IB Business Management HL Internal Assessment Example

The student sustains a strong organization-specific lens throughout the investigation, using Mars and Kellanova as the basis for their discussion rather than relying on generic acquisition commentary.

The student shows a clear and accurate understanding of change as a strategic concept, linking the acquisition to shifts in portfolio mix, geography, scale, and integration risk.

The student connects the concept to concrete business implications, such as cross-brand innovation, distribution synergies, and managerial complexity.

The integration is not fully sustained in the financial sections, where change is sometimes more of a label than an active analytical lens.

Some projected outcomes are not supported by a clearly built combined-company model, which limits how far the analysis can be considered fully integrated.

The report would be stronger if the consequences of change drove the forecasting assumptions more explicitly rather than appearing mainly as a background idea.

The student includes four supporting documents, which meets the expected range and gives the investigation enough breadth.

The documents are relevant and in-depth, supporting both the strategic rationale and the financial discussion.

The source base includes a useful mix of commentary and primary financial material, which strengthens the credibility of the investigation.

Although the documents are relevant, some of them could be used more analytically through more precise extraction of evidence.

A few supporting documents appear to contribute more background than direct analytical leverage, so their depth is not always fully exploited.

The submission would be stronger with more explicit use of figures or directly quoted details from the documents.