Do My Liberty BUSI 370 Course for Me

Week one brings Forum 1, worth 100, on the first chapter's view of the dealership industry, its history and its place in the economy, along with the checklist and introductions.

Week two brings Forum 2 on the second chapter, often the dealer-manufacturer relationship and the franchise agreement.

Week three brings Written Report 1 on the third chapter, such as how a store is organized into departments.

Week four brings Written Report 2, and week five Written Report 3, each on the chapter read that week, such as vehicle sales operations or finance and insurance.

Week six brings Written Report 4 and the Financial Report Analysis, each worth 100, as the chapter on dealership financial management is read.

Week seven brings Written Report 5, often on leadership or the future of dealerships. Week eight brings the IFL Essay and the final exam.

Something written is due in every week of the course.

Short presentations, two or three a week, add examples the reports can draw on.

The final exam reviews all seven chapters, so the reports double as a study guide.

Forums are done by taking a clear position on the week's question and supporting it with Brunson and current industry reporting, such as data on dealer counts, inventory or online sales.

Reports are done by applying the chapter to realistic decisions. A report on finance and insurance, for example, might explain how a store earns income from financing and service contracts, the compliance rules that limit it and how it affects customer trust.

Each report uses dealership terms correctly and explains them where a reader outside the industry might need it.

The Financial Report Analysis is done department by department: new vehicles, used vehicles, finance and insurance, service, parts and body shop, with gross profit, expenses, net profit and fixed absorption computed and interpreted.

The IFL Essay follows your section's prompt and connects a passage or principle from Scripture to a dealership practice, such as transparent pricing or fair treatment of employees.

A second reviewer checks every number and citation.

Each piece arrives early so you can read and submit it.

Reports on sales operations explain the process from lead to delivery, including how customer satisfaction scores affect manufacturer incentives.

Where a report needs numbers, such as average gross per vehicle or days supply of inventory, they come from industry data and are dated.

Forum posts end with a question for classmates, which tends to draw stronger replies.

This coursework is handled by someone who has worked in a franchised dealership or advised dealer groups, as a manager, controller or consultant.

They understand the rhythm of a store: month-end pushes, manufacturer incentives, service capacity and inventory carrying costs.

They read dealer financial statements routinely and explain them in plain words.

They keep up with industry change, from direct-to-consumer sales experiments to electric vehicle service needs.

One writer handles every item, so terminology stays consistent.

Writers never see your name.

Questions about any dealership concept can go through the coordinator.

Several have worked in service management, where they learned how labor time, parts margins and customer pay work affect absorption.

They write clearly for students who have never worked in a store.

A second reviewer checks each report.

They respect the customer's side as well as the dealer's.

Weekly reports leave no recovery time if a week at work runs long.

Dealership terms are easy to misuse, and graders in the concentration notice.

The financial analysis falls in the same week as a report and asks for calculations many students have not done.

Reports that restate the chapter without applying it to a store lose points.

The final week stacks the faith essay with an exam on all seven chapters.

Industry examples go out of date quickly as the market shifts.

Early delivery of each report and a financial analysis prepared ahead of week six address most of this.

Finance and insurance topics are sensitive, since regulators watch them closely, and reports must describe them accurately and fairly.

Leadership reports go wrong when they describe a manager's personality without the dealership practices that make leadership visible, such as daily sales meetings or service huddles.

Dealer-manufacturer topics can be tricky, since franchise laws vary by state and reports must say so.

Forum posts reach you before weeks one and two open.

Each written report arrives a few days before its week ends, leaving time to read it.

The financial analysis arrives early in week six, ahead of the fourth report, and the IFL essay early in week eight, ahead of the exam.

The figure follows the items you hand over and how much of the course remains; the exam is excluded.

Students arriving late begin with the next report.

Many hand over every written item and focus on the exam.

Revisions come from whoever drafted the item.

If you work in a dealership and want examples from your department, mention it and the reports lean that way.

Students who start late usually hand over the next report and the financial analysis first.

Edits come back quickly from the same writer.