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POSTGRADUATE ASSESSMENT
Courses: MSc Accounting and Finance
Module: ACC7030
Assessment Method: Time Constrained Assessment (open book) to be
completed within 24hrs.
Duration: We would expect you to be able to complete this
assessment in two hours
Workload restriction: The maximum word count is 2000 words + 10%.
Note: Under normal circumstances you should be able to complete this
assessment within the stated duration and should not exceed the
maximum word count.
Instructions to Candidates:
Candidates are required to answer all THREE questions.
This is an open book Time Constrained Assessment.
It constitutes 50% of the assessment for this module.
All questions carry equal marks.
Commence each question on a separate page of your submission document.
Candidates should always give reasons for their answers and should show all workings
The paper is released in a 24-hour window, commencing from 09.30 am UK time.
Please submit your answers in a word document and submit via the Moodle submission
link.
Materials Provided:
 Main assessment paper (this document)
Instructions for submitting assessment:
 Please add your Student ID number to any sheet/document submitted.
 The assessment must be submitted via Moodle in Microsoft Word format. The
portal for submission will be open for 24 hours before the submission deadline.

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Note on Plagiarism, Collusion and Cheating:
This is an individual assessment - University policy will apply where cases of copying and
plagiarism are suspected.
When you submit the assessment you declare that you:
 Have read and understand that university’s guidance on plagiarism and cheating.
 You confirm that it is solely your own work or, in the case of a group submission,
that it is the result of joint work by members of the group that you represent.
 That it contains no unreferenced material from another source.
 That you keep a copy of the assessment. (Please do not access/edit this copy
after submission)
 Failure to abide by the rules will result in disciplinary action against you.
Advice:
 Do not copy tracts of work from printed material, the internet or another student.
 Do not share an electronic copy of your work with anyone not concerned in its
production.
Case Study:
You are employed as the Finance Manager at Brum Brew, which is a fictitious
medium-sized Craft brewery, based in Birmingham. The company employs 75 staff,
and is currently in its 6th
year of operation. Its mission statement is:
‘To deliver unparalleled customer experience, placing our customers first, via a
collegiate cultural approach. One that focusses its USP on sustainable premium
brews sourced only from natural ingredients, to become the UK’s 1st
choice purveyor
of craft beer’.
Brum Brew’s principal shareholder is the Managing Director with an optional
employee share scheme recently initiated.
The Managing Director has decided on a strategy of Digital Transformation of the
organisation resulting in the recent implementation of Microsoft Dynamics 365 ERP
system (see MSD link) . This includes Finance Management, Manufacturing and

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Supply Chain components. By using a Microsoft ERP system solution together with
Brum Brew’s existing Office 365 suite of tools and apps (see Office 365 link), she
hopes to eradicate any past and future data compatibility issues across the
organisation.
As part of this Digital Transformation, Brum Brew have also recently developed their
own website with some basic eCommerce features (a member of Brum Brew’s IT
team volunteered to develop this). Also, as Brum Brew’s Finance Manager you have
started exploring Office 365 apps and the use of Power BI (see Power BI link) to
create reports and performance dashboards.
This recent expansion into eCommerce has created an increase in product demand
but also an increase in Customer Support. Customers, Distributors and Retailers
sometimes phone, send emails, post on social media or even arrive on site to try to
get a resolution to their query. Different people across the organisation are dealing
with the queries resulting in varied responses and different levels of customer
service. The queries can range from an order status enquiry, product returns,
product suggestions and general feedback. Responsibility for these queries is
unclear, there are no consistent policies or processes and some go unanswered.
The Operations Manager is feeling stressed as most customer issues end up being
delegated to one of the Operations Team often disrupting productivity.
With a current economic crisis, Brum Brew’s Managing Director is determined to
meet the increase in demand and customer engagement without increasing labour
costs. She is keen on automating Customer Service with the use of ‘chat bots’,
FAQ’s (frequently asked questions) on the website, removal of landline phones, ask
employees to run apps on their phones, employ artificial intelligence for social media
monitoring and customer insights.
The Managing Director is also mindful of data security as recently Brum Brew
experienced a breach of their systems. The hacker is believed to be a disgruntled
ex-employee that was made redundant after the recent change to Microsoft
Dynamics 365 ERP implementation but this not been proven.
The Sales Manager, wants Brum Brew to invest in a CRM system and the creation of
a small Customer Service team. The Sales Manager has conducted some initial
research into CRM’s such as MS Dynamics 365 (see Dynamics 365 Customer
Service), Monday.com (See Monday.com CRM) and Salesforce (see Salesforce
Customer 360) which according to Gartner.com is the leader in this field.
Both the Managing Director and Sales Manager agree that business improvement
changes are needed in the area of Customer Relationship Management to support
the company’s mission statement “to deliver unparalleled customer experience”.

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Answer all THREE questions
Question One: Strategic Management
a) As a result of their recent CRM implementation, Brum Brew have started customer
profiling and value mapping. Consequently, Brum Brew are keen to further develop
their eCommerce Products and Services. You recommend that Brum Brew should
map this business model onto the ‘Business Model Canvas’ (Osterwalder, Pigneur,
Papadakos, 2014
i) To support your recommendation, you are required to: Briefly explain a
Business Model Canvas and its potential benefits to Brum Brew (13 marks).
13 marks are available as follows: BMC explanation (3 marks); BMC benefits
(10 marks);
A Business Model Canvas is a visual tool to help organizations map out and communicate the
critical elements of their business model. It is a framework that provides a holistic view of an
organization's value proposition, customer segments, channels, revenue streams, and critical
resources and partners. The BMC is a valuable tool for identifying opportunities for
innovation and creating a shared understanding of the business model within an organization.
The potential benefits of using a BMC for Brum Brew include the following:
 Identifying new revenue streams: By mapping out the different components of its
business model, Brum Brew may discover new opportunities for generating revenue.
 Aligning different teams within the organization: By creating a shared understanding
of the business model, the BMC can help align other teams within Brum Brew, such
as sales, marketing, and product development, around a common goal.
 Improving customer focus: By clearly defining the customer segments that the
company serves and its value proposition, the BMC can help Brum Brew focus on
delivering what its customers truly want.
 Optimizing the cost structure: Brum Brew can identify areas where costs can be
reduced or eliminated and allocate resources more efficiently by mapping out
essential resources.
 Enhancing strategic partnerships: Brum Brew can better understand the potential and
benefits of building strategic alliances by identifying key partners and suppliers.
 Identifying and mitigating risks: Brum Brew can identify and mitigate risks and
vulnerabilities before they become serious issues by examining all parts of its
business model.
 Providing a clear vision and plan: Brum Brew can use the BMC as a roadmap for
future growth and development by documenting its business model.
 Being data-driven: The canvas helps use data to make decisions and validate
assumptions.
 Combining internal and external perspectives.
 Providing a framework for experimentation and testing: The BMC provides a
framework for investigating and testing different business model elements, allowing
for a more agile and iterative approach to business development.
Reference:

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Osterwalder, A., Pigneur, Y., and Papadakos, T. (2014). Business Model Canvas.
John Wiley & Sons.
ii) As part of your recommendation construct a table example where Column
One details all nine elements of the ‘Business Model Canvas’ with a brief
explanation; Column two provides one example (with a brief description) for
each of the nine elements that illustrate how Brum Brew will deliver their
expanding eCommerce (27 marks).
27 marks are available as follows: BMC element & explanation (1 mark
each/max.9); Examples (2 mark each/max.18).
BMC Elements Example for Brum Brew
Customer Segments- The specific groups
of people or organizations that a company
aims to serve.
Customer Segments - Brum Brew's customer
segments include craft beer enthusiasts,
distributors, and retailers.
Value Proposition- The unique value or
benefit that a company offers to its
customers.
Value Proposition- Brum Brew's value
proposition is to deliver sustainable premium
brews sourced only from natural ingredients to
become the UK's 1st choice purveyor of craft
beer.
Channels- The ways in which a company
communicates with and reaches its
customers.
Channels- Brum Brew uses a variety of
channels to reach their customers, including
their website, social media, and email
marketing.
Customer Relationships- The type of
relationship a company establishes with its
customers.
Customer Relationships- Brum Brew values
strong customer relationships and works to
build them through personalized experiences
and a focus on customer satisfaction.
Revenue Streams- The ways in which a
company generates revenue from its
customers.
Revenue Streams- Brum Brew's revenue
streams include the following:
 Online sales through its website.
 Wholesale distribution to retailers.
 Direct sales to customers at its brewery.
Key Resources- The resources that is
crucial for a company to operate and
deliver its value proposition.
Key Resources Brum Brew's essential
resources include its team of expert brewers,
natural ingredients, and state-of-the-art
equipment.
Key Activities- The most important
actions that a company must take to
operate and deliver its value proposition.
Key Activities- Brum Brew's key activities
include:
 Brewing high-quality craft beer.
 Developing and maintaining their
website.
 Building relationships with
customers and distributors.

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Key Partners- The strategic partners that
a company works with to help it operate
and deliver its value proposition.
Key Partners- Brum Brew's key partners
include suppliers of natural ingredients,
distributors, and retailers.
Cost Structure- The costs associated with
a company's key resources, activities, and
partnerships.
Cost Structure- Brum Brew's cost structure
includes ingredients, equipment, and labour
costs. They also have costs for digital tools and
CRM systems to support their e-commerce.
By illustrating how Brum Brew will deliver their expanding eCommerce in this table
format, it will give a clear picture of how the company intends to leverage the various BMC
elements to achieve their goals and objectives.
b) Based on their customer insights, Brum Brew are considering offering food/snacks
to their product portfolio. You have been asked by the owner of Brum Brew to
provide a critique and recommendation of the following strategic approaches to
implement this new product strategy:
i) Freewheeling approach: Describe what the approach is, provide an example of
the type of organisation that would use this strategy, evaluate it by detailing two
advantages and two disadvantages associated with it when applied to Brum
Brew’s new product strategy; would you recommended this approach for Brum
Brew and why or why not? (20 marks).
20 marks are available as follows: Description of approach (4); Type of
organisation (2); Advantages and disadvantages 2.5 marks each (10).
Recommendation & justification (4)
Description of Freewheeling Approach:
The Freewheeling approach, also known as the "skunkworks" approach, is a strategy that
encourages small teams within an organization to work independently and quickly to develop
new products or services. This approach allows for a high degree of autonomy and flexibility
for the team members, often intending to create disruptive or innovative products.
Types of Organisation:
An example of an organization that may use this approach is a startup or small company
looking to develop and bring new products or services to market rapidly.
The advantages of using a freewheeling approach:

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 Speed of development: By allowing a small team to work independently, Brum Brew
can develop and bring the new product to market more quickly than if the
development manages through traditional channels.
 Innovation: The autonomy given to the team can foster creativity, leading to new and
innovative products or services.
Disadvantages of using a freewheeling approach:
 Lack of control: With a freewheeling approach, management may have less control
over the project's direction and how it is being executed.
 Limited resources: A freewheeling approach may have access to different resources
than a more traditional approach, leading to potential quality issues.
I would not recommend the freewheeling approach for Brum Brew for this particular
new product strategy as it could have a significant impact on the already established
products and services of the company. The freewheeling approach is more suitable for
organizations trying to innovate or launch disruptive products. Still, Brum Brew already
has a clear value proposition and target market, and that product strategy will
significantly impact those. An incremental approach that aligns the new product with the
current strategy would be more appropriate for this company.
ii) Rational approach: Describe what the approach is, provide an example of the
type of organisation that would use this strategy, evaluate it by detailing two
advantages and two disadvantages associated with it when applied to Brum
Brew’s new product strategy; would you recommended this approach for Brum
Brew and why or why not?
20 marks are available as follows: Description of approach (4); Type of
organisation (2); Advantages and disadvantages 2.5 marks each (10).
Recommendation & justification (4)
Description of Rational Approach:
The Rational approach is a strategy that relies on a systematic, data-driven, and logical
method for developing new products or services. This approach involves a structured process
of research, development, and testing, often intending to produce a technically superior
product or service with a high chance of commercial success.
Types of Organisation:
An example of an organization that may use this approach is a large corporation or
established company with a well-established product portfolio and a large R&D budget.
The advantages of using a rational approach:
 Efficiency: A rational approach is a systematic method it can increase the likelihood
of a successful product launch.
 Reduced risk: By using a data-driven method, Brum Brew can reduce the risk of
introducing a product that will not be successful in the market.
The disadvantages of using a rational approach:

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 Cost: Developing new products using a rational approach can be a costly process, as it
involves a lot of research, development, and testing.
 Limited creativity: A rational approach often relies on a systematic, data-driven
process, which may limit the potential for creativity and innovation.
I recommend the rational approach for Brum Brew for this new product strategy because
this approach allows for validating assumptions using data and research. It is essential for
Brum Brew as the company is trying to expand its product line. Therefore it will be
crucial for them to have a well-thought-out approach supported by data and customer
insights. This approach will also help minimize risks and increase the likelihood of a
successful product launch, supporting the company's strategy. The rational approach also
makes Brum Brew more efficient as it can reduce the time to market and refine the
product based on customer feedback and trends.
iii) Brum Brew have introduced a Management by Objectives (MBO) approach to
their CRM Customer Support team. Each team member has been given a
personal objective to close customer queries within 24hrs. Identify two
advantages, and two disadvantages to this (MBO) approach together with impact
to Brum Brew or the Customer (20 marks).
20 marks are available as follows: Two advantages and their impact (10) and
Two disadvantages and their impact (10).
Management by Objectives is an approach that sets clear and measurable goals for
individuals or teams and holds them accountable for achieving those goals. In this case, Brum
Brew has implemented an MBO approach for its CRM Customer Support team, intending to
close customer queries within 24 hours.
Advantages of this approach:
 Increased accountability: By setting clear and measurable objectives for each team
member, the MBO approach can increase accountability and motivate team members
to meet or exceed their objectives. It will help to improve the overall efficiency and
performance of the CRM customer support team.
 Improved customer satisfaction: By setting an objective of closing customer queries
within 24 hours, the MBO approach can help to improve the overall customer
experience. The customers will receive timely and efficient service, improving
customer satisfaction and loyalty to Brum Brew.
Disadvantages of this approach:
 Limited flexibility: By setting a rigid objective of closing customer queries within 24
hours, the MBO approach may limit the flexibility of the customer support team to
handle more complex or time-consuming issues.
 Limited focus on quality: By focusing too much on closing customer queries within
24 hours, the MBO approach may limit customer service and response quality. It
could lead to problems in the long term, such as customer complaints, dissatisfaction,
or even loss of the customer.
[Total 100 marks]

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Question Two: Human Aspects
a) Brum Brew’s Managing Director has appointed a new Customer Support
Manager.
i) The new Customer Support Manger has asked you for some advice,
“should I lead or manage the Customer Support Team?”
Provide an answer, justification and two practical examples (20 marks).
20 marks are available as follows: Leader or Manager answer with justification
(10 marks); Examples (5 marks each/max.10 marks).
Advice: The Customer Support Manager must lead rather than manage the Customer
Support Team. Understanding the difference between leading and managing is crucial for
any managerial position.
Justification: In the case of the Customer Support Team, the manager must focus on the
team as a system, maintain the standard of performance and be in control of the goals and
outcomes. Leading involves setting a vision and inspiring the team to follow it while
allowing them to have a say in the decision-making process. Considering the duties of the
Customer Support Team, the performance can be enhanced with appropriate leadership
skills, guiding the team thereby benefiting the organization in the long-term.
Examples:
The Customer Support Manager could use their leadership skills to motivate the team
to take ownership of their responsibilities and strive to exceed customer expectations.
Involve the team in the decision-making process on resolving customer queries, such
as developing a survey page or creating an FAQ page on the website.
ii) Using Tannenbaum and Schmidt’s (1959) ‘Continuum of Leadership
Behavior’, describe how this model, with its associated 3 forces, can help the
Customer Support Manager with an appropriate leadership style and solution
for each of these three scenarios (40 marks).:
 A customer has reported an allergic reaction to one of the new Brum
Brew flavours.
 Customer queries about refunds are answered differently by the new
members of the team.
 50% of Customer queries are received outside of working hours.
40 marks are available as follows: Brief explanation of the continuum and
forces (10marks); recommended leadership approach and solution for each
scenario (10marsk each/ 30 marks max.)
Tannenbaum and Schmidt's (1959) 'Continuum of Leadership Behavior' model describes
the relationship between a leader's level of direction and control and their level of

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employee participation and autonomy. According to the model, three forces influence a
leader's behavior: leader-centered, employee-centered, and situation-centered.
In the first scenario, the leader should adopt a situation-centered leadership style,
considering the specific circumstances and context of the situation rather than following
a predetermined leadership style. This includes investigating and communicating with
the concerned staff to prevent similar issues in the future, recall the flavor and establish
protocols for safety. With this approach, they would demonstrate that they are responsive
to their customers and their safety.
In the second scenario, the leader should adopt an employee-centered leadership style.
This means that the leader should focus on the needs and development of the employees
rather than solely on task accomplishment. This can be done by providing training and
guidance to the new team members on how to handle refund queries. Further, clear
policies and procedures for handling refunds could help ensure that customers receive
consistent, high-quality service.
In the third scenario, the leader should adopt a leader-centered leadership style. In this
case, the leader should analyze the root cause of the long wait times and take action to
reduce them. They could, for example, look at the number of customer service
representatives or customer service hours and perform adjustments and combinations.
They could also explore alternative customer service channels, such as chat or email
support, to provide customers with multiple options for contacting the company.
Reference:
What is the Tannenbaum and Schmidt leadership continuum? (2022) Leadership and
Management Training Courses UK | MTD Training. Available at:
https://www.mtdtraining.com/blog/tannenbaum-schmidt-leadership-continuum.htm.
b) Aware that the new CRM system and customer focus will require a degree of
cultural change across the organization you are tasked with the following:
i) Aware of Cameron & Quinn’s (2011) Organizational Culture Competing
Values Framework you have been asked to explain some characteristics of a
Hierarchy Culture that you recognize across Brum Brew and recommend two
practical strategies relevant to Brum Brew that could be incorporated to move
towards a more Market Culture type.
(40 marks)
40 marks are available as follows: Hierarchy Characteristics (10); Market
Characteristics Strategies (10); Strategies (10 marks each/max.20)
Cameron and Quinn's (2011) Organizational Culture, Competing Values Framework
identifies four main types of organizational culture: clan, adhocracy, market, and

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hierarchy. A hierarchy culture is characterized by a highly structured, centralized, and
controlled organizational structure. There exists a clear chain of command, with decisions
made by the top management levels and communicated to employees. The focus is on
maintaining stability and predictability, and there is a strong emphasis on rules, policies,
and procedures.
In Brum Brew, some characteristics of a hierarchy culture exist in terms of the strict
protocols and procedures set out by the management team and the emphasis on control
and compliance across the organization. Additionally, there is a clear separation between
the roles and responsibilities of management and employees, with decision-making power
centralized at the top. To move towards a more customer-focused culture, two practical
strategies that Brum Brew could incorporate are:
 Empowering employees: One strategy would be to give employees more autonomy and
decision-making power in their roles, especially in the customer service team. This could
involve providing them with more training and resources to handle customer queries and
giving them the authority to make certain customer service decisions.
 Encouraging a customer-focused culture: Another strategy would be to create a customer-
focused culture across the organization by promoting customer-centric values, behaviors,
and decision-making, by communicating the importance of customer service and
involving the entire organization through training and education programs that
emphasizes a customer-centric mindset and encouraging the employees who demonstrate
customer-centric behaviors.
Reference:
Twowp (2021) The Cameron and Quinn competing values culture model, The World
of Work Project. Available at: https://worldofwork.io/2019/10/cameron-
quinns-competing-values-culture-model/.
[Total 100 marks]

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Question Three: Managing Relationships
a) The new CRM system is driven by the Customer Support Team but corrective
actions and resolutions will involve activities from all departments across Brum Brew.
Aware of the impact of this change on Brum Brew’s organization, the Managing
Director of Brum Brew has tasked you to propose a change management strategy.
You decide to use Lewin’s (1951) Change Management theories.
i) Construct a Forcefield model that identifies:
Five driving forces for why this change is required and five forces that may
restrain this change (10 marks).
10 marks are available as follows: Forces (1 mark each).
ii) Assess and justify the magnitude of each of the restraining forces. Argue
which restraining force you would seek to address first, and why? (20 marks).
20 marks are available as follows: Magnitude and Justification (2 marks
each/Max. 10marks); Argument (10).
iii) Focus on one of the restraining forces identified, and construct a plan using
Lewin’s (1951) ‘Unfreeze, Move, Refreeze’ model to detail two activities you
would recommend at each of these three stages to implement change (30
marks).
30 marks are available as follows: Two activities per stage (5 marks each) /
max.30 marks).
b) Recognising that implementing the CRM project required the project manager to
work across internal departments as well as external partners, you decide to:
i) Present an argument for the project manager to develop as a boundary
spanner (Williams, 2002, 2010) during the next project of eCommerce
expansion. Explain a boundary spanner with context to eCommerce
expansion and provide one relevant example activity under the three
competencies of a boundary spanner (24 marks).
24 marks are available as follows: Boundary Spanner description with context
(6 marks); Competence description and example for eCommerce expansion
(6 marks each/max. 18marks).

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c) One of Sales Manager’s team has voiced reluctance to support the expansion of
eCommerce.
i) The Sales Manager has asked you for some negotiating advice. Identify the
eight stages of negotiation and one example action in each stage appropriate
to this situation (16 marks).
16 marks are available as follows: Identification and example (2 marks
each/16 marks max).
[Total 100 marks]
Question Three
I) Construct a Forcefield model that identifies: Five driving forces for why this change is
required and five forces that may restrain this change.
Source to make Force Field Analysis Diagram: (cloud.smartdraw.com/)
II) Assess and justify the magnitude of each of the restraining forces. Argue which restraining
force you would seek to address first, and why?
Internal Resistance:
Internal resistance tends to be the major resistance across several corporations while
implementing change interventions because pushing the wrong button in terms of change
could lead to an increased burnout rate. Brum Brew can tackle the issue by considering the

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following interventions, initially resorting to the existing communication strategy, such as
considering making it horizontal where the employee can have easier conversations with each
other in terms of addressing the concerns and also the firm can practice an inclusive
environment in terms of implementing change.
Poor Leadership Management:
Leadership plays a vital role during change intervention, particularly when
technological advancements are being implemented. In such a scenario, the firm can consider
servant leadership, where the leaders can approach their team members in an empathetic
model in terms of addressing their concerns and bridging the gap between the top
management and the employees, where the change can be easily communicated (Reiß et al.,
2013). Leadership has the authority to alter the perception of the change of the internal
stakeholders.
Demand and Supply chain:
Increased or fluctuating demand and supply trends could slow down the production
cycle, which could, in turn, add more burden on the employees and other internally linked
sectors. For instance, when a firm goes online in terms of eCommerce intervention, there is a
higher possibility of increased sales with the existing operational structure, which could halt
the sales flow. Hence, there is a need to change the current functional cues of the company
along to have a smoother transition.
Technological Skills:
All the change proposed tends to be toward technological advancement because the
adaptability factors of each sector need to be diagnosed since they could find it difficult to
understand the software implementation with the same demand trends from the production
and sales team.
Resistance from the current operations which has been successful for six years:
The present working cues in terms of operations and managerial sectors have been
working in favor of the company for the past six years. Having a new smooth transition
towards the contemporary change model could serve as a backlash to the company. The
Brum Brew needs to set up an open discussion forum and feedback management to assess the
mindset of the internal stakeholder and an open discussion forum to communicate the need
for change with the stakeholders.
III) Focus on one of the restraining forces identified, and construct a plan using Lewin’s
(1951) ‘Unfreeze, Move, Refreeze’ model to detail two activities you would recommend at
each of these three stages to implement change.
Unfreeze:
Considering the unfreeze model where the primary goal is to prepare stakeholders for
desired change through various training interventions, as first activity. During this stage, after
assessing the resistance phase, the firm can work on implementing an effective
communication model among the internal stakeholders as the second activity, with an open
discussion forum considering every department in terms of addressing the concerns and
establishing an inclusive environment to work on the company's vision or objective with the
help from the internal stakeholders (Lauer, 2010).
Change:
Since the existing status quo will be interrupted, Brum Brew can work on
implementing the agile process of operations as the first activity in order to sustain the
existing demand and workflow and leaders playing a supportive role in the delegation. The
second activity tends to be streamlining the change management along with balanced
operations and training for the employees, like reducing the work burden on the employees
during the training.

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Refreeze:
Thirdly Refreeze, in this phase, Brum Brew needs to establish a supportive culture in
order to stabilize the newly implemented change; the firm can also bring in novel benefits
and a rewards system, which acts as the first activity. Ensure that previous resistances are
eradicated and motivate the employees by steam-lining the overburdening workflow, by
motivation and preventive measures tend to act as the second activity.
IV) Present an argument for the project manager to develop as a boundary spanner (Williams,
2002, 2010) during the next project of eCommerce expansion.
Boundary spanning in terms of Brum Brew, where they are working on pushing the
business eCommerce, needs to establish a centralized operating structure where all the
different sectors have to operate under one objective in order to bridge the gap between the
internal stakeholders with the external stakeholders. Utilizing the horizontal boundary
spanning in accordance with the geographical category of the span since the firm is reaching
a wider audience, where a collaborative approach over all the various sectors should be
centralized such that the goal of the target population can be addressed through sales trends.
Secondly, Brum Brew can assess how a joint venture with well-established eCommerce
companies could aid and ease the initiation friction of change for the company.
With the learning from joint ventures with the eCommerce companies, Brum Brew can
establish their own eCommerce platform with synergy from both internal and external
stakeholders.
Explain a boundary spanner with context to eCommerce expansion and provide one
relevant example activity under the three competencies of a boundary spanner.
In order to redefine the activities based on the three competencies of a boundary
spanner, the first tends to serve the cognitive purpose - where centralizing the information or
the datasets conforms to the purpose of the data sharing among the stakeholders, in order to
ensure a horizontal flow of information without any hassle. Secondly, the activity aims to
ensure a social relationship with the external stakeholders in terms of eCommerce, which
follow-ups and rewarding offers can achieve.
Thirdly, the primary focus is on coordinating with the target customer segment in terms of
negotiation and conflict management as the activities and interventions that need to go along
with the other changes proposed.
V) The Sales Manager has asked you for some negotiating advice. Identify the eight stages of
negotiation and one example action in each stage appropriate to this situation.
Considering the eight stages of negotiations, initially prospecting the leads the firm
has gathered in terms of establishing the base for the target customer segment.
Secondly, establish a connection with the target customers segment through digital marketing
and convince them in order to communicate the objective the firm is primarily set on the
customer experience.
Thirdly qualifying the sales leads in order to push the eCommerce interventions to
purchase the Brum Brew products over competitors. In accordance with the fourth stage,
where the firm can establish the BANT model in terms of budget approach, authority over
decision-making, a resolution to the problem of external stakeholders, and setting a time for
accomplishment (Lauer, 2010). In addition to evaluating how products stand out from the
competition.
Considering the stage five and six, where the sales team can work on addressing the
concerns of the external stakeholders through surveys and pitching the resolution through
their product innovation, which could help them get the customers on board, in addition to
the seventh stage, once the purchase is made, the firm can provide a post-sale experience in

18. Page 18 of 18
order to build brand equity while followed by the eight stage interventions in order to have to
follow up and feedback open forum interventions.
References
Lauer, T., 2010. Change management. Springer Berlin Heidelberg.
Reiß, M., Rosenstiel, L.V. and Lanz, A., 2012. Change management. Books on Demand.