Do My Liberty BUSI 400 Course for Me

Week one brings Individual Assurance of Learning Exercise 1, worth 125, on the nature of strategic management and the strategic planning process, alongside the program assessment, checklist and introductions.

Week two brings Group Exercise 1, worth 62.5, as vision and mission are read; week three brings Group Exercise 2 as the external assessment is read.

Week four brings Individual Case Analysis 1, worth 125, applying the external and internal assessments to a company.

Week five brings Individual Exercise 2 and Group Exercise 3 as the internal assessment is read.

Week six brings Group Case Analysis 1, worth 125, as types of strategies are read.

Week seven brings Individual Case Analysis 2 and Group Exercise 4 as strategy analysis and choice are read. Week eight brings Group Case Analysis 2 as implementation, evaluation and global issues close the course.

A peer evaluation follows every group item and stays with you.

A short presentation accompanies each chapter and often hints at what the week's exercise will ask.

The second half of the course moves from analysis to choice and implementation.

Individual exercises are done as precise applications of the week's tools, answering each part of the prompt with the matrix or analysis it asks for and a short interpretation.

Individual cases move through the whole sequence: where the company stands, what the outside world offers and threatens, what the firm does well and poorly, the strategies those findings suggest, a quantitative comparison of the best two or three, and a costed plan for the winner.

For group items, your share is done to the group's plan and template, whether that is a single matrix, the financial analysis or a written section, and delivered early so the group can integrate it.

Company data come from annual reports, industry studies and reputable business news, and every figure is cited.

A second reviewer checks every matrix and calculation.

Files land early enough for you to read them and pass shares to your team.

Peer evaluations and the program assessment are never touched.

Every matrix is followed by a short paragraph explaining what it says about the company's position.

Financial projections show their assumptions, such as growth rate and margin, in a small table.

Recommendations name who in the company would lead each step.

This coursework is done by someone who has worked in corporate strategy, consulting or business development, usually with an MBA.

They build David's matrices fluently and understand the judgment behind each weight and rating.

They know how strategic recommendations are received by real leadership teams, so they address cost, risk and timing.

They write group shares that fit cleanly beside teammates' sections.

One writer handles your individual items and group shares, so the analysis stays consistent from week to week.

Writers never learn who you are.

Questions about any tool can be sent through the coordinator.

Several have run strategic planning retreats, which shows in how they frame options for decision-makers.

A second reviewer checks every matrix.

They write in plain business English, the way strategy memos should read.

Matrices go wrong in small ways, such as weights that do not sum to one or ratings on the wrong scale, and those errors change the strategy that comes out.

Case analyses often list many strategies without choosing one, which the rubric penalizes.

Financial projections are hard for students who have not built them since their finance course.

Group items depend on teammates, and peer evaluations reflect how well each member contributed.

Week five and week seven each carry an individual item and a group item together.

Strategy can drift away from the company's actual resources, producing recommendations it could never afford.

Building the matrices carefully and tying every recommendation to the company's numbers address most of this.

Ethics and global chapters near the end add questions that pure financial analysis misses.

Students also struggle to keep the same company facts consistent across the group's sections.

Booked early, Individual Exercise 1 is ready in the first days.

Individual case analyses arrive a few days before weeks four and seven end, and the second individual exercise before week five ends.

Team portions follow quickly after assignment, leaving time to merge.

Price follows the individual items and group shares you pass on and the weeks remaining; assessments and peer evaluations are excluded.

Students who join partway through begin with the next individual item or group share.

Some hand over only the individual items; others hand over their group shares as well.

Edits come from the original strategist.

If your group sets an internal deadline, your share is timed to it.

You can approve an outline of any case before the full analysis.

Edits are usually turned around within a day.