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Module Guide
Contents
Page 1
Module Guide
1. Key Information
Module title: Business Analysis Project
Module Leader:
Module Tutors:
t.b.a
Campus / Building / Room:
Extension:
Email:
Website:
Cambridge / LAB322
http://cambridgemba.wordpress.com/bap
t.b.a.
Every module has a Module Definition Form (MDF) which is the officially validated record of the module.
You can access the MDF for this module in three ways via:
All modules delivered by Anglia Ruskin University at its main campuses in the UK and at Associate
Colleges throughout the UK and overseas are governed by the Academic Regulations. You can view
these at www.anglia.ac.uk/academicregs. An extract of the Academic Regulations, known as the
Assessment Regulations, is available at this website too (all new students will have received a printed
copy as part of their welcome pack).
In the unlikely event of any discrepancy between the Academic Regulations and any other publication,
including this module guide, the Academic Regulations, as the definitive document, take precedence
over all other publications and will be applied in all cases.
Module Guide
analysis.
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Module Guide
SKILL
Communication (oral)
Communication (written)
Commercial Awareness
Cultural sensitivity
Customer focus
Data Handling
Decision making
Enterprising
Flexibility
Initiative
Interpersonal Skills
Leadership/Management of others
Networking
Organisational adaptability
Project Management
Problem Solving and analytical skills
Responsibility
Team working
Time Management
Other
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
3. Attendance
Attending all your classes is very important and one of the best ways to help you succeed in this module.
In accordance with the Student Charter, you are expected to arrive on time and take an active part in all
your timetabled classes. If you are unable to attend a class for a valid reason (e.g.: illness), please
contact your Module Tutor.
Anglia Ruskin will closely monitor the attendance of all students and will contact you by e-mail if you
have been absent without notice for two weeks. Continued absence can result in various consequences
including the termination of your registration as you will be considered to have withdrawn from your
studies.
International students who are non-EEA nationals and in possession of entry clearance/leave to remain
as a student (Tier 4 student visa) are required to be in regular attendance at Anglia Ruskin. Failure to do
so is considered to be a breach of national immigration regulations. Failure to do so will have serious
implications for your immigration status in the UK. Anglia Ruskin, like all British Universities, is statutorily
obliged to inform UK Visa & Immigration (Home Office) of significant unauthorised absences by any
student visa holders.
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Module Guide
Intellectual,
practical, affective
and transferable
skills
Part
Lecture
Seminar/Workshop
Student-managed learning
Pre-module
Module introduction
purpose, direction and
outcomes.
Sources of information
Student presentations
(1)
formative, not assessed
Frameworks for
competitive advantage
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Module Guide
Drivers of globalisation
Spreadsheet modelling
computer room
Spreadsheet modelling
computer room
Student presentations
(2)
formative not assessed
progress check
Case study
e.g. Marks & Spencer
Case study:e.g. Low cost airlines
10
11
Investment appraisal
frameworks, NPV, IRR,
Decision tree analysis
Review
12
Student presentations
updated (not assessed,
formative)
Review
Application of academic
frameworks; modelling &
spread-sheeting figures
Workshop
It is valuable to be aware of the Key Performance Indicators that are employed in each market sector.
The traditional financial ratios are useful here, but do not give the full picture. Some sectors have very
specialised KPIs. How does your chosen organisation compare with your chosen benchmark
organisations in these key areas?
The module also requires an awareness of values and judgements in financial and other reporting. You
must interpret evidence from a number of different sources in order to give your judgement on
numerical data represented in the accounts.
The module requires you to test the outcomes of your recommendations using spreadsheet scenario
modelling. You should comment on the suitability, acceptability and feasibility of your
recommendations and integrate the figures derived from your scenario modelling in this section.
This module integrates learning from previous modules and is useful practice for your
dissertation.
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Module Guide
5. Assessment
NEW FOR 2014/15 EARLIER CLOSURE TIME for submission of work on deadline day:
The closure time for the submission of work the deadline date is 2pm (14:00 hours).
The assessment for this module consists of one element. Final submission dates for elements of
assessment vary.
Elemen
t
Type of assessment
010
Individual written
assignment
Word or
time
limit
3,000
Submission
method
TurnitinUK
GradeMark
TBC
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Module Guide
MOD001112
SID:
LO
s
a 1-4
Benchmark 1
Focus company:
Marking sheet
Benchmark 2
referencing
Weigh
t
10%
Wide research and reading - good bibliography and referencing - every piece of
information and all non-original work must be referenced to original author.
Information is not free, it is the intellectual property of the original author who must
be acknowledged
Do not describe analytical models. Sources: FT, Economist, HBR, quality
newspapers & journals, Mintel & Keynote market sector reports, Dunn &
Bradstreet , specialist journals. Be careful with online sources - DO NOT
download web-based material without referencing.
b 3
15%
Examine trends over 3 - 5 years:- e.g. sales, market share, profitability, cash,
debt, investment, p/e - and compare with key competitors. Use specific
Performance Indicators relevant to your chosen sector. Use only relevant financial
ratios (no need to examine all of them). WHAT ARE THE INDUSTRY-SPECIFIC
KPIs? Each sector has its own special KPIs. Interpret and discuss your findings IDENTIFY KEY ISSUES.
14
d 4
Analysis,
30%
Establish the context and background - apply models to the case. Examine the
market and competitors, operations and organisation. Interpret and discuss your
findings - IDENTIFY KEY ISSUES
APPLY theory & models to help you ANALYSE - do not DESCRIBE the theory
It is advisable to select one or maximum two theoretical models
e.g. PESTEL plus modified Porter 5 Forces works well.
e.g. the Balanced Scorecard / Strategy Map, with industry-specific KPIs, works
well
DO NOT use SWOT
10%
Remember to include this part. MBA people should be capable of seeing the
weaknesses as well as the strengths of conventional textbook wisdom and
concepts. For example, the traditional 5-forces model is out-of-date and we will
critique and update it.
e 14
14
g 14
Conclusions
10%
Conclusions must link strongly with the earlier parts of the report and pull
together your findings - do not introduce new evidence and thought here - no
surprises. Conclusions will restate the key issues that you have identified and
your major findings.
Recommendations must address these key issues and major findings. You are
writing to the CEO and advising on your favoured options for the future in terms of
costs, benefits (increased sales, profits etc), timescale and resource
implications for the organisation. You must model your recommendations in the
financial spreadsheet model in part (b); make some assumptions on costs, sales
etc and input these to the model; discuss and interpret the financial and other
outcomes of your recommendations in terms of acceptability, feasibility and
suitability.
Modelling
10%
15%
the outcomes.
TOTAL
100%
Overall:
raj/aibs/mba/BAP/Mark sheet/ jul2013
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Mark
Module Guide
Module Guide
When you click Upload, you then see a preview of your file. If you are happy it is the right file, click
Confirm to submit your work.
POINTS TO NOTE
1. The due date as seen in eVision is the official submission deadline. Any late work will NOT be
accepted and a mark of zero will be awarded for the assessment task in question. Do not leave it
until the last minute to submit your work the system becomes extremely busy and can be
slower during the period of the deadline.
2. Grademark final submission classes will become available 10 working days before the final
submission date. Be aware that work can only be submitted ONCE to these classes and cannot
be removed or changed.
3. All work submitted MUST be entitled by your Student ID number.
4. Any work handed in via the iCentre will NOT be marked.
5. The Originality Report is automatically generated by Turnitin on submitting work. A paper copy of
the originality report is not required.
6. The Originality Report will not be used to make assessment decisions unless concerns arise as
to poor academic practice, plagiarism, or collusion. The report may then be considered as part of
the normal investigatory procedures undertaken by the academic team and the Director of
Studies (again, please see Section 10 of the Assessment Regulations).
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Module Guide
7. Re-sits and extensions are also to be submitted via Turnitin. New Turnitin classes will be created
for re-sits.
8. Full details as on submitting to Turnitin, the Originality Report, and a FAQs list, can be located on
the module VLE. If you have experience submission difficulties, please email: LAIBS-GrademarkSupport@anglia.ac.uk Furthermore, there is a support VLE site
(https://vle.anglia.ac.uk/sites/LTA/Grademark/Content/Home.aspx) there are links to videos to
show you how to submit your work and to view your feedback.
All coursework assignments and other forms of assessment must be submitted by the published
deadline which is detailed above. It is your responsibility to know when work is due to be submitted
ignorance of the deadline date will not be accepted as a reason for late or non-submission.
5.3 Submitting your work [Students in all other locations at Associate Colleges]
All student work which contributes to the eventual outcome of the module (i.e. if it determines whether
you will pass or fail the module and counts towards the mark you achieve for the module) is submitted
according to your institutions guidelines. Academic staff CANNOT accept work directly from you.
Any late work will NOT be accepted and a mark of zero will be awarded for the assessment task in
question.
You are requested to keep a copy of your work.
5.4. Feedback
You are entitled to feedback on your performance for all your assessed work. For all assessment tasks
which are not examinations, this is accomplished by a member of academic staff providing your mark
and associated comments which will relate to the achievement of the modules intended learning
outcomes and the assessment criteria you were given for the task when it was first issued. This
feedback will be available on-line via Turnitin/Grademark or may be sent directly to your Anglia Ruskin
e-mail account.
The marker of your assignment will include feedback on written assignments that includes answers to
these three key questions:
1.
What is your overall feedback?
2.
How does your assignment compare to the marking criteria?
3.
How can you improve in the future?
Examination scripts are retained by Anglia Ruskin and are not returned to students. However, you are
entitled to feedback on your performance in an examination and may request a meeting with the Module
Leader or Tutor to see your examination script and to discuss your performance.
Anglia Ruskin is committed to providing you with feedback on all assessed work within 20 working days
of the submission deadline or the date of an examination. This is extended to 30 days for feedback for a
Major Project module (please note that working days excludes those days when Anglia Ruskin University
is officially closed; e.g.: between Christmas and New Year). Personal tutors will offer to read feedback
from several modules and help you to address any common themes that may be emerging.
On occasion, you will receive feedback and marks for pieces of work that you completed in the earlier
stages of the module. We provide you with this feedback as part of the learning experience and to help
you prepare for other assessment tasks that you have still to complete. It is important to note that, in
these cases, the marks for these pieces of work are unconfirmed. This means that, potentially,
marks can change, in either direction!
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Module Guide
Marks for modules and individual pieces of work become confirmed on the Dates for the Official
Publication of Results which can be checked at www.anglia.ac.uk/results.
HOW TO VIEW YOUR FEEDBACK IN TURNITIN GRADEMARK
Click on the class that you wish to view and then you will see the assignments for the module listed.
Click the blue view button to open up the document viewer.
The Document Viewer will open and the main feedback on your work is shown in the General
Comments:
There may also be Quick Marks on your assignment or a Grading Form/Rubric to show how you
performed against the marking criteria, click on the tabs to open them.
Comments List
Expands
/collapse
s
comment
s on all
Expands
/collapse
s
comment
Rubric/Grading Form
Number
of
commen
Jumps to
the
comment
within your
Expand
ed
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Scroll to
see how
your
work
compare
d with
Module Guide
Academic Institution
Nottingham Trent
Position or Employer
Principal Lecturer
The above list is correct at the time of publication. However, external examiners are appointed at
various points throughout the year. An up-to-date list of external examiners is available to students and
staff at www.anglia.ac.uk/eeinfo.
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Module Guide
Unconfirmed
Students receive
marksinitial
and feedback
(unconfirmed)
to studen
fee
DAP4 Stage
Marks submitted t
All work is marked anonymously or double marked where identity of the student is known (e.g.: in a presentation)
The internal (and external) moderation process compares work from all locations where the module is delivered (e.g.: Cambridge, Chelmsford, Peterb
The sample for the internal moderation process comprises a minimum of eight pieces of work or 10% (whichever is the greater) for each marker and
Only modules at levels 5, 6 and 7 are subject to external moderation (unless required for separate reasons). The sample for the external moderation p
DAP: Departmental Assessment Panel Anglia Ruskin has over 25 different DAPs to reflect our subject coverage
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Module Guide
Executive Summary
A++ = 90-100
The executive
summary is wellfocused on the main
points for top
management. It is
exceptionally wellwritten to highlight
your proposed ebusiness strategy.
A+ = 80-89%
A = 70-79%
B = 60-69%
C = 50-59%
D = 40-49%
F = 30-39%
F- = 20-29%
F = 10 -19%
F---- = 0-9%
An outstanding
executive summary
that is well-focused
and considered. It
explains the purpose
and conclusions of
the report well.
An excellent
summary that is clear
and succinct. It
outlines the main
points for the senior
management team.
A very good
executive summary
that highlights the
main points which top
management would
be interested in.
The executive
summary highlighted
the major points in
the report, however,
some aspects were
missing.
Your executive
summary is unclear
make sure to focus
on summarising the
most important
aspects in your
report.
You have
misunderstood the
purpose of the
executive summary.
You needed to
overview the whole
report, including the
main facts about your
recommendation.
There is some
attempt to explain the
report but this is not
really an executive
summary. The
executive summary
should have
overviewed the main
recommendation of
the report.
NO EXECUTIVE
SUMMARY
The executive
summary should have
overviewed the main
recommendation of
the report. The idea
is that top
management do not
have to read the
whole report to know
what it is about.
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Module Guide
LO
s
Weigh
t
10%
a 1-
b 3
15%
30%
d 4
10%
e 1-
Conclusions
10%
Recommendations
10%
Modelling
15%
14
4
f 14
g 14
TOTAL
100%
Overall:
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Module Guide
Mark Bands
Outcome
90-100%
80-89%
70-79%
60-69%
50-59%
Achieves module
outcome(s) related to
GLO at this level
40-49%
30-39%
20-29%
10-19%
A marginal pass in
module outcome(s)
related to GLO at this
level
A marginal fail in
module outcome(s)
related to GLO at this
level. Possible
compensation.
Satisfies qualifying
mark
Fails to achieve
module outcome(s)
related to this GLO.
Qualifying mark not
satisfied. No
compensation
available
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Module Guide
1-9%
0%
Awarded for: (i) non-submission; (ii) dangerous practice and; (iii) in situations where the student fails to address the
assignment brief (e.g.: answers the wrong question) and/or related learning outcomes
8. Assessment Offences
As an academic community, we recognise that the principles of truth, honesty and mutual respect are
central to the pursuit of knowledge. Behaviour that undermines those principles weakens the community,
both individually and collectively, and diminishes our values. We are committed to ensuring that every
student and member of staff is made aware of the responsibilities s/he bears in maintaining the highest
standards of academic integrity and how those standards are protected.
You are reminded that any work that you submit must be your own. When you are preparing your work
for submission, it is important that you understand the various academic conventions that you are
expected to follow in order to make sure that you do not leave yourself open to accusations of plagiarism
(e.g.: the correct use of referencing, citations, footnotes etc.) and that your work maintains its academic
integrity.
Definitions of Assessment Offences
Plagiarism
Plagiarism is theft and occurs when you present someone elses work, words, images, ideas, opinions or
discoveries, whether published or not, as your own. It is also when you take the artwork, images or
computer-generated work of others, without properly acknowledging where this is from or you do this
without their permission.
You can commit plagiarism in examinations, but it is most likely to happen in coursework, assignments,
portfolios, essays, dissertations and so on.
Examples of plagiarism include:
directly copying from written work, physical work, performances, recorded work or images, without
saying where this is from;
using information from the internet or electronic media (such as DVDs and CDs) which belongs to
someone else, and presenting it as your own;
rewording someone elses work, without referencing them; and
handing in something for assessment which has been produced by another student or person.
It is important that you do not plagiarise intentionally or unintentionally because the work of others
and their ideas are their own. There are benefits to producing original ideas in terms of awards, prizes,
qualifications, reputation and so on. To use someone elses work, words, images, ideas or discoveries is
a form of theft.
Collusion
Collusion is similar to plagiarism as it is an attempt to present anothers work as your own. In plagiarism
the original owner of the work is not aware you are using it, in collusion two or more people may be
involved in trying to produce one piece of work to benefit one individual, or plagiarising another persons
work.
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Module Guide
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Module Guide
We will fully investigate all cases of suspected assessment offences. If we prove that you have
committed an assessment offence, an appropriate penalty will be imposed which, for the most serious
offences, includes expulsion from Anglia Ruskin. For full details of our assessment offences policy and
procedures, see Section 10 of the Academic Regulations at: www.anglia.ac.uk/academicregs.
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Module Guide
9. Learning Resources
9.1. Library
Library Contacts
Lord Ashcroft International Business School
libteam.aibs@anglia.ac.uk
Resources
Notes
Recommended text
Johnson, Scholes & Whittington (2011)
Exploring Corporate Strategy, 9th edition,
Books
These books cover a broad range of strategy and financial
perspectives and you are strongly advised to refer to them
Vaitilingam, R. (2011) Financial Times Guide to Using
the Financial Pages, 6th edition, FT Prentice Hall
Miller, A (1998)
edition, McGraw Hill
Strategic
Management,
3rd
Read chapter 7 Corporate level strategy,
especially evaluating reasons to diversify
Strategy
and
An old text but good on basic principles
Smith, T
(1996)
Accounting for Growth
Stripping the Camouflage from Company Accounts,
2nd ed, New Century
Grundy, T et al (1998)
Financial Management,
Exploring
Prentice Hall
Strategic
A useful extension of Johnson, Scholes &
Whittington
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Module Guide
Barker, R
(2001)
Determining Value
valuation models and financial statements, FT Pitman,
Journals
It is important that you draw from material contained in
academic journals.
Harvard Business Review
Websites
MINTEL
http://www.mintel.com/
FAME
http://www.bvdinfo.com/Products/CompanyInformation/National/FAME.aspx?
gclid=CPjP_vWc5qMCFan-2Aod-xRL-g
OSIRIS
http://www.pwc.co.uk/eng/publications/2008_em20_index.h
tml and
http://www.pwc.co.uk/eng/publications/0309_em20_podcas
t.html
UKTI
https://www.uktradeinvest.gov.uk/ukti/appmanager/ukti/cou
ntries?_nfls=false&_nfpb=true
ControlRisks
http://www.controlrisks.com/
http://www.imf.org/external/pubs/ft/GFSR/index.htm
Transparency International
http://www.transparency.org/
http://www.doingbusiness.org/EconomyRankings/
Module Guide
%20Releases/GCR08Release
.
http://www.economist.com/
http://www.wiwo.de/
http://www.ft.com/home/uk
http://www.bbc.co.uk/news/business/
McKinsey Quarterly
http://www.mckinseyquarterly.com
You can subscribe to McKinsey free-of-charge
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Module Guide
Please help us to help you and other students at Anglia Ruskin by completing the Module Evaluation
survey. We very much value our students views and it is very important to us that you provide feedback
to help us make improvements.
In addition to the Module Evaluation process, you can send any comment on anything related to your
experience at Anglia Ruskin to tellus@anglia.ac.uk at any time.
This form should be completed by module tutors (where there is more than one delivery) and forwarded to Module Leaders who
compiles the results on to one form for use at the Programme Committee and other methods of disseminating feedback to
students.
MOD001112
MET
2014
Semester/Trimester:
Robert Jones
The full-time MBA cohort found great challenges with the module, in common with earlier f/t MBA cohorts, 60% of these
students typically fail. In contrast, the part-time MBA students and Berlin Dual Award MBA students typically score 6365% average, producing detailed critical reports that are well researched and full of insight.
Feedback from Students Briefly summarise student responses, including any written comments
Full-time MBA students: this module is difficult.
Part-time MBA students: this is a very stimulating module that pulls together a lot of our earlier learning
Berlin Dual Award MBA students: this is one of our favourite modules.
Module Leader/Tutors Reflection on Delivery of the Module, including Response to Feedback from Students
(including resources if appropriate)
This module is based on strategy with spreadsheets and is designed to reflect desk research projects from real life
business. Dialogue and commitment of the part-time and Berlin students are excellent.
Developments during the current year or planned for next year (if appropriate)
None, this module is not part of the new core curriculum.
HWR Berlin is continuing with this module, it is highly rated by Berlin MBA students.
External Examiners Comments State whether the external examiner agreed the marks and/or commented on the
module
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Module Guide
Type of assessment
010
Word or
time
limit
Weigh
t
10%
b 3
15%
30%
d 4
10%
e 1-
Conclusions
10%
Recommendations
10%
Modelling
15%
14
4
f 14
g 14
TOTAL
100%
Overall:
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k