Business Strategy Report

Anonymous Student · Generated 28 May 2026

Approved

Provisional grade

68%

Upper Second Class

Module: Strategic Management
Assessment: Business Strategy Report
Student: Anonymous Student
Status: Approved by lecturer

AI-generated draft reviewed and approved by lecturer.6 of 8 evidence points marked high confidence

Section 01

Overall Marking Rationale

Why this submission sits at 68%.

The submission demonstrates a clear, well-organised response to the brief and engages substantively with the core strategic frameworks set out in the rubric. The candidate moves beyond description in several places — most notably in the comparative treatment of Porter's Five Forces and the Resource-Based View in Section 4 — and applies these frameworks to Tesla's positioning in the European EV market with appropriate context. Use of literature is generally strong: the candidate draws on Grant (2019), Barney (1991) and Johnson et al. (2020), and integrates two recent industry reports to support claims about supply-chain pressure and shifting consumer demand.

The work falls below a first-class band for three reasons. First, the critical analysis in the final third of the report retreats into description, particularly when discussing PESTEL factors; the candidate identifies forces without sustained evaluation of their relative weight. Second, the recommendations section is plausible but under-justified — the proposed vertical integration strategy is not adequately tested against the resource constraints identified earlier in the paper. Third, presentation is solid but inconsistent: the executive summary is sharp, but two figures are mislabelled and the reference list mixes Harvard and APA conventions. On balance, the rubric supports a confident placement in the upper second band at 68%, reflecting strong knowledge and capable analysis with identifiable scope to push into first-class territory.

Section 02

Rubric Analysis

Per-criterion judgement against the published marking rubric.

Knowledge and Understanding
Strong high
Rationale · Demonstrates secure command of Porter, RBV, PESTEL and dynamic capabilities. Definitions are precise and frameworks are applied — not merely listed — across the Tesla case.
Improvement · Push beyond textbook definitions when introducing dynamic capabilities; cite Teece (2007) directly rather than via a secondary source.
Critical Analysis
Good high
Rationale · The Five Forces vs RBV comparison in Section 4 shows genuine evaluation. Critique weakens in the PESTEL section, which becomes descriptive and does not weigh factors against each other.
Improvement · Apply a consistent evaluative lens across all frameworks; explicitly rank or weight factors when the framework allows it.
Use of Literature
Good medium
Rationale · Engages with seminal sources (Barney, Porter, Grant) and supplements with two current industry reports. Synthesis between sources is present but uneven in later sections.
Improvement · Bring two or three contrasting scholarly voices into the recommendations to test the proposed strategy, rather than relying on supportive sources only.
Structure and Presentation
Developing high
Rationale · Executive summary and introduction are well-crafted. However, Figures 2 and 4 are mislabelled, and the reference list mixes Harvard and APA conventions.
Improvement · Standardise referencing to a single convention and re-check all figure captions against in-text citations before submission.

Section 03 · Most important

Evidence Map

Every observation traced back to a location in the submission and the rubric criterion it supports.

Linked to rubric

Criterion	Evidence	Location	Why it matters	Signals
Critical Analysis	Section 4 compares Porter's Five Forces and the Resource-Based View as competing lenses on Tesla's European position.	Not stated	Demonstrates evaluation rather than description — a hallmark of upper-second and first-class analysis.	high
Knowledge and Understanding	Page 6 applies dynamic capabilities theory to Tesla's Gigafactory roll-out, distinguishing sensing, seizing and reconfiguring.	Not stated	Shows secure command of an advanced framework applied accurately to the case context.	high
Use of Literature	Reference list integrates Barney (1991), Grant (2019), Johnson et al. (2020) and two 2024 industry reports from IEA and BloombergNEF.	Not stated	Indicates engagement with both seminal scholarship and current industry data, as required by the rubric.	high
Critical Analysis	PESTEL section (pp. 11–13) lists eight factors but does not weigh their relative strategic impact on Tesla.	Not stated	Reads as descriptive rather than evaluative — limits the criterion from reaching a first-class level.	high
Structure and Presentation	Figures 2 and 4 captions reference data points not present in the accompanying charts.	Not stated	Affects the rubric's clarity-of-communication descriptor and would mislead a reader checking the evidence.	medium
Use of Literature	Recommendations in Section 7 cite only sources that support the proposed vertical integration strategy.	Not stated	Suggests confirmation bias; a stronger paper would test the recommendation against contrasting evidence.	medium
Knowledge and Understanding	Executive summary correctly distinguishes corporate-, business- and functional-level strategy in three sentences.	Not stated	Concise, accurate framing signals strong conceptual grasp from the opening of the report.	high
Structure and Presentation	Reference list mixes Harvard (in-text) and APA (bibliography) conventions across 24 entries.	Not stated	Affects academic-presentation descriptor; easily remediable but currently inconsistent.	high

Critical Analysis
high
Evidence
Section 4 compares Porter's Five Forces and the Resource-Based View as competing lenses on Tesla's European position.
Location
Not stated
Why it matters
Demonstrates evaluation rather than description — a hallmark of upper-second and first-class analysis.
Knowledge and Understanding
high
Evidence
Page 6 applies dynamic capabilities theory to Tesla's Gigafactory roll-out, distinguishing sensing, seizing and reconfiguring.
Location
Not stated
Why it matters
Shows secure command of an advanced framework applied accurately to the case context.
Use of Literature
high
Evidence
Reference list integrates Barney (1991), Grant (2019), Johnson et al. (2020) and two 2024 industry reports from IEA and BloombergNEF.
Location
Not stated
Why it matters
Indicates engagement with both seminal scholarship and current industry data, as required by the rubric.
Critical Analysis
high
Evidence
PESTEL section (pp. 11–13) lists eight factors but does not weigh their relative strategic impact on Tesla.
Location
Not stated
Why it matters
Reads as descriptive rather than evaluative — limits the criterion from reaching a first-class level.
Structure and Presentation
medium
Evidence
Figures 2 and 4 captions reference data points not present in the accompanying charts.
Location
Not stated
Why it matters
Affects the rubric's clarity-of-communication descriptor and would mislead a reader checking the evidence.
Use of Literature
medium
Evidence
Recommendations in Section 7 cite only sources that support the proposed vertical integration strategy.
Location
Not stated
Why it matters
Suggests confirmation bias; a stronger paper would test the recommendation against contrasting evidence.
Knowledge and Understanding
high
Evidence
Executive summary correctly distinguishes corporate-, business- and functional-level strategy in three sentences.
Location
Not stated
Why it matters
Concise, accurate framing signals strong conceptual grasp from the opening of the report.
Structure and Presentation
high
Evidence
Reference list mixes Harvard (in-text) and APA (bibliography) conventions across 24 entries.
Location
Not stated
Why it matters
Affects academic-presentation descriptor; easily remediable but currently inconsistent.

Section 04

Strengths

What this submission does well, mapped to the rubric.

Critical AnalysisComparative treatment of Porter's Five Forces and the Resource-Based View shows genuine evaluation, not just application.
Knowledge and UnderstandingConfident use of dynamic capabilities theory applied to Tesla's Gigafactory expansion.
Use of LiteratureStrong integration of seminal sources (Barney, Porter, Grant) with current 2024 industry data.
Structure and PresentationExecutive summary is crisp, well-scoped, and accurately previews the report's argument.
Knowledge and UnderstandingClear distinction between corporate, business and functional levels of strategy throughout.

Section 05

Areas for Improvement

Specific, actionable recommendations to push toward a first-class band.

Critical AnalysisRe-work the PESTEL section to weight factors by strategic impact rather than listing them in equal depth.
Use of LiteratureIntroduce two contrasting scholarly voices in the recommendations to stress-test the vertical integration proposal.
Structure and PresentationStandardise referencing to a single convention (Harvard) across all 24 sources.
Structure and PresentationRe-check Figures 2 and 4 — captions currently reference data not shown in the charts.
Knowledge and UnderstandingCite Teece (2007) directly when introducing dynamic capabilities rather than relying on a secondary source.

Section 06

Student-Facing Feedback

Polished, constructive paragraph suitable for release to the student.

This is a confident, well-organised report that earns its place in the upper second band. Your strongest work is in Section 4, where the side-by-side comparison of Porter's Five Forces and the Resource-Based View shows real critical engagement — you evaluate rather than simply apply, and that is exactly what the rubric is looking for at this level. The use of literature is also a clear strength: drawing on Barney, Porter and Grant alongside current IEA and BloombergNEF data gives your argument both academic weight and contemporary relevance.

To push into a first-class band, focus on three things. First, carry the evaluative tone from Section 4 into your PESTEL analysis — rather than listing factors, weight them and justify which matter most for Tesla's European strategy. Second, your recommendations would be far stronger if you tested them against contrasting evidence; at the moment they read as if they could only succeed. Third, a careful proofreading pass would lift the presentation: Figures 2 and 4 need their captions checked, and your reference list mixes Harvard and APA conventions. None of these are large changes, and each one would directly address the rubric descriptors that separate a 68 from a 72. Good work — keep the analytical voice you found in Section 4.

Section 07

Private Marker Notes

Lecturer-only · never shared

Verify originality of the BloombergNEF 2024 citation on p. 9 — wording is close to the original report; originality should be checked in line with the institution's normal academic integrity process.
Critical evaluation noticeably weakens in the final section; worth flagging in moderation if the cohort shows the same pattern.
Borderline between 65 and 68. Awarded 68 on the strength of Section 4; the evidence does not strongly support a 70+ mark without the improvements noted above.

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Business Strategy Report

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Structure and Presentation

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