COURSE: BPS 29.620.418.

Q4 FALL 2017
Monday/ Wednesday 4:00 - 5:20 PM room 1 WP 216 Simulation Industry #13

TEXT: Strategic Management Competencies Instructor: Joe Markert

Hitt, Ireland & Hoskisson, 2017 12th ed.
ISBN 978-1-305-50214-7
Grading: 10% Team text case presentation
15% Individual text case (written)
15% BSG Team simulation
15% BSG Team annual report
10% BSG Business Plan
15% exam #1 (text)
20% exam #2 (text)
Article summaries EXTRA CREDIT 1 point per accepted summary (max 3)
Newark office 1 WP, #1097
NB office 100 Rock # 2152
973-353-5121 W
908-507-1655 C
jemarkert@business.rutgers.edu
Office hours:
Monday 9:00 to 11:30 AM
Wednesday 2:00 to 4:00 PM

A= 91 or better, B+ = 86 to 90, B = 81 to 85, C+ = 75 to 80, C = 70 to 74

Course Overview:
This is a senior level capstone course which focuses on the strategies, tools, processes and practices used by firms to
create and maintain a competitive advantage and superior performance. To be successful, business leaders must
understand the factors responsible for their companys past performance to be able to identify those changes (both inside
and outside the firm) that are likely to either help or hinder future performance. The firms strategy must permeate all
departments and functional areas of the company. This course will explore a variety of modern strategy methodologies to
help the student develop the skills needed to be a successful manager with responsibility for the performance of a
company or business unit. Todays general manager must be attuned to both the external and internal forcers that shape
employee and organization performance. This course builds upon and integrates material from core courses in Financial
Management, Management Skills, Supply Chain and Marketing to provide the tools todays managers need to address the
critical intersection of strategy, leadership and performance.

Learning Goals and Course Activities

The major learning goals of this course are:
(1) Business Knowledge:
Students, who complete this course, will develop a working knowledge of current basic and advanced strategic
management concepts and tools and an ability to apply these tools to practical business problems. Acquiring
strategic management knowledge and skills helps you to cope with issues you will face in the business world
and makes you much more marketable to prospective employers.

(2) Ethical Judgement:

Students, who complete this course will develop an ability to critically evaluate unstructured strategic business
issues and decisions and develop innovative and ethical solutions.

(3) Enterprise-wide perspective:

Students who complete this course will gain a better understanding of the enterprise-wide perspective of general
managers/C-level executives. They will become more effective and valued managers because they will be
better able to align their work with their employers strategic priorities.

Students develop these skills and knowledge through the following course activities and assignments:

(1) Lectures & discussions. Besides delivering basic concepts and terminology of Strategic Management,
lectures and discussions deal with practical applications and current strategic issues faced by companies
and managers. Discussions provide an opportunity to hone your oral communication skills.
(2) Written Case Analyses. Written case analyses provides you with an opportunity to hone your written
communication and analytical skills and develop and enterprise-wide perspective by applying the tools of
strategic management to an actual company situation and reach a consistent conclusion or recommendation.
The challenge is how to present your analysis and recommendations in a clear, concise, convincing and
persuasive way.

(3) Strategy Simulation: The strategy simulation allows your team an opportunity to apply the strategic
management tools and concepts to a simulated company. Clear, concise, convincing and persuasive oral
and written business communication coupled with analysis of trends and response to competitive pressures
will be explored and understood through hands on exercises and simulations

Learning Experience
The learning goals of this course include acquiring knowledge of strategic management frameworks and
concepts as well as the developing analytical skills to diagnose and solve strategic problems. Reflecting this, the
course employs multiple methodologies such as case discussions, readings, lectures, written analyses, team
projects, experiential exercises, and peer evaluations. The text and readings expose you to the latest issues,
theories, and frameworks in strategic management. The class lectures outline and clarify these issues, theories,
and frameworks. We spend a lot of time delving into real-world strategic scenarios - in-class discussions of
cases and current topics as well as written case analyses expose you to both the subjective and objective
dimensions of strategic management. Finally, you will develop and test your collaborative skills in the context
of a strategy simulation. Peer evaluations of team members will also be conducted in order to simulate the
evaluation contexts we face in the business world.
This is a highly interactive and case study-based course! We will discuss interesting strategic issues in a non-
threatening classroom environment. However, it is imperative that each one of you is WELL-PREPARED on a
DAILY basis to participate in class, by knowing the material and preparing your thoughts about it.

Grading components:
10% Team case presentation: Each team will present one assigned case (see listing by chapter below) for presentation
to the class. Use the attached grading rubric for guidelines. A written summary of your case is to be handed in on the day
of your presentation. Grade is 75% oral & 25% written.
15% Individual Case write up: Each student is to choose one of the cases listed in the syllabus and submit a written
analysis. This case will be graded per the attached case rubric for written cases and is in addition to the team case listed
above. The intent is to motivate participation in case presentations.
15% Team simulation: To help you fully understand and apply the concepts we discuss in class, each student will be
assigned to a simulation team. Simulation decisions are due on the dates listed below. Failure to enter a team decision
by the noted deadline will result in the prior decision being repeated and a reduction of one grade. Your simulation grade
consists of: 5% quiz #1, 5% quiz #2, 5% Peer rating and 85% company performance.
35% Two exams multiple choice questions for the midterm and final final includes a mini case (blue book)
15% Company Annual report: At the conclusion of the term each team is required to give both an oral and written annual
report on the simulation company they have managed this semester
Extra credit Articles: one point for each one page article summary submitted as a hard copy on the class date listed in
this syllabus - MAX of 3.

*** Minus 2 points for each absence in excess of three ***

All exam and final grades (including the simulation grade) will be posted on Black Board
Final grades in this class are not subject to negotiation. If you feel an error has been made, submit a written
request to me within one week of the grades being posted. I adjust grades only if an error has been made.

Use of prior Editions of our text

Students may choose to use older editions of our text (back to edition 8) to reduce the cost. There are also lose leaf and
on line (rental) versions of the text available through the publisher at www.cengage.com. Students should note: the
assigned cases are only in the11th edition.
Grading of Team case Presentation: (see attached rubric)
Each team will present a review of an assigned case from our text. It is expected that each group member will contribute
equally. Grading of the team presentation will use the following format:
Summary of the case
Use of appropriate analytic techniques & arguments
Answer to case questions
Evidence of ability to formulate workable recommendations
Class participation
Ability to use good communications skills (including graphs & tables) as appropriate

Grading of Company Annual Report/ Analysis (15%): due in class session 27 or 28

This project is intended to help students learn how to define and evaluate business problems using the experience gained
in your simulation. This analysis will also provide an opportunity to learn team dynamics and to improve student
presentation skills. Your analysis should include:
1. Identify your simulation companys positive and negative performance issues over last past two years (16 & 17
or 17 & 18) of the simulation. This should include a review of your companys mission, vision and values.
2. Review of the competitive business strategies you followed
3. There needs to be a written analysis as well as an oral presentation; which should include exhibits and
references. It should be a concise overview and analysis of your company, and should exhibit insight and
interpretation of what you learned, with recommendations and thoughts for future steps for your company. The
depth of your thinking will have an impact on your grade.
4. Your written report must be submitted as a hard copy to the instructor on the date of your presentation plus posted
on Black Board under assignments so a check can be made for plagiarism.
5. Grading will be based on:
a. 15% Company strategies and history
b. 15% Internal analysis
c. 15% SWOT analysis
d. 20% Strategic Alternatives what strategic alternatives does your company have going forward to help it
strengthen your competitive advantage
e. 25% Recommendations what needs to be done to ensure success in the future
f. 10% format & delivery communication skills are critical to success so watch grammar, spelling and
use of good English
Each team is to give a 7 minute presentation on the above factors as an overview so everyone can benefit from
what you learned and applied in the simulation. This will represent 25% of your grade for this assignment.
Your written report will represent 75% of your grade for this assignment

Articles:
One point extra credit (max 3) will be awarded for each one page summary of the articles discussed at the start of each
class. See this syllabus for articles and due dates. Article summaries are to include: summary of the article, main point(s)
and how the article relates to our course. All articles are on Back Board under Documents.

Course Methodology:
This course will use cases, readings, lectures, class discussions, written and oral reports, group projects, in class
exercises and an on line simulation to maximize the learning experience.

Business strategy Game (BSG simulation):

The on line Business Strategy Game provides an opportunity for student teams to formulate and implement a strategy for
a simulated global shoe company. Teams will be required to decide on their marketing, R&D, manufacturing logistics
expenses and direction. Each student is required to participate in the simulation. Each student is to register for
participation in the game on the web site specified by the instructor using the registration number supplied by
the instructor later in this syllabus. Students should be prepared to pay for the on line text and simulation with a credit
or debit card.(See attached sign up instruction)

In the simulation you will run your own company in competition with other student teams in our class. You will deal with
business fundamentals and the interplay between marketing, supply chain, manufacturing, human resources, finance,
accounting and team management. Thus, you must analyze each weeks situation, plan a strategy to improve it and then
execute that strategy. It is strongly recommended that each team member assume responsibility for one or two
components of the business as it is impossible for any one person to analyze and make decisions for the whole
company which is also true in the real world. Suggested areas of responsibility: Marketing, HR, Manufacturing,
Finance/ Accounting and Supply Chain. We will make eight (8) sets of decision with your grade based on the cumulative
effects of your decisions and company success. There will be two practice decision rounds which will have no impact on
your grade.
 Goals of the simulation:
Develop strategic planning and execution in a dynamic environment
Understand the linkages between business decisions and financial performance
Instill a bottom line focus based on customer value
Understand the importance of linking competitive signals to the adjustment of your business tactics
Developing clear communications across functional areas
Experience the challenges and rewards of running a successful business
Build your confidence through knowledge and experience
You can be fired:
A team can fire a team member who is not making a substantive contribution to the team. Missed meetings and
assignments, poor preparation, etc. are all points of poor performance. Before a team member can be fired there are
several steps the team must go through:
1. The team must give a written statement to the underperforming member of the problems associated with his/ her
work with a copy to the instructor.
2. The underperforming student must respond in writing as to how they will correct the cited problem(s) with a copy
to the instructor.
3. If problems persist, the student can be fired by the team with copies of all correspondence submitted to the
instructor
4. The fired person will have their term grade lowered by one letter grade AND must complete a special written
assignment which includes all the components of the simulation
5. The same criteria applies if a person quits a team
Team Leadership:
One goal of this course is to develop leadership skills in all students. For this reason, it is recommended that the
leadership position change / rotate based on an agreed upon criteria. It is also recommended that each team develop a
team charter of agreed upon operating criteria and goals. Example: all members will submit their assignments a
minimum of 24 hours prior to the due for the assignment. In theory, a team leader could be designated for: the startup of
the business, the business plan, the first 3, second 3 and third 2 decisions and the Annual Report
Meeting and review:
Time will be allocated during each class prior to each simulation decision round has been completed to have a team
meeting. The instructor will give priority to the last place team for review and suggestions. A general review of
performance will be given by the instructor, but individual team performance issues and successes will remain
confidential.

Peer Evaluations:
At the end of the term students will be given the opportunity to evaluate their fellow team members with an on line
evaluation at the end of the term. Should a team member receive a rating which is substantially below the team average,
that students grade for the simulation will be affected up to 5%.

Team mix:
A team can consist of either 4 or 5 members and MUST have an accounting or finance major as one of the members. A
team member can be fired; or a member can quit (thus they must locate another team to join; but the new team can not
exceed 5 members).

Team names:
Each team is to create a team name which starts with the letter code in the team registration number. Thus a team code
ending in A must create a name starting with A such as Anaconda.

Attendance:
Attendance will be taken at each class. Any student who misses three (3) or more classes will have their term grade
reduced by two points for each absence over 3. It is up to the individual student to assure he/ she has been recorded on
the roster each class. Further, you expect me to be prepared for each class, and I expect you to also be prepared by
reading all materials prior to our class.

Exams:
There are two (2) exams based on the lectures, power point slides and text book. Exam #1 will be +/- 50 multi choice
questions. Exam #2 will be a combination of multiple choice questions (non-cumulative) and either essay or a mini cases.
A missed exam will be scheduled at the discretion of the instructor and based on the circumstances of the absence.

There are two on line quizzes which is taken as part of the Business Strategy Game. These quizzes are taken on line at
any time up to the cut off date defined by the game and are a 5% each component of the simulation grade only.
Academic Integrity:
All students are expected to know, understand and live up to the standards of the Rutgers academic integrity policy and
the Rutgers Honor Pledge:
I pledge, on my honor, that I have neither received nor given any unauthorized assistance on this exam or
assignment
The penalties for cheating is failure of this course and possible other actions. It is not worth the risk of suspension or
failure to cheat.

Business Plan (10%):

Each team is to submit an initial business plan AFTER the trial run of the simulation (see syllabus for due date). The
business plan should include the following:
Executive summary (05%)
Assessment of the current market (25%)
o Customers
o Competition
o Companys strengths and weaknesses
o Major problems & opportunities to face for next year
Strategy for the next three years (30%)
o Marketing
o Sales channels
o Manufacturing
o Financial
Expected financial needs/ results over next 3 years (10%)
Pro form cash flow and income statement over next 3 years (10%)
A Tactical plan for success (15%)
A team charter of agreed upon operating criteria and goals (05%)

Expectations:
This is a business school capstone course. Professional conduct is expected at all times:
Treat all class members with respect
Arrive on time no early departures (early departure COUNTS AS AN ABSENCE)
Use electronics in class only when appropriate and with permission of the instructor and NO CELL PHONES are
to ever be displayed or used in class
No hot or aromatic foods
Do not distract others
Submit all assignments on time and in a professional manner (11 or 12 point, double spaced with one inch
margins)
Students are expected to participate in every class by reading all assignments and contributing to class
discussions in a constructive manner. Students may be randomly called upon to offer ideas or lead discussions.

In sum, Business Policy & Strategy is not a lecture course. My role is to that of a facilitator, i.e., to help you:
(a) understand and apply strategic thinking, and (b) communicate and learn from each other in class. Because
your participation is so vital to the overall success of the class, I will record daily participation grades.
If you attend class but do not regularly participate in the discussion, do not expect to receive a passing grade in
the class participation. Remember that effective communication is critical in the business world and that, if you
have problems communicating (for example, due to shyness), this class provides you with the opportunity to
tackle them. Please feel free to discuss any participation issues with me (before it's too late and the semester is
ending!) I will do my best to assist you, as long as it's early enough in the semester.

Support Services
If you need accommodation for a disability, obtain a letter of accommodation from the office of Disability Services. This
office provides student centered programming in compliance with the Americans with Disabilities Act. Veterans can
receive support through the Office of Veteran & Military Programs & Services. (http://veterans.rutgers.edu). For mental
health services please contact http://counseling.newark.rutgers.edu -or- http://rhscaps.rutgers.edu. Legal services can be
obtained at http://rusls.rutgers.edu and academic series are available in the campus learning centers:
http://www.ncas.rutgers.edu and http://rlc.rutgers.edu
Class Administration
1. I will hand out name cards in the beginning of each class. Place these cards in front of you during class. This
will help me to keep track of your class contributions. Please, return the name cards back to me at the end of
each class.
2. I frequently call on students to summarize readings and participate in the discussion. Be prepared for this!
3. I make extensive use of the course Blackboard site and will post new materials on an ongoing basis. I urge
you to check the site frequently. Materials that I will post include copies of the PowerPoint presentations that I
use in class, readings and other files for the discussion of current topics, sample exams, and sample grading
rubrics.
5. Please feel free to contact me with any questions or concerns you have during my office hours or at any other
mutually convenient time. Email is a great way to communicate, so dont hesitate to use it. I will try to help you
on any day of the week that I am on campus.
 Fall 2017 Assignment Dates - 29.620.418.Q4 - M/W 4 to 5:20 WP #216
Class/ Date Chapter and Assignment Discussion Article
1..9/06 Course overview, team formation, review of class format, review of XXX
on line simulation
2..9/11 Chapter 1- Strategic Leadership XXX
3..9/13 Chapter 1 (cont.) closing case LUCK Co. pg. C112 Team # J Coach Thinks
Introduction to BSG simulation Outside --
4..9/18 Chapter 2 External Environment - VIDEO Shark Tank - The Downside of
strategy? BSG - Read simulation company background Making --
5..9/20 Chapter 2 (cont.) closing case SOUTHWEST pg. C208 Team #H Can Twitter--
BSG Quiz #1 due by midnight (45 minutes)
6..9/25 Chapter 3 Internal Organization 6 Truths on Why --
VIDEO CrowdFunding - strategy? review of the BSG simulation
7..9/27 Chapter 3 (cont.) closing case INVITROGEN pg. C78 Team #G Being a Strategic
BSG SIMULATION input trial decisions year 11 Leader
8..10/02 Chapter 4 Business Level Strategy closing case KINDLE pg. Netflix in India:
C13 team # F - BSG Review trial results - Business Plan Due
9..10/04 Chapter 5 Competitive Rivalry Why Pinterests --
BSG SIMULATION input trial decisions year 12 **
10.10/09 Chapter 5 (cont.) - closing case CARLSBERG pg. C47 Team #E Indiana Steel ---
Team Exercise D-- BSG SIMULATION: Submit initial team strategy
11..10/11 Chapter 6 Corporate level Strategy Why You Should
BSG SIMULATION year 11 decisions Care --
12..10/16 Chapter 6 (cont.) - closing case SIEMENS pg. C193 Team # D Characteristics of
- Team Exercise ---
13..10/18 Chapter 7 M&A strategies This is Your Brain
BSG SIMULATION year 12 decisions
14..10/22 Exam #1 (MIDTEM) from text - multiple choice questions XXX
15..10/25 Chapter 7 (cont.) - closing case AMX pg. 30 Team #C Cutting Jobs
Team Exercise
16. 10/30 Quiz #2 on line in BSG due (90 minutes) Network Revolution
BSG SIMULATION year 13 decisions
17..11/01 Chapter 8 International Strategies Team Exercise Curtain Up in China
18. 11/06 Chapter 8 (cont.) closing case KEURIG pg. 87 Team #B Should your
Toothbrush
19. 11/08 Chapter 9 Cooperative Strategies Five
BSG SIMULATION year 14 decisions Commandments --
20..11/13 Chapter 9 (cont.) closing case MARTHA STEWART pg. C126 Jack Daniels
Team # A Born in the USA
BSG SIMULATION year 15 decisions
21. 11/15 Chapter 10 Corporate Governance Team Exercise Why Amazon
Promotes
22. 11/20 Chapter 10 (cont.) closing case POLARIS pg. C161 Team # I The Unknown
BSG SIMULATION year 16 decisions Economy
23. 11/27 Chapter 11 Organizational Structure 5 Reasons Projects
Fail
24. 11/29 Chapter 12 Strategic Leadership Love Me Do --
closing case IKEA pg. C 66 Team #K
BSG SIMULATION year 17 decisions
25. 12/04 Chapter 13 -Strategic Entrepreneurship Characteristics of
Closing case - STARBUCKS pg. C223 Team #L ----
26. 12/07 Follow-up and review XXX
BSG SIMULATION year 18 decisions Last set of decisions
27..12/11 Company written Analysis / annual reports & presentations due per XXX
TEAMS A,C,E,G,I -- PEER EVALUATIONS DUE ON LINE IN BSG
28. 12/13 Company written Analysis / annual reports & presentations due per XXX
TEAMS B,D,F,H,J
** - Trial decisions erased and game reset to year 11 original data on 10/08/2017
The Business Strategy Game Registration Procedure, Industry 13 (sect. Q4) ONLY
It is important that each student register for a BSG account. Only registered students have
anytime, anywhere access to the information available in the BSG corporate lobby.
Furthermore, only registered students may complete Quiz 1, Quiz 2, and Peer Evaluation
online assignments. The name of each registered student will appear in the instructors
online grade book, and a simulation grade is calculated for the instructor automatically for
each registered student.

To register:
1. Launch your web browser and go to http://www.bsg-online.com/.
2. Click the button for New Students at the top-left.
Enter your Company Registration Code. Make sure that you enter the registration code for the
company that you have been assigned. The company registration codes are:

Industry 13 Registration Codes for section Q4 ONLY

instructor Account:
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School / Company: Rutgers University
Course ID: 29.620.418.Q4

Company Registration Code

Company A 57210-JMT-A
Company B 57210-JMT-B
Company C 57210-JMT-C
Company D 57210-JMT-D
Company E 57210-JMT-E
Company F 57210-JMT-F
Company G 57210-JMT-G
Company H 57210-JMT-H
Company I 57210-JMT-I
Company J 57210-JMT-J
The student account registration fee is $44.95 (US$). The account registration fee can be paid
online by credit/debit card when an account is registered.
If you have any questions about or problems with BSG course setup or student registration, please
contact technical support or call (205) 722-9149.

Use a Credit/Debit Card

Click the Credit/Debit Card Registration button on the next page. The registration fee is
$44.95 for each team member. Have a credit/debit card ready. Payment may be made
using Visa, MasterCard, Discover, or American Express. Should you not have a credit
card, the easiest alternative is to use a teammate or friend's credit card to pay your
registration fee and then reimburse him or her by cash or check.

Following registration, you will be directed to your Corporate Lobby page where you can view
or download the Player's Guide, view or print the decision schedule, and browse through all
the other information links explaining how BSG works. It is important you spend time reading
these information links. It will take about 15 minutes.

At your earliest convenience, you and your teammates should decide on a company name and
enter it using the link at the top of your Corporate Lobby page.
Business Policy & Strategy Annual Report
Term Team Project Outline

Purpose:

To review the overall condition of your simulation company for years 16 & 17 or 17 & 18 in both the short
and long term. To evaluate your companys mission, strategy, market position and business model and to
forecast the probability of success in years 19 & later.

Company: ___________________________________________Years covered: _____________

Component Possible Applied Comments
Points Points
Strategy & history of your company 10

Internal Analysis: EPS 2

Income after tax 2
Sales revenue 2
Stock Price 2
Return on assets/equity 2
Credit rating 2
Image rating 2
Sales VS CGS 2
Balance Sheet 2
Income statement 2
SWOT Analysis 10

Complete report w/ CEO letter 10

Company Condition overall 5

Assessment of competition 5
Analysis of company financial condit. 5
Company marketing activities 5
Controls & audits in place? 5
Oral presentation to class 10
Recommendations - year 18 plus 15
TOTAL 100
 Case Presentation appraisal form
ORAL
Business Strategy & Policy

Team ________________________ Date ______________

Case: _________________________________ Oral Grade: ___________

Effective Passive Poor Comments

Component
Summary of the
case
(5 points)
Summary of case
issues
(15 points)

Answer to case
questions (25
points)

Use of appropriate
analytical
techniques, sound
logic & well
supported
arguments.
(15 points)

Good
communication
skills including the
use of Visual aids
(10 points)

Ability to formulate
realistic
recommendations
using course
Concepts (20pts)
Class participation?
(5 points)

Stay within 15
minutes (5 points)

My overall reaction:

Excellent very good good fair poor

 BPS Written Case Presentation appraisal form
Grading Rubric Case paper - 100 points available
Each written case should be a 6 to 10 page double spaced report (not including any materials in the appendix).
Team ________________________
Case: _________________________________
Criteria Excellent
12 points
1 Organization Provides full background on the
Profile & case, organization, organization
case structure & other factors
summary
2 Business unit Provides a full outline of the unit
profile under review including its
contribution to the organization
and its position in the
organization structure
3 Problem Identifies the key issues (gap
description between expected and actual
results) with supporting data.
Provides an analysis to support
the problem description
4 Case Clearly answers each question
questions using course materials and
theories
5 Use of Links two or more course
appropriate concepts to the defined problem
analysis and showing how they affirm or deny
integration of the problem. Explain why these
course course concepts were chosen and
content how they helped define the
problem
6 Recommenda Clear recommendations using
tions course terms and concepts in a
linked and understandable
manner. Includes follow-up
criteria and a measure of
effectiveness.
7 Report clarity Paper is +/- 6 to 10 pages, follows
and points 1 through 6 above, typed
cohesiveness with all attachments in an
appendix. Paper explains all key
points
8 Appendix Includes all tables, charts,
graphics, interview questions,
analysis rubrics, etc
9 + 4 points Presented on time and in proper
format (+4.0)
My comments:
Date ______________
Written Grade:________
Good
8 points
Provides basic background
on the case
Provides a basic outline of
the unit under review
Does not specify the gap
between expected and
actual performance; or does
not supply supporting
information and analysis
Response to questions is
vague, or use of course
materials is missing
Course concepts not clearly
identified or linked to the
problem or there are gaps in
the way the analysis is
explained and verified
Limited use of course terms
and concepts. Limited or no
measureable follow-up.
Some points not clearly
developed and some lose
ends
Some tables, charts, etc. are
missing
Presented on time. Some
formatting issues
(+2.5)
Incomplete
4 point
Components of case background
etc. are missing
Components such as the units
contribution or position in the
organizations structure are
missing
Does not explain the key issues
in detail or is missing key
information
Question answers are not clear -
key points are missing
Limited use of course concepts
or incorrect linking of concepts
to the problem. Does not explain
why the selected concepts were
chosen
Poor use of course concepts and
little notation of measureable
follow-up
Points are difficult to understand,
key points are missed or
incomplete. Grammatical errors
are noted
Very limited attachments or
support documents
Presented late
(+0.0)