Do My Liberty BUSI 338 Course for Me

Week one: Forum 1, worth 90, on opportunities and challenges in small business, and the New Venture Project Summary Report, worth 40, introducing the venture.

Week two: Project Phase 1, worth 90, usually on the venture's market and how it will reach customers.

Week three: Forum 2 and Exam 1.

Week four: Project Phase 2, often on operations, location, legal form and controls.

Week five: Forum 3 and Exam 2. Week six: Project Phase 3, typically the money side of the venture.

Week seven: Forum 4 and Exam 3. Week eight: the Final Project Report, worth 90, and Exam 4.

Your section's instructions decide exactly what each phase covers, and the coursework follows them.

Short videos accompany every week, and forum prompts often draw on them as well as the reading.

The registration quiz in week one simply sets up Connect access and carries no points.

Exams cover the chapters in pairs, so each forum doubles as review.

The venture is chosen with you before week one, because the summary is due immediately. A good venture is specific, local or online, and small enough to plan in detail.

The summary report explains the opportunity, the customer and the value in a few clear pages.

Each phase is written in the order your instructions set. A marketing phase defines the target customer, competition, positioning, pricing and launch promotion; an operations phase covers location, suppliers, equipment, staffing, legal form, licenses and insurance; a financial phase lays out startup costs, a monthly cash flow for the first year, break-even and funding.

The final report revises each phase for your professor's comments, removes contradictions and adds an executive summary and next steps.

Forums apply the week's chapters to small businesses with real examples, and replies follow classmates' posts.

A second reviewer checks every number.

Each file reaches you early so you can add any personal detail before submitting.

Each phase opens with a short reminder of the venture and its customer, so a grader reading it alone still has the context.

Assumptions in the financial phase are listed in a table, such as average sale, customers per day and rent, so they can be changed easily.

Forum replies add a practical angle, such as how a classmate's example would handle a slow season.

This coursework is done by a former small business owner, a small business lender or an advisor from a development center or accounting firm.

They have seen plans succeed and fail, and they write yours to avoid the common traps: optimistic sales, forgotten costs, no cash cushion.

They are comfortable with spreadsheets and explain each projection plainly.

They know how small businesses hire, train and keep good people, which the later chapters cover.

One writer handles every forum and stage.

Your identity is kept by the coordinator.

Questions about any chapter go through the coordinator.

Their forum examples come from real local businesses they have advised or banked, adjusted so no owner is identified.

They explain lenders' expectations, such as owner equity and collateral, in plain language.

They also know how a small firm's first hires shape its culture, which the people chapters address.

Their numbers are conservative by habit.

It gets hard in week one, when the summary is due before the idea has settled.

It gets hard in the financial phase, which asks for projections many students have never built.

It gets hard when phases disagree, such as a staffing plan in Phase 2 that the budget in Phase 3 cannot afford.

It gets hard when the final report simply stacks earlier phases instead of revising them into one plan.

It gets hard in the odd weeks, when a 90-point forum and an exam fall together.

It gets hard to keep forum examples small-business focused rather than drawn from large corporations.

Choosing the venture early and keeping one writer on every stage handles most of this.

It gets hard, too, when a venture's legal form is chosen without thinking about taxes, liability or future investors.

Staffing plans often go wrong when payroll taxes and benefits are left out of the budget.

Marketing phases can go wrong when the budget for promotion exceeds what the financial phase allows.

Final reports suffer when the executive summary is written first and never updated after the phases change.

The summary and Forum 1 are delivered in the opening days if the venture is agreed early.

Phases land with several days to spare.

Forum threads come before their weeks open; replies wait for peers.

The final report lands nearly a week ahead.

Exam days are left clear.

The figure follows the forums and stages you hand over and the time remaining; exams are never counted.

Students who arrive mid-course begin with the next stage, after the writer reads the graded ones.

If your professor comments on a phase, the next one opens by addressing those comments.

Revisions you ask for before submitting are made the same day where possible.

The venture idea is confirmed with you before any stage is written.