BUMGT 5920 – Management in a Global Business Environment
Assessment Details
Assessment Task 2 – Group Activities – Approaches to Global Business
1. Assessment Description
In groups of three, students are required to analyse THREE scenarios in which global
business challenges and opportunities are raised. As a team, students need to apply the
themes and theories from the course materials to respond to the scenarios with a focus on
strategic approaches for managers operating in the global business environment.
Students are required to form their own groups and notify the lecturer of the composition of
the group before the end of the Week 5. Each member of the group must then take the role
of Group Leader for ONE of the Assessment Task 2 scenario analyses. The Group Leader is
responsible for organising group meetings/discussions/communications regarding the
drafting and submission of the group’s response for their allocated scenario analysis.
The intention of this task is for students to engage in group activities similar to team-oriented
projects you might expect to be assigned in the workforce. As such, each group member is
expected to contribute to the group submission. If a group member is unable to contribute
equally to any of the group responses, the other group members must notify the lecturer
BEFORE the due date for the submission of each scenario analysis. As a result, the lecturer
may reconsider the composition of the groups for these activities.
2. Criteria used to grade this task:
Each activity will be marked out of 100 and your group’s average mark (for the 3 activities) will
represent 35% of your total mark for the BUMGT 5920 course. For information on how this task
will be assessed, please refer to Assessment Criteria for each activity.
3. Submission details:
Word Limit: 1200 words per scenario.
Note: In your submissions for each scenario, your group will need to reference, cite and
acknowledge content you use from other sources, according to Federation University rules
on academic integrity. Assignments exceeding the word limit may not be marked and may be
returned to the student for re-writing; assignments less than the required length will risk not
covering the topic adequately and may result in a fail. Do not include references in the word
count.
Due Date:
• Scenario 1 – Week 7;
• Scenario 2 – Week 9;
• Scenario 3 – Week 11.
CRICOS Provider No. 00103D | RTO Code 4909
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Submission: The student nominated as Group Leader for each scenario is required to
upload their group’s assignment as a Word doc or PDF via the Assessment Task 2 (Activity
1, 2 or 3) submission links on the course Moodle page.
Feedback and return of work: Assessment Task 2 submissions will be graded and returned
to students electronically, including feedback comments from the assessor, via the task
submission link on the course Moodle page.
Task Assessor: Lecturer
Suggested time to devote to this task: Approximately 30 hours per student outside of
class time.
Scenario 1: Croad Cycle Company
Due Date: Week 7
Questions:
Croad Cycle Company (CCC) is a small to medium enterprise (SME) based in Canada, which
manufactures high-end mountain bikes (MTBs) for the competition and domestic markets on the west
coast of Canada and the USA. Company founder and CEO, Bob Croad, was a pioneer of the
Canadian MTB scene in the 1990s and began making his own MTBs in his garage at home in 2001.
Over the last 20 years, CCC has built a strong reputation in North America for innovative bike
geometry and designs, and for producing fast, high performance bikes. However, things really began
to take off for CCC last year, when two young Canadian riders (both sponsored by the company and
riding CCC bikes), placed in the top 10 of the World MTB Championships. The success of these riders
provided the company with significant exposure on the global stage, which resulted in a substantial
jump in visits to their website from countries such as Australia, Japan and several European countries.
CCC has also received several enquiries from cycling retailers in other countries wanting to sell their
bikes and they have also had a spike in online orders for their bikes to be shipped abroad.
As the company has grown, CCC shifted out of Bob’s garage and now employs 35 workers in a new
factory in Vancouver. This is where they design, engineer and finish (paint and branding) their
innovative mountain bike frames, then assemble their bikes using components (wheels, handlebars,
seats, gears, suspension, pedals etc.) sourced from a range of global suppliers, and they finally
package their bikes for distribution to their retailers or directly to their customers. However, while there
is substantial scope to increase production from their factory in Vancouver, the company has struggled
to keep up with the recent increase in demand, and its lack of export and logistics experience has
meant the international distribution of their bikes is inefficient, slow and expensive.
This has not been an issue for their North America operations, but Bob is concerned this could have a
substantial impact on the competitiveness of CCC’s MTBs in international markets. Bob is very
interested in capitalising on the interest from overseas and wants to test the European MTB market,
but he is unsure of the best strategy to expand CCC into Europe.
To assist Bob to develop the best strategy for CCC’s international expansion, you need to prepare a 3-
4 page document that explores the following questions:
1. What do you see as being the best global business strategy for CCC? Describe what this
strategy would look like if applied by CCC and give reasons for why you see this as being the
model that best fits CCC’s needs.
2. Which of the market entry modes would you recommend to Bob? Why? What are the potential
benefits and risks for the company adopting this approach?
3. Into which countries would you recommend CCC should enter first? Give reasons for your
recommendations.
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Group leader:
Group members:
Activity 1 –
ASSESSMENT CRITERIA
Fail
Marginal Fail
Pass
Credit
Distinction
High Distinction
Mark
• Clear understanding of the consulting situation.
• Provides thorough, clear and accurate
recommendations most appropriate for the
business in the scenario
(30 marks)
• The scenario is critically analysed to
identify the specific expansion needs of the
business;
• Global strategies and entry modes from
the course materials are applied to the
business;
• Global strategy and entry mode
recommendations are supported by clear
reasoning and accurate justifications.
(30 marks)
• Countries recommended for expansion are
supported by a sound rationale and
accurate/relevant justifications.
(15 marks)
• Use an appropriate reporting/case study
analysis structure and layout.
• Use clear, concise, fluent English language
and expression.
(15 marks)
• Follow APA referencing conventions to
accurately cite and reference relevant course
resources and readings.
• Professional and effective presentation.
(10 marks)
Total:…./100
Feedback comments:
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Scenario 2: Mahindra –
Due Date: Week 9
Mahindra and Mahindra Limited is a transnational automotive corporation headquartered in Mumbai,
India, and its subsidiary, Mahindra Tractors, is the world’s highest selling tractor brand (by volume).
Ramandeep is a manager at Mahindra Tractor’s Mohali (India) manufacturing plant, and is scheduled
to join the company’s finance team on a business trip to visit their manufacturing operations in North
and South America. This 10 day trip will include a visit to their farm equipment manufacturing
subsidiary partners in Mexico and Brazil.
While Ramandeep has travelled regularly within India to work with Mahindra’s subsidiaries and
partners, she will be visiting Europe for the first time and is somewhat apprehensive, as she knows
very little about the countries on their itinerary; their people and how they do business.
To assist Ramandeep with her preparation for this business trip, your group is required to use the
various cultural comparison tools/resources featured in the course materials to prepare summaries on
doing business in each of these countries (i.e. Mexico and Brazil). These summaries should provide
Ramandeep with the essential cross-cultural and business information and advice/recommendations
to enable her to engage effectively with the participants in the Mahindra business meetings on this trip.
These summaries should include:
• An introduction to each country – location, language, currency, cultural diversity, major
industries, system of government etc.;
• Cultural norms and business etiquette – greetings, names, dining etiquette, dos and don’ts,
relationship building, meetings, doing business;
• Specific areas of similarity and difference between Ramandeep’s culture and the
countries/cultures she will be visiting, including advice/recommendations about how to
proceed with her meetings.
Please note, your responses must not be cut & pasted from the cross-cultural
tools/resources/websites but must be contextualised to the specific needs of this scenario.
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Group leader:
Group members:
Activity 2 –
ASSESSMENT CRITERIA
Fail
Marginal Fail
Pass
Credit
Distinction
High Distinction
Mark
• Clear understanding of the consulting situation.
• Provides thorough, clear and accurate advice and
recommendations for the global business manager in the
scenario
(30 marks)
• Key culture-specific interpersonal and business
communication issues and practices relevant to the
countries being visited, have been accurately
identified
• There is a clear link between key issues and practices
to the context of this business trip.
(30 marks)
• Accurate comparison of ‘home’ country and countries
being visited, in terms of key cultural preferences.
• Identification of key differences and similarities.
• Consideration of these factors in key advice provided
(15 marks)
• The summaries/advice on each country was presented
with a clear summary structure and layout, suitable for
the business context.
• Use of clear, concise, fluent English language and
expression.
(15 marks)
• Follow APA referencing conventions to accurately cite and
reference relevant course resources and readings.
• Professional and effective presentation.
(10 marks)
Total:…./100
Feedback comments:
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Scenario 3: Multi-national circuit board request
Due Date: Week 11
Your consultancy team has been contracted by a multi-national manufacturer of small electric kitchen
appliances to identify a suitable international manufacturer to supply a range of electronic circuit boards
for their appliances. This company has a strong reputation for quality and reliability, but supply chain
disruptions in other countries have prompted your client to explore other options for the supply of their
circuit boards.
Your team has conducted a global search of suitable manufacturers and quickly shortlisted several
factories (located in China, Singapore and Ireland) with capability to supply the circuit boards. Your client
is happy with the shortlisted companies, appears to be encouraged by the competitive quotes received
and is keen select a preferred supplier and begin contract negotiations. However, with the emergence of
customer concerns in some countries relating to ‘ethical electronics’ and the social and environmental
impacts of the life cycle of electronic goods, your team recommends further research is required into the
social and environmental performance of the short-listed suppliers.
You and your team have scheduled a progress meeting with your client, in which you intend to present
this recommendation and seek your client’s approval to undertake this additional research. To prepare for
this meeting, you are required to draft a document for discussion. That is, you must prepare a 3-4 page
document (to send to your client prior to your meeting) outlining your recommendation and the key points
you would like to discuss at your meeting – this document must include:
• Background – A summary outlining why ‘ethical electronics’ has become an issue for
manufacturers and retailers of electrical appliances;
• Rationale – An explanation of the reasons why you think this additional research is required. This
explanation should include discussion of the risks associated with not undertaking this work;
• Responsible electronics – A description of the types of evidence (relevant to the responsible
business issues impacting each country and/or industry) you would require from each of the
shortlisted factories to provide assurance that these circuit boards were being produced ethically;
• Brief research plan – A plan detailing the key steps you would take in conducting this research;
what you propose to research, what you would actually do and how you intend to research these
issues.
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Group leader:
Group members:
Activity 3 –
ASSESSMENT CRITERIA
Fail
Marginal Fail
Pass
Credit
Distinction
High Distinction
Mark
• Clear understanding of the task situation.
• Provides thorough, clear and accurate advice and
recommendations for the global business leadership team
in the scenario
(30 marks)
• Accurate summary of the social, environmental and
economic roles and responsibilities of business towards
stakeholders as they relate to the specific ethical
considerations for the business/industry sector and
countries presented in the scenario
• Sophisticated risk analysis and justification for your
consultancy’s recommendations.
(30 marks)
• Identify company stakeholders and how they may (or may
not) be impacted by your recommendations.
• Development of a clear stakeholder
engagement/communication plan and method.
(15 marks)
• Discussion document uses an appropriate format to
clearly, concisely and effectively present the key points
required for the business meeting in the scenario
• Use of clear, concise, fluent English language and
expression.
(15 marks)
• Follow APA referencing conventions to accurately cite and
reference relevant course resources and readings.
• Professional and effective presentation.
(10 marks)
Total:…./100
