Apply the EFQM Business Excellence model, using relevant theory and concepts learnt on the module, to one organisation of your choice in the food industry
MKT11445 - Building and Marketing High Performing Organisations
Assessment Brief
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1. Module number |
MKT11445 |
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2. Module title |
Building & Marketing High Performing Organisations |
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3. Module leader Sub Module leader |
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4. Tutor with responsibility for these Assessments Student’s first point of contact |
Assessment Part A (Operations) Assessment Part B (Marketing) |
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5. Assessment |
Please note that ALL assessments are compulsory. You need to pass both components to pass the module. Assessment Part A: Individual Report (Operations) Assessment Part B: Individual Report (Marketing) |
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6. Weighting |
Assessment Part A: 50% Assessment Part B: 50% |
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7. Size of assessment |
Assessment Part A: 2000 words (+/- 10%) Assessment Part B: 2000 words (+/- 10%) |
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8. Deadline of submission
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Assessment Part A: Due week 7 Assessment Part B: Due week 13 |
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9. Arrangements for submission
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Submit Assessment Part A and Assessment Part B reports electronically via submission links available on Module Moodle page by the deadline. Your work must be submitted with the appropriate cover sheet which must confirm that the assignment is your own and has not been submitted for another assessment’, or, if the assessment is not a written or similar artefact, give instructions on any alternative procedure which has been agreed. You are advised to keep your own copy of the assessment’. |
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10. AI use |
AI may be used in this assignment to help support the development and structuring of your ideas/content. However, use must be in line with academic integrity guidelines. The assessment aims to assess your own understanding of theories/concepts/scholarly debates. |
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11. Assessment Regulations |
All assessments are subject to the University Regulations |
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12. The requirements for the assessment |
Assessment Part A: due week 6: This is an individual report. Prior Reading As background information, familiarise yourself with the EFQM model (the PDF is also available within the Assessment Instructions section). The questions and assessment criteria for Coursework A assessment are outlined below. Overall Task 1. Apply the EFQM Business Excellence model, using relevant theory and concepts learnt on the module, to one organisation of your choice in the food industry. Draw on your analysis to identify and capture strengths and areas for improvement to the chosen organisation (40%): Criterion 3: Engaging Stakeholders Discuss how the sustainable relationships with partners & suppliers (3.5) build within the company. Criterion 4 – Creating Sustainable Value Critically evaluate the key processes required to deliver the value (4.3). Criterion 5 – Driving Performance & Transformation Analyse how the company develops new product and evaluate whether the company utilises technology (5.3)? 2. Based on your analysis, recommend one Operations OR Supply Chain Management strategy that the chosen organisation could pursue to drive business excellence. Apply RADAR framework to your recommendation (40%). Marks will be awarded for structure, presentation,and quality of references (10%). Executive summary should include aim of the report, key findings and key recommendations (10%). Note: You should draw on relevant theory, concepts and principles learnt on the module throughout the report. Some advice on developing your strategy in Q2 You may wish to use the RADAR elements to help you address questions 2. This may also influence the key points raised in your executive summary.
ASSESSMENT PART B: due week 13 You are required to undertake an individual written paper related to a particular organisation of your choice. The overall aim is to evaluate ways in which changes within this organisation’s MACRO environment might impact upon its marketing strategies and activities. You will be assessed on your ability to incorporate marketing theory: Within an evidence-based scenario of a potential change in any of the MACRO environment forces of your chosen organisation: A) Critically evaluate the company’s strategies for:
B) Identify and critically assess two opportunities for growth within the organisation’s MACRO environments C) Make clear links to the marketing theory that underpin your work D) Write a logical, well-presented, and accurately referenced piece of work |
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13. Special instructions |
Assessment Part A and Assessment Part B: Advice on the practical application of theory There is an expectation that you go beyond learning gained on the BMHPO module. This includes a need to conduct your own research into the key themes underpinning the questions above using the academic literature (e.g. journal articles and other credible sources). You will need to briefly introduce your chosen organisation to familiarise the reader with the appropriate context. There are no marks for detailed background to the company. You are being assessed on your reflections, interpretation, and application of theory in practice and analytical reasoning using accepted academic practice and literature. Guidance notes
Submission All work must be submitted electronically via Turnitin by the deadline. Your submission must be accompanied by the front cover declaration that this is your own work being submitted for academic credit. Plagiarism is academic misconduct and any instances found will be referred to the Academic Misconduct Officer (ACO). Refer to your School’s guidance for referencing practice and the use of Turnitin). |
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14. Return of work and feedback |
Written feedback for coursework will be provided within three working weeks of submission in the form of a combination of Turnitin marking rubric and written comments. This will be via the Moodle page. |
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15. Assessment criteria |
The MBA Module assessments are assessed using the marking criteria detailed in the marking rubric at the end of this brief. |
Assignment A: Marking Criteria
Assignment A will be marked against three criteria presented on the marking guide below. You are expected to demonstrate strong critical thinking and analytical reasoning at postgraduate level. Please make sure you are clear on these requirements and seek advice as required.
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Criteria |
Contents |
Weighting |
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1 |
The Executive Summary (150 word limit) |
10% |
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Application and critique of the EFQM Business Excellence model and theory in the context of the chosen organisation. |
40% |
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Justification and RADAR application of supply chain/operations strategy. |
40% |
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Presentation, referencing and structure |
10% |
Assignment A: Assessment Feedback
Up to three working weeks is provided for marking to be completed and then feedback will be available online. All feedback will be provided in written format and will be accessible via Turnitin in Moodle. Below is assignment grading criteria.
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Criteria and Grades |
High Distinction |
Distinction (D1-D2: 75 - 84%) |
High Pass (P3-P5: 60-74%) |
Low Pass (P1-P2 - 50-59%) |
Fail (F1 to F5: (49% and below) |
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The Executive Summary (10%) |
A succinct, effective executive summary showing a snapshot of the report. |
Succinct, effective executive summary. |
Executive summary is presented but is a bit winding. |
Executive summary is not clear. |
Executive summary is unclear or missing. |
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Application and critique of the EFQM Business Excellence model and theory in the context of the chosen organisation. (LO1 & LO2) (40%) |
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Organisation’s overall strategic objectives are critically evaluated using appropriate performance measurement model. Clear appraisal of role of internal process and contribution to organisation’s success. |
Objectives are not quite well explained and theory application is not very strong. Internal process and contribution to organisation’s success are appraised but not consistent. |
Objectives are not clear. Theory application is weak. Appraisal of internal process and contribution of organisation success is weak. |
Limited objectives and theory is not applied. Little or no knowledge of analysing the internal process and contribution of organisation success. |
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RADAR application of supply chain/operations strategy. (LO3) (40%) |
Strong application of RADAR framework on recommendations of one of Supply Chain or Operations Strategy. |
RADAR framework is well applied based on recommendations of one of Supply Chain or Operations Strategy. |
Good application of RADAR framework in some areas on demonstrating recommendations of one of Supply Chain or Operations Strategy. |
Limited application of RADAR framework and lack of providing recommendations of one of Supply Chain or Operations Strategy. |
Weak RADAR framework application to provide one of Supply Chain or Operations Strategy recommendations. |
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Presentation/executive summary/referencing/structure (10%) |
Excellent report and well structured. Coherent discussion. Excellent wide range of academic literature sources/references and well cited report, consistently using APA 7th style – all references that are cited are alphabetically presented in the reference list |
Very good report and well structured. Discussion flows well. Citations from journal articles, textbooks are used as justification. APA 7th style is consistently applied in citations in the report and reference list. A reference list is in alphabetic order and includes all citations in the report. |
Good report structure but with some inconsistencies in focus. APA 7th style is inconsistently applied in the report. Reference list partially conforms to recommended style. Quality of some sources used may not be strong (i.e. non-academic |
Report structure a bit confusing and discussion not synthesised. Evidence of use of sources in the report, but the quality of the sources may not be strong (e.g. internet sources of dubious quality, and not from reputable academic sources). May provide very little or no sources to support. APA 7th style is inconsistent. Citations used in report are not fully listed in the reference list. |
Report not structured properly and some areas are missing. Citations rarely used in the report and there is lack of academic literature sources. APA 7th style is not applied. The reference list partly shows used citations or does not exist. Reference list is not in alphabetic order |
Assignment B: Marking Criteria
Assessment B will be marked against four criteria presented on the marking guide below. You are expected to demonstrate strong critical thinking and analytical reasoning at postgraduate level. Please make sure you are clear on these requirements and seek advice as required.
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Criteria |
Contents |
Approximate Word Count |
Weighting |
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1 |
Brief summary statement of the change in any of the MACRO environment forces of your chosen organisation. |
150 |
10% |
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2 |
Potential impact on marketing strategies under the following headings: • Competitive Advantage • Segmentation, Targeting and Positioning (STP) • Branding |
1350 |
50% |
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3 |
Identify 2 specific growth opportunities in the company’s macro environments and set out what the company should do to take advantage of these |
500 |
30% |
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4 |
Presentation/referencing/structure (not included in the word count) |
10% |
Assignment B: Assessment Feedback
Up to three working weeks is provided for marking to be completed and then feedback will be available online. All feedback will be provided in written format and will be accessible via Turnitin in Moodle. Below is assignment grading criteria.
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Criteria and Grades |
High Distinction |
Distinction (D1-D2: 75 - 84%) |
High Pass (P3-P5: 60-74%) |
Low Pass (P1-P2 - 50-59%) |
Fail (F1 and F5: 49% and below) |
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Brief summary statement of the change in any of the MACRO environment forces of your chosen organisation. (LO4) (10%) |
A succinct, effective introduction. Clear and critical analysis of the changes in macro environment |
Succinct, effective introduction. Well presented, changes in the macro environment |
The introduction is presented but is a bit winding. Macro factors are not quite well explained and perhaps rationale is not as strong as could be. |
The introduction is not clear. The changes within the macro factors are not shown. |
Poor introduction. Information on macro environment is vague and fails to show changes. |
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Potential impact on marketing strategies under the following headings: • Competitive advantage • Segmentation, Targeting and Positioning (STP) • Branding (LO5) (50%) |
The company’s competitive advantage is critically evaluated using appropriate theory. STP is critically analysed using relevant strategies and branding is discussed using theory. Strong link to the impact on changes in identified macro environment is shown across this whole section. |
Competitive advantage is analysed using re. STP is exceptionally analysed using appropriate strategies and branding theory is applied. The analysis is linked to implications on changing macro factors. |
Competitive advantage is analysed. STP engages with strategies but theory application is not strong. Branding is analysed. There is a weak link shown on changes within the macro environment |
Competitive advantage lacks theory application and STP is weak on demonstrating relevant strategies. Branding is descriptive. Inconsistency in demonstrating link on changing macro factors. |
Competitive advantage, STP and branding are hard to understand. There no link to changing macro factors. |
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Identify two specific growth opportunities in the company’s macro environments and set out what the company should do to take advantage of these. (LO6), (30%) |
Strong and critical evaluation of growth opportunities identified within the macro environment using theory. |
Growth opportunities are shown and engagement with theory concepts is evident. |
Two growth opportunities are not critically presented and theory application is weak. |
Growth opportunities are but perhaps more descriptive, rather than rational for analysis. Minimum theory application on analysis. |
Growth opportunities are descriptive and vague. Theory is not applied. |
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Presentation/referencing/structure (not included in the word count) (10%) |
Excellent wide range of academic literature sources/references and well cited report, consistently using APA 7th style – all references that are cited are alphabetically presented in the reference list |
Citations from journal articles, textbooks are used as justification. APA 7th style is consistently applied in citations in the report and reference list. A reference list is in alphabetic order and includes all citations in the report. |
APA 7th style is inconsistently applied in the report. Reference list partially conforms to recommended style. Quality of some sources used may not be strong (i.e. non-academic literature sources) |
Evidence of use of sources in the report, but the quality of the sources may not be strong (e.g. internet sources of dubious quality, and not from reputable academic sources). May provide very little or no sources to support. APA 7th style is inconsistent. Citations used in report are not fully listed in the reference list. |
Citations rarely used in the report and there is lack of academic literature sources. APA 7th style is not applied. The reference list partly shows used citations or does not exist. Reference list is not in alphabetic order. |
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General comments on submission and areas of improvement |
About MKT11445 - Building and Marketing High Performing Organisations Assignment
The MKT11445 module, Building and Marketing High Performing Organisations, typically focuses on strategies that drive business performance through effective marketing, leadership, and organisational development. While the specific details of your assignment may vary depending on your university`s guidelines, it will likely require you to analyze key aspects of high-performing organisations, including:
- Marketing Strategies – Exploring how organisations develop and implement marketing strategies to enhance brand positioning, customer engagement, and competitive advantage.
- Organisational Performance – Evaluating factors such as leadership, culture, innovation, and operational efficiency that contribute to organisational success.
- Market Analysis – Assessing industry trends, consumer behaviour, and competitive dynamics to make strategic recommendations.
- Case Studies – Applying theoretical models to real-world companies, identifying best practices, and suggesting improvements.
- Key Theories and Frameworks – Using frameworks like Porter’s Five Forces, SWOT Analysis, Balanced Scorecard, and Marketing Mix to support your arguments.
- Recommendations for High Performance – Providing actionable insights on how an organisation can improve its marketing and business strategy.
