ocr enterprise and marketing coursework

OCR Cambridge National Enterprise and Marketing J837

Illustrated revision and practice, experience + revision science + beautiful design = better results.

• Covers all 2022 specification topics required for the external exam
• Illustrated topics to improve memory and recall
• Comprehensive case studies to show application of concepts
• Over 300 marks worth of examination style questions
• Answers provided for all questions within the book
• Examination tips and techniques

A perfect accompaniment to our course textbooks, in a handy 246 mm x 189 mm format.

Absolute clarity is the aim with a new generation of revision guide. This guide has been expertly compiled and edited by successful teachers of Enterprise, highly experienced examiners and a good dollop of scientific research into what makes revision most effective.

Past examination questions are essential to good preparation, improving understanding and confidence. This guide has combined revision with tips and more practice questions than you could shake a stick at. All the essential ingredients for getting a grade you can be really proud of.

Each specification topic has been referenced and distilled into the key points to make in an examination for top marks. Questions on all topics assessing knowledge, application and analysis are all specifically and carefully devised throughout this book. Detailed case studies distill key concepts whilst demonstrating the development of long answer questions.

Topic Area 1: Characteristics, risk and reward for enterprise

Topic Area 2: Market research to target a specific customer

Topic Area 3: What makes a product financially viable

Topic Area 4: Creating a marketing mix to support a product

Topic Area 5: Factors to consider when starting up and running an enterprise

Look Inside

72 pages 24.6 × 18.9 × 0.6 cm ISBN 978-1-910523-48-3 Published October 2022

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R068 RESOURCES

Ready for first teaching from September 2022, our new resources for the updated Cambridge National in Enterprise and Marketing course will be flying onto this page over the coming months!  All PowerPoints and handouts are now editable!

Please note the difference between a  teaching pack,  which includes full lessons from a Do Now Activity, Theory and Activities to a Lesson Review and a  delivery pack , designed to aid the delivery of a 'coursework' (set assignment) unit but not necessarily broken down into individual lessons (one PowerPoint may take longer to deliver than one session and won't include specific Do Now Activities but will include all theory, all activities and all handouts).

R068 Full (Generic) Delivery Pack

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R068 Topic Area 1 / Task 1 Delivery Pack

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Business Costs Challenge Booklet

R068 Knowledge Organiser

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Credential of Leadership, Impact, and Management in Business (CLIMB)

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Digital Marketing Strategy

Key concepts, who will benefit, marketing professionals, non-marketing professionals, entrepreneurs.

What You Earn

Certificate of Completion

Boost your resume with a Certificate of Completion from HBS Online

Earn by: completing this course

Marketing in the Digital Era

• DTC Brands: Fad or Disruption?
• DTC Brands: Innovations and Challenges, Part I
• DTC Brands: Innovations and Challenges, Part II
• Incumbent Responses

Featured Exercises

Crafting a digital marketing plan.

• Setting Objectives
• Defining Target Audience
• Determining Value Proposition
• Identifying Metrics

Acquiring Customers, Part 1: Paid Media

• The Challenges of Reaching and Acquiring Customers Online
• Search Advertising
• Display Advertising
• Utilizing Paid Media Channels
• Measuring Paid Media

Acquiring Customers, Part II: Owned and Earned Media

• Owned Media
• Earned Media
• Influencer Marketing

Engaging Customers

• Personalization
• From Storytelling to Story-Making
• Connecting Customers and Building Community

Allocating Budget and Measuring Success

• Budget Allocation
• Customer Lifetime Value
• Adobe Simulation
• The Future of Marketing

How to Formulate a Successful Business Strategy

Our difference, about the professor.

Sunil Gupta Digital Marketing Strategy

Dates & eligibility.

No current course offerings for this selection.

All applicants must be at least 18 years of age, proficient in English, and committed to learning and engaging with fellow participants throughout the course.

Learn about bringing this course to your organization .

Learner Stories

Digital Marketing Strategy FAQs

What are the learning requirements in order to successfully complete the course, and how are grades assigned.

Participants in Digital Marketing Strategy are eligible for a Certificate of Completion from Harvard Business School Online.

Participants are expected to fully complete all coursework in a thoughtful and timely manner. This will mean meeting each week’s course module deadlines and fully answering questions posed therein. This helps ensure your cohort proceeds through the course at a similar pace and can take full advantage of social learning opportunities. In addition to module and assignment completion, we expect participation in the social learning elements of the course by offering feedback on others’ reflections and contributing to conversations on the platform. Participants who fail to complete the course requirements will not receive a certificate and will not be eligible to retake the course.

More detailed information on course requirements, including the Adobe Data Driven Operating Model Simulation (one of the assignments), will be communicated at the start of the course. No grades are assigned for Digital Marketing Strategy. Participants will either be evaluated as complete or not complete.

Can you tell me a little more about the budget allocation simulation?

The budget allocation simulation (Adobe Data Driven Operating Model Simulation) will be part of module 6 of the course. It is similar to a mini capstone experience, in that it encourages participants to draw on their knowledge from the rest of the course to make investment decisions in the simulation. It is the very same simulation included in the MBA program's required curriculum marketing course, and, while designed to be challenging, it is ungraded and assessed based on completion. We recommend budgeting approximately 1.5 hours to complete the simulation. Full instructions for how to complete the simulation will be provided to course registrants.

What materials will I have access to after completing Digital Marketing Strategy?

You will have access to the materials in every prior module as you progress through the program. Access to course materials and the course platform ends 60 days after the final deadline in the program.

How should I list my certificate on my resume?

Once you've earned your Certificate of Completion, list it on your resume along with the date of completion:

Harvard Business School Online Certificate in Digital Marketing Strategy [Cohort Start Month and Year]

List your certificate on your LinkedIn profile under "Education" with the language from the Credential Verification page:

School: Harvard Business School Online Dates Attended: [The year you participated in the program] Degree: Other; Certificate in Digital Marketing Strategy Field of Study: Leave blank Grade: "Complete" Activities and Societies: Leave blank

Description:

Digital Marketing Strategy is a 7-week, 35-40 hour online certificate program from Harvard Business School. Digital Marketing Strategy equips professionals with the tools, mindset, and trends to make decisions about digital marketing strategy and tactics, including how to position a product or service for success, acquire and engage customers, and measure both performance of near-term campaigns and longer-term customer value.

Related Program

CLIMB enables new and experienced leaders to ignite their careers with a combination of vital and forward-looking business skills, self-reflection, and an immersive cohort-based learning experience with a diverse global network.

• Curriculum Offer 23-24
• Mathematics
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Enterprise & Marketing Curriculum

Our curriculum intent.

• Students begin year 9 covering a broad introduction to the subject. The aim of the introduction is to provide students with the crucial knowledge and skills required for each unit of the course, and opportunity to regularly recap and apply the crucial knowledge. This links to our whole school objective of “Know more, remember more, understand it and apply it”. In addition to this, students also have opportunity to explore links to other subjects and knowledge covered in year 7 & 8, alongside exploring career paths relevant to the subject.
• Students will also develop their research and referencing skills, which are essential to complete internal assessments on the course.
• Students in year 9 will follow the re-developed OCR Cambridge National in Marketing and Enterprise starting by working through the topic areas of R067, which is the content required for the exam section of the course. 
• Information on the course can be found at:  https://www.ocr.org.uk/qualifications/cambridge-nationals/enterprise-and-marketing-level-1-2-J837/
• Specification for the course can be found at:  https://www.ocr.org.uk/Images/610949-specification-cambridge-nationals-enterprise-and-marketing-j837.pdf

Year 10 & 11

Over the course of three years pupils will study for the ‘ Cambridge National in Enterprise and Marketing’

Department and Course Overview

Pupils can opt in Years 9/10/11 to study for the ‘Cambridge National in Enterprise and Marketing’. The course gives students the practical skills and applied knowledge they’ll need in business. Practical elements build on theoretical knowledge so that students can put their learning into practice while also developing valuable transferable skills.

There are 7 grades that can be achieved:  

Level 2 – Distinction * (approx. GCSE grade 8/9)

Level 2 – Distinction (approx. GCSE grade 7)

Level 2 – Merit (approx. GCSE grade 5/6)

Level 2 – Pass (approx. GCSE grade 4) 

Level 1 – Distinction (approx. GCSE grade 3)

Level 1 – Merit (approx. GCSE grade 2)

Level 1 – Pass (approx. GCSE grade 1)

40% of the qualification is based on an examination and 60% of the qualification is made up of two pieces of coursework. 

The exam is based on the learning that takes place on ‘Enterprise and Marketing Concepts’

The two pieces of coursework are called ‘Design a Business Proposal’ and ‘Market and Pitch a Business Proposal’ 

Enterprise and Marketing Concepts (Exam – 40% of the course)

Students explore the techniques businesses use to understand their market and develop products, investigate what makes a product viable and understand how businesses attract and retain customers. The following link shows an example of how the structure and expectations within the exam paper ( https://www.ocr.org.uk/Images/616910-exploring-our-exams-a-guide-to-our-sample-assessment-material.pdf ) 

Design a Business Proposal (Coursework – 30% of the course)

Students are presented with a business challenge from which they create a researched and costed business proposal. They will carry out market research, present data, use idea generation tools, seek and act on feedback, and cost their proposals. In their work on this unit they will develop their self-assessment, collaborative working, creativity, numeracy, research and evaluative skills. 

Market and Pitch a Business Proposal (Coursework – 30% of the course)

Students prepare for and pitch the business proposal that they developed in the previous unit. They develop a brand identity and investigate how best to promote their product and then plan, practise and finally deliver their pitch. Afterwards they review both their performance and their business proposal. This will help develop their analysis and self-evaluative skills as well as those relating to self-presentation. 

For further information please visit the official course webpage by clicking  https://www.ocr.org.uk/qualifications/cambridge-nationals/enterprise-and-marketing-level-1-2-j837/

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What is innovation?

When you think of innovation, what springs to mind? Maybe it’s a flashy new gadget—but don’t be mistaken. There’s much more to the world of innovation, which extends far beyond new products and things you’ll find on a store shelf.

Get to know and directly engage with senior McKinsey experts on innovation.

Marc de Jong is a senior partner in McKinsey’s Amsterdam office, Laura Furstenthal is a senior partner in the Bay Area office, and Erik Roth is a senior partner in the Stamford office.

If products alone aren’t the full story, what is innovation? In a business context, innovation is the ability to conceive, develop, deliver, and scale new products, services, processes, and business models for customers.

Successful innovation delivers net new growth that is substantial. As McKinsey senior partner Laura Furstenthal  notes in an episode of the Inside the Strategy Room podcast , “However you measure it, innovation has to increase value and drive growth.”

As important as innovation is, getting it right can be challenging. Over 80 percent of executives surveyed  say that innovation is among their top three priorities, yet less than 10 percent report being satisfied with their organizations’ innovation performance. Many established companies are better operators than innovators , producing few new and creative game changers. Most succeed by optimizing existing core businesses.

Why is innovation important in business?

Some companies do succeed at innovation. Our research considered how proficient 183 companies were at innovation, and compared that assessment against a proprietary database of economic profit  (the total profit minus the cost of capital). We found that companies that harness the essentials of innovation see a substantial performance edge that separates them from others—with evidence that mastering innovation can generate economic profit that is 2.4 times higher than that of other players .

Learn more about our Strategy & Corporate Finance  practice.

How can leaders decide what innovations to prioritize?

Successful innovation has historically occurred at the intersection of several elements, which can guide prioritization efforts. The three most important elements are the who, the what, and the how :

• An unmet customer need (the ‘who’): Who is the customer and what problem do they need to solve? Are macrotrends such as automation driving changes in customer needs?
• A solution (the ‘what’): Is the solution compelling and can it be executed?
• A business model that allows for the solution to be monetized (the ‘how’): How will the solution create value? What is the business model?

Successful innovation requires answers to each of these questions.

An example from inventor and businessman Thomas Edison helps illustrate the concept. “In every case, he did not just invent the what, he also invented a how,” says Furstenthal in a conversation on innovation . “In the case of the light bulb, he created the filament and the vacuum tube that allowed it to turn on and off, and he developed the production process that enabled mass production.”

Introducing McKinsey Explainers : Direct answers to complex questions

How do organizations become better innovators.

McKinsey conducted research into the attributes and behaviors behind superior innovation performance , which were validated in action at hundreds of companies. This research yielded eight critical elements  for organizations to master:

• Aspire: Do you regard innovation-led growth as critical, and have you put in place cascaded targets that reflect this?
• Choose: Do you invest in a coherent, time- and risk-balanced portfolio of initiatives, and do you devote sufficient resources to it?
• Discover: Are your business, market, and technology R&D efforts actionable and capable of being translated into winning value propositions?
• Evolve: Do you create new business models that provide defensible, robust, and scalable profit sources?
• Accelerate: Do you develop and launch innovations quickly and effectively?
• Scale: Do you launch innovations at the right scale in the relevant markets and segments?
• Extend: Do you create and capitalize on external networks?
• Mobilize: Are your people motivated, rewarded, and organized to innovate repeatedly?

Of these eight essentials, two merit particular attention : aspire and choose . Without these two elements, efforts may be too scattershot to make a lasting difference. It’s particularly crucial to ensure that leaders are setting bold aspirations and making tough choices when it comes to resource allocation and portfolio moves. To do so successfully, many leaders will need to shift their mindsets or management approaches.

What are examples of successful innovators?

Real-world examples of successful innovation, related to some of the eight essentials listed , can highlight the benefits of pursuing innovation systematically :

• Mercedes-Benz Group invested extensively in digitizing its product development system. That allowed the company to shorten its innovation cycles significantly , and its capabilities for personalizing cars have improved, even as assembly efficiency rose by 25 percent.
• Gavi, a public–private partnership founded to save children’s lives and protect their health by broadening access to immunization, used nonfinancial targets to help drive its innovation efforts —and this helped the organization broaden its aspiration for impact in a way that was bold, specific, measurable, and time bound.
• Lantmännen, a large Nordic agricultural cooperative, faced flat organic growth. Leadership created a vision and strategic plan  connected to financial targets cascaded down to business units and product groups. Doing so allowed the organization to move from 4 percent annual growth to 13 percent, on the back of successfully launching several new brands.
• The information services organization RELX Group brought discipline to choosing its innovation portfolio  by running ten to 15 experiments in each customer segment in its pipeline every year. It selects one or two of the most successful ideas from the portfolio to continue.
• International insurance company Discovery Group mobilized the organization around innovation  by creating incentives for a thousand of the company’s leaders using semiannual divisional scorecards. Innovation isn’t a choice; it’s a requirement and a part of the organization’s culture.

These examples aren’t necessarily what you may think of when you imagine disruptive innovation—which calls to mind moves that shake up an entire industry, and might be more associated with top tech trends  such as the Bio Revolution . Yet these examples show how committing to innovation can make a sizable difference.

How can my organization improve the volume and quality of new ideas?

Steps to help aspiring innovators  get started include the following:

• Hold collision sessions: Cross-functional groups gather in a structured process to think through the intersection of unmet customer needs, technology trends, and business models, bringing creativity and specificity to the process of idea generation. Then, a venture panel considers these ideas and iterates on them, prioritizing what to do.
• Challenge orthodoxies: Participants gather and describe beliefs that are common but that prevent the organization from innovating for customers. Examples of these orthodoxies include statements such as “budgets are limited” or “we don’t have the digital capabilities to pull it off.” Once the orthodoxies are laid out, teams brainstorm after being prompted to consider if the opposite of the statement were true.
• Make analogies to other industries: A team might create a list of companies with unique value propositions. Then, they systematically apply these value propositions to their ideas to see if the analogy can create new sources of value or fresh opportunities.
• Apply constraints: Rather than searching for blue-sky ideas, tighten the constraints on an idea’s business or operating model and explore potential new solutions. What if you served only one type of customer? What if the only channel you could access was online?

In the words of chemist Linus Pauling, “The way to get to good ideas is to get lots of ideas and throw the bad ones away.”

What is an innovation portfolio?

An innovation portfolio  is a thoughtfully curated bundle of potentially innovative initiatives, with clear aspirations and required resources defined for each. Managing the portfolio this way helps find new opportunities and determine the appropriate number and mix of initiatives, including the following:

• confirming the total value of the portfolio needed
• evaluating existing innovation projects based on incremental value delivered, risk, and alignment with strategic priorities
• getting comfortable saying “no” to stop projects that are dilutive, and resisting the siren song of incremental initiatives that are unlikely to pay for themselves
• reallocating resources—including competencies and skills—to new initiatives or to current ones that additional support can accelerate or amplify
• identifying portfolio gaps and defining new initiatives to close them

How to measure innovation?

One way to measure innovation is to look at innovation-driven net new growth, which we call the “green box.”  This phrase refers to how you quantify the growth in revenue or earnings that an innovation needs to provide within a defined timeframe. This concept can help clarify aspirations and influence choices on the innovation journey.

While many imagine that innovation is solely about creativity and generating ideas, at its core, innovation is a matter of resource allocation . To put it another way: it’s one thing to frame innovation as a catalyst for growth, and another to act upon it by refocusing people, assets, and management attention on the organization’s best ideas.

The green box can help to solidify a tangible commitment  by defining the value that a company creates from breakthrough and incremental innovation, on a defined timeline (say, five years), with quantifiable metrics such as net new revenue or earnings growth. Crucially, the green box looks at growth from innovation alone, setting aside other possible sources such as market momentum, M&A, and so forth. And once defined, the growth aspiration can be cascaded into a set of objectives and metrics that the company’s various operating units can incorporate into its individual innovation portfolios.

It’s useful to note that some organizations may find that measures not solely financial in nature are more appropriate or relevant. For instance, metrics such as the number of subscribers or patients—or customer satisfaction—can resonate. What’s critical is selecting a metric that is a proxy for value creation. A large US healthcare payer , for example, looked to spur innovation that would improve patient satisfaction and the quality of care.

Separate from the concept of the green box, two simple metrics  can also offer surprising insight about innovation vis-à-vis the effectiveness of an organization’s R&D spending. Both of these lend themselves to benchmarking, since they can be gauged from the outside in, and they offer insight at the level of a company’s full innovation portfolio. The two R&D conversion metrics are as follows:

• R&D-to-product conversion: This metric is calculated by looking at the ratio of R&D spending (as a portion of sales) to sales from new products. It can show how well your R&D dollars convert to actual sales of new products—and it might reveal that spending more doesn’t necessarily translate into stronger performance.
• New-products-to-margin conversion: This metric considers the ratio of gross margin percentage to sales from new products. It can indicate how new-product sales contribute to lifting margins.

While no metric is perfect, these may offer perspective that keeps the focus squarely on returns from innovation and the value it creates—often more meaningful than looking inward at measures of activity, such as the number of patents secured.

How do you create a high-performing innovation team?

Innovation is a team sport. Experience working with strong innovators and start-ups has helped identify ten traits of successful innovation teams . Those fall into four big categories: vision , or the ability to spot opportunities and inspire others to go after them; collaboration , which relates to fostering effective teamwork and change management (for instance, by telling a good innovation story ); learning or absorbing new ideas; and execution , with traits that facilitate snappy decision making even when uncertainty arises.

Being strategic about the composition of an innovation team can help minimize failures and bring discipline to the process.

What innovation advice can help business leaders?

One broad piece of advice centers on creating a culture that accounts for the human side of innovation . When people worry about failure, criticism, or the career impact of a wrong move, it can keep them from embracing innovation. In a recent poll, 85 percent of executives say fear holds back their organization’s innovation efforts often or always—but there are ways to overcome these barriers .

Additionally, the Committed Innovator podcast and related articles share perspectives from leading experts who have helped their organizations tackle inertia and unlock bold strategic moves. If you are looking for words of wisdom, their insights can help spark inspiration to innovate:

• Naomi Kelman, CEO, Willow . “Creating a safe environment for innovation is really what you need to do to get the greatness out of the people who work with you, which is ultimately what drives growth.”
• Safi Bahcall, author, Loonshots . “Most of the important breakthroughs failed many times before they succeeded. That is where ‘fail fast’ goes wrong. Most companies are too impatient.”
• Amy Brooks, chief innovation officer, National Basketball Association . “You can use data or examples to convince people about what is working in the market or what other industries are doing. We like to share best practices within our own leagues and within sports, but we also pay attention to every other industry that sells to consumers.”
• Tanya Baker, global leader, Goldman Sachs Accelerate . “If someone knowledgeable thinks what you are doing is a bad idea, make sure they have a seat at the table. Put them on your board; make them one of your advisers so you don’t have any blind spots.”
• Neal Gutterson, former chief technology officer, Corteva . “[A] key skill is being able to hold two divergent thoughts and approaches in your brain and in your team at the same time. The great companies will be ambidextrous innovators, able to disrupt themselves in the future while serving the core [business] today.”
• Anjali Sud, CEO, Vimeo . “What keeps me up at night is execution and, within that, focus. Because when you are in a market like ours, at a time like now, the opportunity is huge. We are this nimble, fast-growing, fast-moving company, and everywhere I look I see opportunity. But am I providing enough focus for my teams so that we can truly be great at something? You don’t want to miss a big boat, and it’s hard sometimes to say no to valid, exciting ideas that could be transformative.”

For more in-depth exploration of these topics, see McKinsey’s insights on Strategy & Corporate Finance . Learn more about McKinsey’s Growth & Innovation  work—and check out innovation-related job opportunities if you’re interested in working at McKinsey.

Articles referenced include:

• “ Fear factor: Overcoming human barriers to innovation ,” June 3, 2022, Laura Furstenthal , Alex Morris, and Erik Roth
• “ Innovation—the launchpad out of crisis ,” September 15, 2021, Laura Furstenthal  and Erik Roth
• “ The innovation commitment ,” October 24, 2019, Daniel Cohen, Brian Quinn, and Erik Roth
• “ Fielding high-performing innovation teams ,” January 17, 2019, Matt Banholzer , Fabian Metzeler, and Erik Roth
• “ Taking the measure of innovation ,” April 20, 2018, Guttorm Aase, Erik Roth , and Sri Swaminathan
• “ The eight essentials of innovation ,” April 1, 2015, Marc de Jong , Nathan Marston, and Erik Roth

Want to know more about innovation?

Related articles.

Fear factor: Overcoming human barriers to innovation

The innovation commitment

The eight essentials of innovation

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R067 OCR Enterprise & Marketing - full unit - 40 hours / lessons FREE SAMPLE

Subject: Business and finance

Age range: 14-16

Resource type: Unit of work

Last updated

24 January 2024

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****OCR Level 1 / 2 Cambridge National in Enterprise and Marketing J837 teaching from September 2022 ****

FREE SAMPLES OF THESE RESOURCES ARE ATTACHED

The full resource can be purchased from: https://www.tes.com/teaching-resource/resource-12696199

This resource consists of teacher presentations and worksheets aimed at each of the 5 topic areas of R067 from Sept 2022.

save 13% by buying this as a full unit of work rather than individual topic areas. It woks out at 50p per hour lesson.

I am an A Level principal examiner with many years of experience delivering courses to all key stages and have published materials for a large variety of courses and exam boards. I will also be delivering this course from September at my school. Therefore, I have prepared this resource with my very own mixed ability students in mind and I can promise that it will be suitable for all learners.

I am really confident in the quality of this resource and with nothing else like this out at the moment for the course I can guarantee that you will not be disappointed. Please download the free samples to check for yourself.

I would be really grateful if you could leave a review once purchased.

*** other resources available to purchase ***

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There is also a 32 page student booklet aimed specifically at the NEA R068 brief for 2023, which can be purchased here:

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Cambridge nationals enterprise and marketing level 1/2 certificate - j819, qualification at a glance, assessment overview.

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