sustainable competitive advantage.
What
outcome).

1. Critically evaluate the factors that underpin 1.1 Evaluate the ideas underpinning a market orientation
marketing as a key strategic factor in approach and the marketing concept
organisational performance (Weighting 20%)
1.2 Appraise the characteristics of market-driven strategies
2. Critically review relevant marketing theories, 2.1 Recommend methods to analyse the macro-environment
conceptual models and frameworks in the and develop a strategic vision
development of marketing strategies,
2.2 Critically evaluate the role of market segmentation and
including international marketing strategy
competitive positioning
(Weighting 30%)
3. Develop implementation plans and 3.1 Appraise the nature of control and critically evaluate
management control mechanisms to different approaches to the control process
support a marketing strategy (Weighting
3.2 Critically evaluate the importance of implementation as
15%)
part of the overall process of planning and control and
assess the problems in implementing marketing plans
4. Justify, using evidence, the application of 4.1 Appraise the use of organisational resources in achieving
marketing within an organisational context in sustainable competitive advantage
relation to the goal of enhancing long-term
4.2 Critically analyse different approaches in implementing
shareholder value (Weighting 15%)
the marketing plan
5. Evaluate a range of resources to 5.1 Analyse the implementation challenges present in

understand and resolve organisational strategic marketing
marketing related problems (Weighting
5.2 Evaluate future trends and challenges for the future of
20%)
strategic marketing
Capabilities
Alongside academic learning

Element 1 - Understanding Critical understanding of the role of strategic marketing in the achievement of
market-led strategic business objectives and organisational success
management Commercial awareness, cultural awareness, globalisation
Element 2 - Designing Ability to analyse the macro environment to support the development of a
market-driven strategies strategic vision
Ability to carry out market segmentation and competitive positioning activities
at a strategic level
Leadership, managerial capacity, decision-making, communication, project planning,
strategy development, objective setting, use and analysis of data
Element 3 - Measuring the Ability to measure the impact of a marketing strategy based on the
impact of marketing strategy implementation of planning and controls
Planning and objective setting, milestones, monitoring and control
Element 4 - Creating Ability to justify the use of marketing as a strategic activity with the aim of
sustainable competitive achieving sustainable competitive advantage
advantage Ability to analyse and select appropriate approaches to implementing the
marketing plan
Judgement, ability to synthesise complex data, risk management, persuasion and
negotiation
Element 5 - Implementing Ability to identify challenges to the implementation of a marketing strategy and
the strategy to the future of strategic marketing
Communicate business solutions and the thinking underlying them, in verbal and
written form
Localisation
The learning outcomes give you a strategic perspective of marketing management with respect to the analysis,
planning, implementation and control of marketing activities within your own local organisations and local
business environment.
You should therefore take into account the following when preparing for your assessment:
▪ The structure and nature of the organisation you work within and how this is changing with emerging business
practices
▪ The influence of local culture and socialisation on business norms
▪ Local employment rules, regulations and legislation
▪ The availability of technology and internet speeds to facilitate collaborative working using technology
Indicative Content
1. Critically evaluate the factors that underpin marketing as a key strategic factor in
organisational performance (Weighting 20%)
1.1 Evaluate the ideas underpinning a market orientation approach and the marketing concept
▪ Principles of strategic marketing: definitions of marketing, identifying customer needs, defining target
market segments, creating differential advantage, the marketing mix (7Ps)
▪ Stakeholders and their influence on marketing strategy: understanding internal stakeholders, external
stakeholders, marketplace stakeholders, influences on an organisational mission statement and
▪ The role of marketing within strategic management and corporate objectives: the management process,
defining strategy, strategic analysis, strategic choice, strategic implementation
1.2 Appraise the characteristics of market-driven strategies

▪ Market-driven strategies: generic strategies; Porte - differentiation, focus, cost
leadership, strategies for market leaders, strategies for market nichers, strategies for market challengers,
marketing strategy
▪ Organisational capabilities
identifying the skills and collective learning within an organisation, organisational processes used to
deploy assets in marketplace, evaluating levels of investment available, identifying potential means to best
▪ Competitors: identifying who the main competitors are, assessing competitor strategies and identifying
which strategies are being pursued, evaluating competitor strengths and weaknesses, appraising how
competitors might develop over time
▪ Customers: identifying customer types, evaluating when, where and how they buy, evaluating how
current markets are segmented, assessing future segmentation options
▪ Drivers of competitiveness: Five Forces (1980), portfolio approaches, global focus
2. Critically review relevant marketing theories, conceptual models and frameworks

in the development of marketing strategies, including international marketing
2.1 Recommend methods to analyse the macro-environment and develop a strategic vision
▪ Developing a strategic vision and marketing objectives: mission statements, the link between vision,
strategy and values, vision and defining objectives
▪ The nature of corporate objectives: business scope, business orientation, business organisation, public
ween
corporate objectives and marketing objectives
▪ Marketing objectives: SMART objective criteria (specific, measurable, achievable, realistic, time-based)
▪ Establishing marketing objectives: Ansoff matrix for growth options
▪ Key competitor analysis: competitor benchmarking, the dimensions of competitor analysis; assessing
;u
analyse activities; t
▪ Sources of competitor information: media, advertising, technical reports, trade sources, customers
▪ Phases of competition and business cycle: seed, start-up, growth, established, expansion, decline, exit
▪ Analysing the macro-environment: PESTLE analysis (political, economic, social, technological, legal and
environmental factors
▪ International marketing strategies: international competitive environment, world trading environment, social
and cultural considerations in international marketing strategy, globalisation and alternative strategic
responses
▪ Global marketing strategy: standardisation vs
approaches, global strategic brand management
2.2 Critically evaluate the role of market segmentation and competitive positioning
▪ Markets and contemporary marketing strategies: key dimensions of marketing strategy; bases of
competitive advantage, target markets, product and service offering
▪ Marketing strategies and different strategic models: approaches to strategy formulation; the classical
approach, the evolutionary approach, the processual approach, the systemic approach; different
strategic options; generic strategies, overall cost leadership, differentiation, focus; competitive strategies;
build strategies, defensive strategies, divestment, harvesting strategies, holding strategies, niche
strategies and offensive strategies
▪ Competitive advantage: the concept of value and utilising the value chain concept to develop sustainable
competitive advantage
▪ Service and competitive advantage: SERVQUAL dimensions
▪ Market segmentation: the nature and purpose of segmentation: demographic segmentation, geographic
segmentation, behavioural segmentation, psychographic segmentation
▪ Competitive positioning: product positioning
▪ Strategic branding: identifying
concept
▪ Repositioning strategies: gradual repositioning, radical repositioning, innovative repositioning, zero
positioning
3. Develop implementation plans and management control mechanisms to support

a marketing strategy (Weighting 15%)
3.1 Appraise the nature of control and critically evaluate different approaches to the control process
▪ Management of risk: definitions of control, control concepts; open-loop control, closed-loop control,
feedback control
▪ Managing the process and marketing information systems (MIS): information and reporting, operational
systems and processes, technical facilities and organisational capabilities for evaluation
▪ Evaluation and control:
approach to control (1998), results controls, action controls, financial controls, behavioural factors (e.g.
short-termism)
▪ Performance assessment: criteria and metrics, audits, gaps and opportunities
3.2 Critically evaluate the importance of implementation as part of the overall process of planning and control and
assess the problems in implementing marketing plans
▪ Implementation processes: the importance of internal marketing
▪ Internal fit: function, structure and strategy
▪ Improving implementation: reasons for weak implementation, implementation capabilities, strategic
4. Justify, using evidence, the application of marketing within an organisational

context in relation to the goal of enhancing long-term shareholder value
(Weighting 15%)
4.1 Appraise the use of organisational resources in achieving sustainable competitive advantage
▪ Allocation of organisational resources
▪ Routes to achieving competitive advantage: creating customer value, uniqueness or scarcity, inimitability,
economies of scale, learning and experience effects, integration
▪ Differentiation: product differentiation, promotional differentiation, pricing differentiation, brand
differentiation
▪ Competitive strategies: market expansion, market share gain, market maintenance, market niche
strategies and focusing effort
▪ Value-chain analysis
4.2 Critically analyse different approaches in implementing the marketing plan

▪ Marketing mix: 4Ps (price, product, promotion, place)
▪ Product: product life cycle, diffusion of innovation
▪ Place:
▪ Promotion: communication tools, advertising, public relations, interactive and direct marketing, e-
marketing, sales promotion
▪ Pricing strategies: promotional pricing, loss leaders, perceived value pricing, competitor price levels,
going rate pricing
▪ People, processes, physical evidence: the extended marketing mix.
5. Evaluate a range of resources to understand and resolve organisational

marketing related problems (Weighting 20%)
5.1 Analyse the implementation challenges present in strategic marketing
▪ Marketing metrics including: loyalty/retention, customer numbers, customer satisfaction, market share,
esteem, complaints, awareness
▪ Performance gaps: the marketing organisation audit and marketing strategy audit; assessing the structural
capability of the organisation to implement the strategy to a developing environment; an evaluation of the
bjectives and strategy to determine their suitability to the current and forecasted
marketing environment
▪ Cost problems: the marketing productivity audit; the cost effectiveness of various levels of marketing
expenditure; the profitability of different aspects of the marketing programme
▪ Lack of adequate information: the role of marketing information systems; marketing systems audit; the
5.2 Evaluate future trends and challenges for the future of strategic marketing
▪ Trends in technology including breakthrough technologies, e-commerce, viral marketing, social media,
▪ Marketing strategy and new social values (corporate social responsibility)

▪ Changes in the business environment: the international context, globalisation, increasing pace of
economic change, increasing competitive pressures
▪ Organisational challenges and changes: new organisational structures, mergers, strategic alliances and
partnerships
▪ Customised positioning (one-to-one marketing)
Strategic Marketing Relationships
Unit Type: Optional
Level: 6
Credits: 20
GLH: 50
The overall aim of this unit is to encourage you to think about the relationships that companies have with their
long term, sustainable relationships with customers is key to organisational success and, given the increasing
use of online business models and consumer savviness of how to move between suppliers, the importance of
managing the customer experience has never been higher.
Given the strategic importance of such customer relationships, in this module you will develop knowledge and
skills in areas such as customer engagement, communication, relationship marketing acquisition, retention and
distribution, how customers buy and how to develop an effective customer relationship marketing system.
As such, this module will help you develop as a knowledgeable and effective strategic marketer or business
professional.
What
outcome).

1. Critically review relationship marketing 1.1 Critically review the development of relationship marketing
as a strategic marketing approach
1.2 Critically discuss the scope of relationship marketing
(Weighting 25%)
1.3 Evaluate the application of relationship marketing orientation
1.4 Compare and contrast the benefits of relationship marketing
with transactional marketing
2. Critically discuss changes in 2.1 Critically review the changes to how consumers buy
consumer behaviour due to
relationship marketing (Weighting
25%)
3. Critically review the differences 3.1 Appraise different relationship types and their nature and
between relationship marketing and properties, how relationships add value; contrast relationship
marketing relationships (Weighting marketing with marketing relationships
25%)
3.2 Critically review the importance of networks relevant to an
organisation
4. Critically discuss the place of 4.1 Evaluate and explain why relationship marketing is a strategic
relationship marketing in strategy approach to marketing
(Weighting 25%)
4.2 Evaluate relationship marketing planning and implementation
issues in strategic relationship marketing
Capabilities
Element of Learning Key Capabilities Developed

Element 1 - Relationship Ability to devise and sustain academic arguments within the field of relationship
marketing marketing
Critical thinking, personal responsibility and accountability, application of theories and
models, self-evaluation, stakeholder analysis
Element 2 - Relationship Critical understanding of how relationship marketing impacts buy/consumer
marketing and its impact behaviour
on buyer behaviour Decision-making, critical thinking, consumer insight
Element 3 - Marketing Ability to discuss the difference between marketing relationships and relationship
relationships marketing
Appreciation of the importance of networks
Critical thinking, different types of relationships, networking
Element 4 - Strategic Ability to justify the place of relationship marketing within the wider marketing
relationship marketing strategy
Ability to identify potential relationship marketing planning and implementation
issues
Critical understanding of strategic frameworks for customer relationships (CRM)
Critical thinking, self-management, communication, present information, ideas and data,
problem solving
Localisation
You should consider the following when preparing for your assessment:
▪ Use a local firm, a strategic business unit (SBU) of a multinational, a government department or non-profit
organisation
▪ Understand the nature of relationships is dependent in part on the organisation and its values
▪ Relationship marketing principles may not be adopted by all organisations
Indicative Content
1. Critically review relationship marketing as a strategic marketing approach

(Weighting 25%)
1.1 Critically review the development of relationship marketing
▪ The development of relationship marketing
▪ Globalisation trends
▪ Services marketing development
▪ Digital marketing developments
▪ Relational marketing non-western cultures
▪ B2B marketing
1.2 Critically discuss the scope of relationship marketing

▪ Different stakeholder groups from influencer, customer, referral, supplier, employee, internal markets
▪ Different schools of relationship marketing e.g. Nordic early 1980s, Cranfield 1991, Industrial Marketing
and Purchasing (IMP) e.g. Ford 2004, Interaction Approach,1982
▪ Networks: Relationships in Business Networks IMP Group, social networks
▪ Relationship marketing and holistic marketing orientations
1.3 Evaluate the application of relationship marketing orientation

▪ Trust online and offline
▪ Ten factors that affect whether people trust
▪ Bonding: concept and different types
▪ Communications and engagement
▪ Measurement of engagement
▪ Engagement software
▪ Values: shared, statements, culture
▪ Empathy
▪ Reciprocity
▪ Commitment
1.4 Compare and contrast the benefits of relationship marketing with transactional marketing
▪ Limits of transactional marketing
▪ Explain transactional marketing
▪ Benefits of relationship marketing: churn costs, added value with existing customers
▪ Explain relationship marketing
▪ Relevance of switching costs
2. Critically discuss changes in consumer behaviour due to relationship marketing
(Weighting 25%)
2.1 Critically review the changes to how consumers buy
▪ Purchase funnel (no longer applies) and new models (e.g. McKinsey, Forrester and Google detailed
below)
▪ AIDA
▪ Other hierarchy of effects models
▪ Influence of digital
▪ Consumer journey: move from linear to circular
▪ Importance of feedback influencing decisions
▪ Changes to evoked set premise
▪ Moments of truth
▪ ZMOT: zero moment of truth (Google)
▪ Impact on communication strategies (move to pull from push)
▪ Ladder of loyalty
3. Critically review the differences between relationship marketing and marketing

relationships (Weighting 25%)
3.1 Appraise different relationship types and their nature and properties, how relationships add value, contrast
relationship marketing with marketing relationships
▪ Difference between marketing relationships and relationship marketing
▪ Classification of exchange relationships: market-based, committed market exchange, domesticated
market exchange
▪ Categories of exchange relationships: supplier, lateral, buyer, internal
▪ Relationship matrix
▪ Nature of relationships: intimate, face to face, distant, no contact
▪ Relationship properties: Gummesson relationscape
▪ Strategic marketing relationships: integrated model of buyer seller relationships Wilson (1995)
▪ Strategic alliances: definition, need, motives, types, links to innovation
▪ Nature and scope of supplier interaction
3.2 Critically review the importance of networks relevant to an organisation

▪ Relationship networks: group influences on behaviour, social and personal networks, informal networks
▪ Types of relationship networks, including Guanxi, Boon Koon, Blat, Et Moone, Keiretsu
▪ SME networking
▪ Relationship value: exchange partners, costs and benefits
▪ Importance of relationships
4. Critically discuss the place of relationship marketing in strategy (Weighting 25%)
4.1 Evaluate and explain why relationship marketing is a strategic approach to marketing
▪ Creating value
▪ CRM as strategy
▪ Relationship marketing and strategy
▪ CRM processes
▪ CRM capabilities
▪ Customer value
▪ Definitions of CRM
▪ Categories of channels
▪ Multichannel integration
▪ Touchpoint
▪ Customer communication
▪ Performance assessment
▪ Operational, collaborative and analytical CRM
4.2 Evaluate relationship marketing planning and implementation issues in strategic relationship marketing
▪ Need for relationship marketing planning
▪ Relationship marketing planning frameworks
▪ Implementation issues in strategic relationship marketing
▪ CRM Implementation
▪ Implementation and strategy development
▪ Building foundations for implementation
▪ Implementation needs and partners
▪ Operational CRM
▪ CRM Systems and functions
▪ Importance of business outcomes
▪ Customer information and customer behaviour
▪ Supplier selection and evaluation
Digital Marketing Strategy
Unit Type: Optional
Level: 6
Credits: 20
GLH: 50
The marketing environment continues to develop at a meteoric pace, largely driven by customers who demand
always-on, superfast, intuitive, and more exciting brand experiences.
Market disruption is becoming the new normal, with the likes of M-Pesa, 4Afrika and The Nomanini enterprise
New mobile app technologies are enabling customers to experience reality without leaving their screens.
Pokémon Go, Google Cardboard and Samsung Gear have brought new and exciting capabilities in virtual reality.
The nternet of things is fast becoming the mainstream method of managing the home, with smart technology
built-in so that people no longer need to worry about stocking the fridge with their favourite products or finding the
remote TV control to programme Netflix.
The implication of this technology sea change for brands is that they now need to accelerate digital innovation
and seek dramatically new marketing strategies capable of keeping pace with the competition, whilst creating
authentic customer value. They must understand the new digital media landscape and how audiences like to
consume content so that they can harness the power of new channels, platforms and technologies.
In this unit, you will explore the principles of strategic digital marketing set in the context of the changing
behaviours of the contemporary customer. By the end of the module you will be able to critically evaluate digital
marketing strategies and understand how they can be created to drive innovation and ensure the business
survives and thrives in a digital world.
You will additionally assess how organisations of all types and in all markets, need to adopt an entrepreneurial
mindset and understand the imperative of digital transformation, and how organisations need to become digital
by default.
What
outcome).

1. Critically assess the significance of 1.1 Critically evaluate the digital environment and the opportunities it
digital marketing and innovation for provides in driving innovation
an organisation (Weighting 20%)
1.2 Assess how digital has changed marketing thinking
2. Analyse the changing nature of the 2.1 Determine the characteristics of digital customer buying
digital customer (Weighting 20%) behaviour in different markets, sectors and cultures
2.2 Analyse the different stages of customer digital adoption
2.3 Apply the principles of the digital customer decision journey
modelling
2.4 Justify an appropriate methodology for gathering customer
insights to inform the digital marketing strategy
3. Critically evaluate opportunities for 3.1 Develop a structured approach to examining the digital marketing
digital innovation by critically and innovation strategy
evaluating the marketing strategy for
3.2 Assess the elements of the digital marketing mix
a chosen organisation (Weighting
20%) 3.3 Evaluate the internal capabilities and resources of an organisation
3.4 Identify opportunities for a chosen organisation to innovate for
competitive advantage
3.5 Discuss methods for monitoring, measuring and managing the
digital marketing strategy
4. Critically assess how big data and 4.1 Critically evaluate the emergence of big data, its scope and
contemporary developments can be power to inform marketing strategies
used to drive digital marketing
4.2 Critically assess how big data is used to centralise and
synthesise consumer insights, forecast outcomes and evaluate
the effectiveness of the marketing strategy
4.3 Critically analyse the methods by which different organisations
capture and use data to justify the marketing strategy decisions
5. Justify the application of tools and 5.1 Critically assess the principles of agile marketing as an approach
techniques needed to successfully to delivering innovative digital marketing
implement the digital marketing
5.2 Critically evaluate the benefits of setting minimum variable
marketing (MVM) standards
Capabilities

Element 1 - Trends and Ability to assess the digital marketing environment and identify opportunities
changes in digital marketing for driving innovation
Analytical skills, analysis of models, critical reflection, ethical appreciation
Element 2 - Digital consumer Ability to recognise the changing behaviour of digital customer buying
buying behaviour behaviour and identify the stages of customer digital adoption
Ability to gather data for customer insights
Synthesis, planning, reflection, evaluation, analysis of models, critical reflection,
evaluation
Element 3 - Planning the Ability to identify and evaluate opportunities for digital innovation in relation to a
digital marketing strategy marketing strategy and gaining competitive advantage
Ability to monitor, manage and measure the effectiveness of the digital
marketing strategy
Critical thinking, problem solving, analytical skills, synthesis, planning, analysis of
models, information retrieval
Element 4 - The use of data Awareness of the impact of data on digital marketing strategy and the ability
in developing digital to identify how innovation can be driven by new developments
marketing strategies Knowledge of how big data can be used to increase the effectiveness of a
digital marketing strategy
Analytical, problem solving, planning, evaluation, reporting skills, mapping, analysis of
models, numeracy
Element 5 - New methods of Ability to justify the use of different tools and techniques for the successful
planning digital marketing implementation of a digital marketing strategy
strategy Critical thinking, analytical, problem solving, problem posing, evaluation, decision-
making, planning and implementing, reporting skills
Localisation
▪ National, regional and local media channels available
▪ demographic structure
▪ cultural characteristics affecting attitudes to brands and marketing
▪ The digital maturity of nations, regions and territories
▪ Specific retail channels and routes to market
▪ Specific legislation, codes of practice and regulations relating to marketing
▪ The structure of commerce and industry in the particular market
▪ Individual government attitudes to innovation and support for digital development
Indicative Content
1. Critically assess the significance of digital marketing and innovation for an

organisation (Weighting 20%)
1.1 Critically evaluate the digital environment and the opportunities it provides in driving innovation
▪ The fast pace of change in digital marketing and technology development
▪ Key digital developments available to an organisation including new channels in retail, communication and
media
▪ Key consumer trends that are influencing digital marketing strategies and innovation including social
media, mobile and personalisation (SoLoMo)
1.2 Assess how digital has changed marketing thinking

▪ Opportunities for competitive advantage created by digital transformation, innovation and market
disruption
▪ Digital impacts on the way that brands interact and engage with customers on an individual level
▪
2. Analyse the changing nature of the digital customer (Weighting 20%)

2.1 Determine the characteristics of digital customer buying behaviour in different markets, sectors and cultures
▪ The differences between online and offline customer buying behaviour and the implications for marketing
strategies
▪ The digital needs, wants and expectations of digital natives differ from those of digital immigrants
▪ Different digital buying behaviours of customers in B2B and B2C markets
▪ The impact of cultural background on customer buying behaviour
▪ Key trends and changes in customer buying behaviour and suggest how these will develop in the future
2.2 Describe and assess the different stages of customer digital adoption
▪
▪ Targeting marketing communications to reach customers depending the diffusion of innovations
▪ The influence of opinion leaders and change agents in the context of digital marketing strategy
2.3 Apply the principles of the digital customer decision journey modelling
▪ New models of the customer decision journ
(Kaushik 2016)
2.4 Justify an appropriate methodology for gathering customer insights to inform the digital marketing strategy.
▪ Popular methods used to generate qualitative and quantitative customer insights including Google
analytics, focus groups and empathy interviews
▪ The value of customer insights in making marketing strategy decisions involving understanding consumer
motivations, preferences, needs, wants and fears
3. Critically evaluate opportunities for digital innovation by critically evaluating the
marketing strategy for a chosen organisation (Weighting 20%)
3.1 Develop a structured approach to examining the digital marketing and innovation strategy
▪
3.2 Assess the elements of the digital marketing mix

▪
framework (2013)
3.3 Evaluate the internal capabilities and resources of an organisation

▪ Factors that influe
▪ The importance of digital transformation in driving innovation
▪ The causes of barriers and resistance that can prevent change within an organisation including corporate
culture, company structure, attitude to risk and the level of resources available
3.4 Identify opportunities for a chosen organisation to innovate for competitive advantage
▪ The benefits to the organisation of being able to use digital innovation to create new value for customers
▪ The principles of the consumer value including popular models such as the consumer value proposition
canvas (Osterwalder and Pigneur, 2004)
▪ Creating competitive advantage through new digital marketing methods, innovation and digital
transformation
▪ Innovative thinking and a different approach to the creative execution of digital marketing campaigns
including experiential marketing, virtual/augmented reality, interactive techniques and personalisation at
scale
3.5 Discuss methods for monitoring, measuring and managing the digital marketing strategy
▪ Setting meaningful key performance indicators (KPIs)
▪ Tracking and measuring marketing strategy effectiveness
▪ The importance of contemporary contingency planning in the context of the digital environment
4. Critically assess how big data and contemporary developments can be used to
drive digital marketing strategy (Weighting 20%)
4.1 Critically evaluate the emergence of big data, its scope and power to inform marketing strategies
▪ The terminology and the language of big data including the software, processes and systems such as
Hadoop, MapReduce and parallel processing
▪ The principles of big data and the scope of its value to marketers in helping to shape marketing strategies
by providing consumer behaviour, attitude, opinion and habit insights
▪ Big data strategies and traditional data analysis integration
4.2 Critically assess how big data is used to centralise and synthesise consumer insights, forecast outcomes
and evaluate the effectiveness of the marketing strategy
▪ Sources of big data including employees, consumers and machines such as electronic point-of-sale
(EPOS), CCTV and digital footprints
▪ Analysing big data to optimise marketing strategies including consumer engagement, retention and
loyalty, marketing performance and commercial outcomes
▪ The challenges that marketers face in gathering and analysing big data including understanding the type
of data to gather, the analytical tools needed and turning big data into meaningful insights
4.3 Critically analyse the methods by which different organisations capture and use data to justify the marketing
strategy decisions
▪ Methods of reporting marketing performance including brand share tracking, commercial returns on
marketing investment (MRoI), marketing attribution models and media channel effectiveness (reach, cost
quality analysis).
▪ Using big data for marketing mix modelling (MMM) and applying the principles of AB testing
▪ Local and global legislation, codes of practice and regulations that control the way organisations access
and use big data
5. Justify the application of tools and techniques needed to successfully implement

the digital marketing strategy (Weighting 20%)
5.1 Critically assess the principles of agile marketing as an approach to delivering innovative digital marketing
▪ The concept of Agile marketing involving accelerated marketing project development and test-and-learn
mentality
▪ The process of agile marketing including the principles of Scrum and Sprint marketing project
management
▪ The tactical nature of Agile marketing, its benefits and drawbacks including speed, responsiveness,
short-termism and accountability
5.2 Critically evaluate the benefits of setting minimum variable marketing (MVM) standards
▪ The concept of MVM and its links to the principles of minimal variable product (Reis 2009)
▪ The process of developing MVM activities and tactics including gathering research, continual testing and
feedback methods
Appendix A
Mapping of modules to QAA Benchmark Statement
(Business and Management - February 2015)
Undergraduate Knowledge Level 6
Policy/ Strategy
Communication
and Information
Responsibility
Development
Markets and
Innovation /
Technology
Operations
Customers
Information
Enterprise
Systems
Finance
People
Social
Module
Leading Strategic
Change ● ● ●
Business Strategy
and Decision-
making
● ● ● ● ● ●
Developing
International
Markets
● ● ● ● ● ●
Business Ethics
and Sustainability ● ● ● ●
Corporate
Finance ● ● ● ●
Strategic
Stakeholder
Relationships
● ● ● ● ● ●
Advanced Project
Management ● ● ●
Strategic HRM ● ● ● ●
Organisation
Design,
Development and ● ●
Performance
Contemporary
Developments in
Global HRM
● ● ● ● ● ●
Strategic
Marketing ● ●
Strategic
Marketing
Relationships
● ● ●
Digital Marketing
Strategy ● ● ● ● ●
Undergraduate Business and Management Skills Level 6
Problem solving /
Critical analysis
Management
Commercial
Networking
Innovation,
Numeracy
enterprise
Research
creativity,
Acumen
People
Module
Leading Strategic
Change ● ● ● ●
Business Strategy
and Decision-
making
● ● ● ● ●
Developing
International
Markets
● ● ● ●
Business Ethics
and Sustainability ● ● ● ●
Corporate
Finance ● ● ●
Strategic
Stakeholder
Relationships
● ● ● ● ● ●
Advanced Project
Management ● ● ● ● ● ●
Strategic HRM ● ● ●
Organisation
Design,
Development and ● ● ● ●
Performance
Contemporary
Developments in
Global HRM
● ● ●
Strategic
Marketing ● ● ● ●
Strategic
Marketing
Relationships
● ● ● ● ● ●
Digital Marketing
Strategy ● ● ● ●
Undergraduate - Generic Skills and Attributes Level 6
Self-management
range of cultures
Conceptual and
Communication
critical thinking
collaboratively
Self-reflection
Working with
Intelligence /
those from a
relationships
maintaining
information
Explaining
Emotional
Building/
Empathy
Work
Module
Leading Strategic
Change ● ● ● ● ● ● ● ● ●
Business Strategy
and Decision-
making
● ● ● ● ●
Developing
International
Markets
● ● ● ● ●
Business Ethics
and Sustainability ● ● ● ● ● ● ●
Corporate
Finance ● ● ● ● ●
Strategic
Stakeholder
Relationships
● ● ● ● ● ● ●
Advanced Project
Management ● ● ● ● ● ● ●
Strategic HRM ● ● ● ● ● ●
Organisation
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ABE L6 Diplomas PDF

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ABE L6 Diplomas PDF

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ABE Level 6 Diploma

ABE Level 6 Diploma

ABE Level 6 Diploma

Version 2.0 March 2018

ABE Diplomas are valued internationally because they are:

Affordable ABE is a not-for-profit organisation; as such we endeavour to keep costs to a

Recognised In addition to respected regulatory authorities, our qualifications are recognised by

About your qualification

ABE Level 4 ABE Level 5 ABE Level 6

ABE Level 6 Diploma in three pathways:

The objectives of the ABE Level 6 qualifications in Business are as follows:

ABE Level 6 Diploma in Business Management

Each of the ABE Level 6 Diplomas is worth 120 credits.

ABE Level 6 Diploma in Business Management

Core 6ULSC Leading Strategic Change 6 50 200 20 Assignment

Core 6UBSD Business Strategy and 6 50 200 20 Examination

Core 6UDIM Developing International 6 50 200 20 Examination

Core 6UBES Business Ethics and 6 50 200 20 Examination

Optional 6USSR Strategic Stakeholder 6 50 200 20 Assignment

Optional 6UCF Corporate Finance 6 50 200 20 Assignment

Optional 6UAPM Advanced Project 6 50 200 20 Assignment

Core 6ULSC Leading Strategic Change 6 50 200 20 Assignment

Core 6UBSD Business Strategy and 6 50 200 20 Examination

Core 6UDIM Developing International 6 50 200 20 Examination

Core 6UBES Business Ethics and 6 50 200 20 Examination

Optional 6USHR Strategic HRM 6 50 200 20 Assignment

Optional Organisational Design,

Optional 6UGHR Contemporary Developments 6 50 200 20 Assignment

ABE Level 6 Diploma in Business Management and Marketing

Core 6ULSC Leading Strategic Change 6 50 200 20 Assignment

Core 6UBSD Business Strategy and 6 50 200 20 Examination

Core 6UDIM Developing International 6 50 200 20 Examination

Core 6UBES Business Ethics and 6 50 200 20 Examination

Optional 6USM Strategic Marketing 6 50 200 20 Assignment

Optional 6USMR Strategy Marketing 6 50 200 20 Assignment

Optional 6UDMS Digital Marketing Strategy 6 50 200 20 Assignment

With this qualification

Will give you the skills you

you can progress to employment or to a higher level of study.

The purpose of benchmarkin

Please see Appendix A for the mapping detail.

Credits and Learning Hours

Total Qualification Time

use these credits towards progression to another qualification.

Suggested reading and resources for the qualification

The following qualification Units will be assessed using

Grade Grade Boundary

Distinction Distinction 70 100

Calculation of the qualification grade:

Pass 240 329

Merit 330 419

Distinction 420 600

Lack of awareness of Adequate awareness of Clear recognition of In-depth recognition of

Professionalism business acumen, innovation and professional practice

Lack of or limited Adequate awareness of Sound awareness of Clear evidence of

Critical evaluation, analysis and independent thinking

Lack of or limited Adequate level of Sound evidence of Clear and consistent

Poor or inappropriate Adequate standard of Good standard of Outstanding

Unit A unit is a component of the overall qualification, focusing on a particular topic or

Learning Outcomes Assessment Criteria

and strategic direction

2. Critically assess the drivers for, 2.1 Discuss

3.4 Evaluate methods of meeting stakeholder expectations or