P1: Analyse key considerations for evaluating growth opportunities and justify these considerations within an organisational context. Expected Answer Guidelines: Learners needs to analyse key considerations SMEs e.g. competitive advantage, generic strategies (Porter), new products and service: innovation, product life cycle, growth option and collaboration.
P2: Evaluate the opportunities for growth applying Ansoff’s growth vector matrix. Expected answer guidelines: The main routes to growth (Ansoff’s growth vectors − market penetration, product/service development, market development, unrelated diversification)
M1: Discuss the options for growth using a range of analytical frameworks to demonstrate the understanding of competitive advantage within an organisational context. Expected answer guidelines: The main routes for growth are market penetration, product/service development, market development, unrelated diversification
D1: Critically evaluate specific options and pathways for growth, taking into accounts the risks of each option and how they can be mitigated.
Expected answer guidelines: Identifying and mitigating risk by exploiting technology and digital platforms to expand network and generate growth.
P3: Assess the potential sources of funding available to businesses and discuss benefits and drawbacks of each source.
Expected answer guidelines: The main sources of finance for growth and the benefits and drawbacks of each: bank loans, crowd funding, peer to peer lending, angel and venture finance.
M2: Evaluate potential sources of funding and justification for the adoption of an appropriate source of funding for a given organisational context.
D2: Critically evaluate potential sources of funding with justified argument for the adoption of a particular source or combination of sources, based on organisational needs.
P4: Design a business plan for growth that includes financial information and strategic objectives for scaling up a business. Expected Answer Guidelines:
Strategic intent: vision and mission: Developing a vision and mission for the organisation based on areas of strength, identified opportunities, values and ethics, and the expectations of stakeholders. Exploring successful entrepreneurial strategies (e.g. addressing niche markets).
Preparing a business case for investment: The key aspects of a business plan aimed at securing investment and what investors are looking for. How to present the plan to investors.
M3: Develop an appropriate and detailed business plan for growth and securing investment, setting out strategic objectives, strategies and appropriate frameworks for achieving objectives.
D3: Present a coherent and detailed business plan that demonstrates knowledge and understanding of how to formulate, apply and achieve business objectives successfully.
P5: Assess exit or succession options for a small business explaining the benefits and drawbacks of each option.
Exit: success and failure: The main ways an owner-manager might exit the business. The key reasons for business failure (external and internal) and how business failure might be prevented. Mechanisms for exit in the event of failure.
Exit routes for successful businesses: selling or floating the business, valuing the company.
Growth and succession in the family business: How the considerations of growth affect the family business. Areas of potential conflict, Succession planning and Cultural issues.
M4: Evaluate exit or succession options for a small business comparing and contrasting the options and making valid recommendations.
D4: Provide critical evaluation of the exit or succession options for a small business and decide an appropriate course of action with justified recommendations to support implementation.
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