Do My Liberty BUSI 690 Course for Me

Week one reads Rothaermel chapters one to five, with the checklist, the program assessment, your introduction and Rothaermel Exercise 1, worth 50 points.

Week two reads chapters six to ten, with Exercise 2 and the forum, worth 25.

Week three reads chapters eleven and twelve and reviews the book, with Exercise 3 and the Connect final exam, worth 150.

Week four reads Business Model Generation chapters one to three, with Business Model Exercise 1, worth 75, and Group Case Study 1, worth 150.

Week five reads chapters four and five, with Business Model Exercise 2 and the first peer evaluation.

Week six reviews Rothaermel, with Group Case Study 2.

Week seven reviews again, with Group Case Study 3 and the second peer evaluation.

Week eight has Bible readings, the last peer evaluation and the faith essay, worth 75, in a week that ends Friday.

Week three is the turning point: the final exam closes the strategy half, and the group work begins the next week.

Peer evaluations follow the cases in weeks five, seven and eight.

The forum in week two sits on top of five chapters and an exercise.

Each Rothaermel exercise picks a real company that fits the chapters and answers the exercise questions in order, applying the frameworks with judgment and citing sources for every fact.

The business model exercises map the company's nine building blocks, show how they work together and then propose a change, such as a new revenue stream or channel, judged by its fit with the rest of the canvas.

For each group case, your assigned sections follow the strategic management process. External analysis looks at the industry and the forces shaping it; internal analysis looks at resources and capabilities; performance analysis reads the statements; and the recommendation compares alternatives before choosing one.

When you hold the financials, the workbook pulls three years of statements from the company's filings, computes year-over-year changes and key ratios, builds pro formas on clear assumptions and calculates the NPV of the recommended strategy.

The forum thread and replies answer the topic with peer-reviewed sources and Scripture, and the faith essay draws together strategy, policy and faith in at least 800 words.

You submit everything yourself, and the final exam is yours.

Recommendation sections weigh at least two alternatives against the firm's resources and the industry's direction before choosing one, so the choice is clearly argued.

Ratio analysis in the performance section covers profitability, liquidity and leverage, with a sentence on what each trend means.

NPV calculations state the discount rate and the reason for it, often the firm's weighted average cost of capital, so the result can be checked.

Business model proposals test the change against the canvas, showing which other blocks it would affect and whether the cost structure still works.

BUSI 690 coursework is done by a strategy consultant or corporate development professional who has prepared company analyses and financial models for real decisions.

They know which frameworks illuminate a company and which only fill space, which keeps the exercises and cases focused.

They build pro formas and valuations at work, so the workbook is consistent and the NPV is defensible.

A second reviewer checks every exercise and case share before release, including the workbook's formulas.

The same writer stays with your capstone, so the exercises, cases and essay share one view of strategy.

Several have taught strategy at the MBA level, which keeps their use of the frameworks precise.

They also understand group dynamics, which helps each share fit the team's plan.

Their written sections lead with the conclusion and support it, the way a briefing for executives would.

A second strategist rebuilds the key workbook figures before release.

They read annual reports the way analysts do, looking past headlines to segment results and cash flow.

The first three weeks move very fast, with twelve chapters, three exercises and the final exam.

The group cases come close together in weeks four, six and seven, each requiring fifteen pages and a workbook.

Pulling clean financial statements and building pro formas that tie to the recommendation is the most technical step.

Peer evaluations scale your case grades, so a weak or late share costs you directly.

The faith essay comes at the end, when energy is lowest.

Choosing companies with clean, public financial data matters more than students expect.

The forum's replies are long, 450 to 600 words, which surprises students in a week already filled with chapters.

Teams also struggle to agree on one recommendation, and a share that argues clearly for it often settles the matter.

Exercise 3 and the final share week three, which leaves little time for either.

Writing a recommendation the whole group accepts is harder than analyzing the company.

The strategy exercises reach you with days to spare in each of the first three weeks.

The forum thread arrives early in week two and the replies later that week.

The business model exercises arrive before weeks four and five close.

Your case shares arrive before your group's internal dates in weeks four, six and seven.

The faith essay arrives early in week eight.

Every piece is priced separately and the team report shares cost most; ordering the full capstone up front lowers the total, and a late start covers only what is left.

Single exercises or case shares can be ordered week by week.

Payment follows each delivered item.

Your group's internal dates set the delivery dates for each case share.

A late start is priced only on remaining items.