Starbucks CUEGIS
Innovation, culture, globalization, ethics, strategy, change
Starbucks:
From the beginning till now: http://www.tutor2u.net/blog/files/EY-Starbucks.pdf
and http://www.diva-portal.org/smash/get/diva2:226642/FULLTEXT01.pdf
http://www.tutor2u.net/blog/index.php/business-studies/comments/starbucks-quiz
http://www.tutor2u.net/blog/index.php/business-studies/comments/starbucks-the-famous-strategic-change-memo-from-2007
2007 – the beginning of change
http://www.bloomberg.com/apps/news?pid=newsarchive&sid=af4dM4JcYERs&refer=asia
2008
http://news.sky.com/story/774523/starbucks-plans-new-stores-as-profits-rise
2010
http://www.economist.com/node/17900472?story_id=17900472
2011
http://www.nytimes.com/2011/03/13/business/13coffee.html?pagewanted=all&_r=0
2011- Change and strategy
http://www.tutor2u.net/blog/index.php/business-studies/comments/starbucks-brews-up-big-tax-breaks
http://www.bbc.com/news/business-19967397
2012 – tax evasion – ethics
http://www.tutor2u.net/blog/index.php/business-studies/comments/starbucks-uk-hrm-strategy-how-not-to-win-friends-and-influence-people
http://www.theguardian.com/business/2012/dec/03/starbucks-slash-lunch-breaks
2012 – strategy
http://www.tutor2u.net/blog/index.php/business-studies/comments/starbucks-chooses-the-takeover-option-to-diversify-into-baking
2012 – change and strategy
http://www.tutor2u.net/blog/index.php/business-studies/comments/starbucks-acquisition-provides-the-base-for-entry-into-the-juice-bar-market
2012 – strategy
http://www.tutor2u.net/blog/index.php/business-studies/comments/growth-strategy-starbucks-eyes-the-franchise-model
2012 – strategy
http://www.tutor2u.net/blog/index.php/business-studies/comments/starbucks-long-term-investment-in-leadership-of-the-chinese-coffee-shop-mar
2013 – change and globalization
http://www.tutor2u.net/blog/index.php/business-studies/comments/csr-and-starbucks-meet-their-chief-community-officer
2013 – Ethics
http://www.tutor2u.net/blog/index.php/business-studies/comments/starbucks-technology-to-order-your-coffeebut-never-to-serve-it
2014 – technology and innovation
http://www.tutor2u.net/blog/index.php/business-studies/comments/starbucks-update-from-howard-schultz
http://www.businessweek.com/articles/2014-04-03/starbuckss-howard-schultz-on-mobile-payments-china-and-oprah
2014 – leadership/strategy , innovation, strategy, culture, ethics
http://www.tutor2u.net/blog/index.php/business-studies/comments/localisation-how-design-is-helping-starbucks-take-a-global-brand-into-local
http://www.wired.com/2014/01/starbucks-big-plan-to-be-your-cozy-neighborhood-coffee-shop/
2014 - change, globalization
Starbucks:
From the beginning till now: http://www.tutor2u.net/blog/files/EY-Starbucks.pdf
and http://www.diva-portal.org/smash/get/diva2:226642/FULLTEXT01.pdf
http://www.tutor2u.net/blog/index.php/business-studies/comments/starbucks-quiz
http://www.tutor2u.net/blog/index.php/business-studies/comments/starbucks-the-famous-strategic-change-memo-from-2007
2007 – the beginning of change
http://www.bloomberg.com/apps/news?pid=newsarchive&sid=af4dM4JcYERs&refer=asia
2008
http://news.sky.com/story/774523/starbucks-plans-new-stores-as-profits-rise
2010
http://www.economist.com/node/17900472?story_id=17900472
2011
http://www.nytimes.com/2011/03/13/business/13coffee.html?pagewanted=all&_r=0
2011- Change and strategy
http://www.tutor2u.net/blog/index.php/business-studies/comments/starbucks-brews-up-big-tax-breaks
http://www.bbc.com/news/business-19967397
2012 – tax evasion – ethics
http://www.tutor2u.net/blog/index.php/business-studies/comments/starbucks-uk-hrm-strategy-how-not-to-win-friends-and-influence-people
http://www.theguardian.com/business/2012/dec/03/starbucks-slash-lunch-breaks
2012 – strategy
http://www.tutor2u.net/blog/index.php/business-studies/comments/starbucks-chooses-the-takeover-option-to-diversify-into-baking
2012 – change and strategy
http://www.tutor2u.net/blog/index.php/business-studies/comments/starbucks-acquisition-provides-the-base-for-entry-into-the-juice-bar-market
2012 – strategy
http://www.tutor2u.net/blog/index.php/business-studies/comments/growth-strategy-starbucks-eyes-the-franchise-model
2012 – strategy
http://www.tutor2u.net/blog/index.php/business-studies/comments/starbucks-long-term-investment-in-leadership-of-the-chinese-coffee-shop-mar
2013 – change and globalization
http://www.tutor2u.net/blog/index.php/business-studies/comments/csr-and-starbucks-meet-their-chief-community-officer
2013 – Ethics
http://www.tutor2u.net/blog/index.php/business-studies/comments/starbucks-technology-to-order-your-coffeebut-never-to-serve-it
2014 – technology and innovation
http://www.tutor2u.net/blog/index.php/business-studies/comments/starbucks-update-from-howard-schultz
http://www.businessweek.com/articles/2014-04-03/starbuckss-howard-schultz-on-mobile-payments-china-and-oprah
2014 – leadership/strategy , innovation, strategy, culture, ethics
http://www.tutor2u.net/blog/index.php/business-studies/comments/localisation-how-design-is-helping-starbucks-take-a-global-brand-into-local
http://www.wired.com/2014/01/starbucks-big-plan-to-be-your-cozy-neighborhood-coffee-shop/
2014 - change, globalization
Apple CUEGIS
CUEGIS Case studies; Apple… http://www.apple.com/hk/en/
Change
Tim Cook takes over as CEO of Apple
Culture
The culture of working for apple
Apple as a religion
Ethics
Apple to priorities environmental impact…2014
Apple outsourcing production to Chinese factories…working conditions.
Globalization
http://store.apple.com/us/browse/open/country_selector
http://appleinsider.com/articles/14/03/14/apple-inc-iphone-takes-80-percent-of-chinas-booming-premium-phone-market-aapl
http://www.techradar.com/news/computing/apple/10-ways-apple-changed-the-world-1136277/1
Innovation
Process innovation
http://www.businessweek.com/magazine/apples-supplychain-secret-hoard-lasers-11032011.html
Product innovation
http://www.forbes.com/sites/haydnshaughnessy/2013/07/02/tim-cooks-new-innovation-strategy-for-apple-right-on-time/
http://www.gottabemobile.com/2014/05/06/top-7-apple-products-for-2014-iphone-6-ipad-air-2-more/?gbmsl=7
strategy … see all of the above.
Change
Tim Cook takes over as CEO of Apple
- http://timesofindia.indiatimes.com/tech/tech-news/How-Apple-has-changed-under-CEO-Tim-Cook/articleshow/32589606.cms
- http://techland.time.com/2011/08/24/who-is-tim-cook-and-can-he-truly-replace-steve-jobs/
Culture
The culture of working for apple
- http://www.businessinsider.com/what-apple-employees-say-about-the-companys-internal-corporate-culture-2013-10?op=1 - !KLkID
- http://www.forbes.com/sites/karstenstrauss/2012/05/30/tim-cook-on-apple-and-its-secrecy/
- http://forums.macrumors.com/forumdisplay.php?f=4
Apple as a religion
- https://www.youtube.com/watch?v=TdkeMpN8hOI
- https://www.google.com.hk/search?q=apple+religion..images&client=safari&rls=en&tbm=isch&tbo=u&source=univ&sa=X&ei=F_VqU47nBYWPuASz4YGwCg&ved=0CCcQsAQ
- http://www.cultofmac.com/today/
Ethics
Apple to priorities environmental impact…2014
- http://www.theguardian.com/environment/2014/mar/03/tim-cook-climate-change-sceptics-ditch-apple-shares
- https://www.apple.com/hk/en/environment/
Apple outsourcing production to Chinese factories…working conditions.
- http://en.wikipedia.org/wiki/Criticism_of_Apple_Inc. - Students_forced_to_work_at_Foxconn_.26_Apple.27s_child_labor_abuseshttps://www.youtube.com/watch?v=zqL2nS6GljY
- http://abcnews.go.com/Nightline/video/apples-chinese-factories-exclusive-15763346
- http://abcnews.go.com/Technology/apple-foxconn-production-lines-china-fair-labor-association/story?id=16006516
- http://abcnews.go.com/Technology/apple-drops-chinese-manufacturer-report-underage-labor/story?id=18314095
- http://www.cnbc.com/id/101336809
Globalization
http://store.apple.com/us/browse/open/country_selector
http://appleinsider.com/articles/14/03/14/apple-inc-iphone-takes-80-percent-of-chinas-booming-premium-phone-market-aapl
http://www.techradar.com/news/computing/apple/10-ways-apple-changed-the-world-1136277/1
Innovation
Process innovation
http://www.businessweek.com/magazine/apples-supplychain-secret-hoard-lasers-11032011.html
Product innovation
http://www.forbes.com/sites/haydnshaughnessy/2013/07/02/tim-cooks-new-innovation-strategy-for-apple-right-on-time/
http://www.gottabemobile.com/2014/05/06/top-7-apple-products-for-2014-iphone-6-ipad-air-2-more/?gbmsl=7
strategy … see all of the above.
Framwork for answering (Section C)
Section C -Framework for answering:-
Introduction: 1st paragraph
Define CUEGIS term (s) – it is most likely that you will be asked to consider the impact of one Concept on another eg Globalisation on Innovation
Define Topic area if stated in the question.
Introduce organisation with clear links to (topic area if stated in the question) and CUEGIS term(s)
Fit for Purpose Paragraphs (main body) 2nd & 3rd paragraph
Decide/ choose areas of topic content which are the most appropriate to focus on to with regrads to your organisation and the CUEGIS term.
Build paragraphs around the topic theory that are:
Fully linked, with appropriate examples, to the organisation
Contain key terms linked clearly to topic and organisation.
Points are Analysed/ backed up with organisation detail/ examples/ knowledge. Remember – included negative as well as positive impacts.
Conclusion 4th paragraph
Balanced consideration of a number of perspectives of different stakeholders. Must cover impact of the Concepts on at least 2 stakeholders. Ensure one is an individual eg the CEO and one is a group eg Customers/ Employees / Shareholders.
Remember clear paragraphs as marks are awarded for structure.
Introduction: 1st paragraph
Define CUEGIS term (s) – it is most likely that you will be asked to consider the impact of one Concept on another eg Globalisation on Innovation
Define Topic area if stated in the question.
Introduce organisation with clear links to (topic area if stated in the question) and CUEGIS term(s)
Fit for Purpose Paragraphs (main body) 2nd & 3rd paragraph
Decide/ choose areas of topic content which are the most appropriate to focus on to with regrads to your organisation and the CUEGIS term.
Build paragraphs around the topic theory that are:
Fully linked, with appropriate examples, to the organisation
Contain key terms linked clearly to topic and organisation.
Points are Analysed/ backed up with organisation detail/ examples/ knowledge. Remember – included negative as well as positive impacts.
Conclusion 4th paragraph
Balanced consideration of a number of perspectives of different stakeholders. Must cover impact of the Concepts on at least 2 stakeholders. Ensure one is an individual eg the CEO and one is a group eg Customers/ Employees / Shareholders.
Remember clear paragraphs as marks are awarded for structure.
Marking Criteria (Section C)
CUEGIS
Paper 2 Section C
- The principal focus of questions in this section is on the concepts of change, culture, ethics, globalization, innovation and strategy that underpin the business management course.
- While the principal focus for each question is on two of the concepts, students need to draw on their knowledge of other relevant topics in the syllabus, including the HL extension.
- There is no stimulus material provided for the questions.
- Students are required to address the question in relation to one real-world organization but may use information from a range of sources, which may include real-world case studies examined in class and IA research. The real-world organization that students use in their response must not be the case study organization featured in paper 1.
- The response should consider the perspectives of individuals and societies upon which the real-world organization impacts.
- Students answer one extended response question from a choice of three.
- Assessment objective level 3 (AO3) command terms are used in each question.
- Each question requires: knowledge and understanding; application and analysis; synthesis and evaluation; and a variety of appropriate skills.
- Each question is worth 20 marks.
- Section C is worth a total of 20 marks.
For section C, marks are allocated using assessment criteria. Marking notes included in the markscheme give additional guidance on how to apply the assessment criteria.
HL paper 2, section C
There are five assessment criteria for this question type.
- Criterion A: Knowledge and conceptual understanding
- Criterion B: Application
- Criterion C: Reasoned arguments
- Criterion D: Structure
- Criterion E: Individuals and societies
Criterion A: Knowledge and conceptual understanding
This criterion addresses the extent to which the student demonstrates knowledge and understanding of the given concepts and relevant business management content (theories, techniques or tools, depending on the requirements of the question).
Criterion B: Application
This criterion addresses the extent to which the student is able to apply the given concepts and the relevant business management content (theories, techniques or tools, depending on the requirements of the question) to his or her chosen real-world organization(s). The real-world organization(s) must not be the organization featured in the prescribed case study for paper 1.
Criterion C: Reasoned arguments
This criterion assesses the extent to which the student makes reasoned arguments. This includes making relevant and balanced arguments by, for example, exploring different practices, weighing up their strengths and weaknesses, comparing and contrasting them or considering their implications, depending on the requirements of the question. It also includes justifying the arguments by presenting reasonable evidence or other support for the claims made.
Criterion D: Structure
This criterion assesses the extent to which the student organizes his or her ideas with clarity, and presents a structured piece of writing comprised of:
- an introduction
- a body
- a conclusion
- fit-for-purpose paragraphs.
Criterion E: Individuals and societies
This criterion assesses the extent to which the student is able to give balanced consideration to the perspectives of a range of relevant stakeholders, including individuals and groups internal and external to the organization.
Please see marking notes in markschemes for further support in assessing these questions.
Student Answer A
P2 C student A
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Examiner Feedback for A
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12 Past paper CUEGIS Questions