\nWriting Instructions:<\/p>\n
Use APA Format and MS Word docs (only).<\/p>\n
1. Build, menu, address the Strategic Audit for Best Buy Co. Inc.<\/p>\n
2. Use only information\/situation of the year 2009. Don?t fast forward to 2016 or current information or data. (Stay in 2009). Don?t use such future information or data that may suggest that a strategic decision or implementation was undertaken. After all, it could have been a bad strategic decision. Stick to your analysis of the case at the time (2009) and develop your own assessment and decision about what the firm should or shouldn?t do.<\/p>\n
3. Be sure to identify your used of outside resource in your SA<\/p>\n
1. Corporate web site links: https:\/\/corporate.bestbuy.com\/<\/p>\n
See below is an example of written Strategic Audit (SA) Outline use and a guide to write a SA paper.<\/p>\n
SA paper outlined.<\/p>\n
I. Current Situation (2009)<\/p>\n
a. Current Performance (2009)<\/p>\n
How did the corporation perform in the past year overall in term of return on investment, market share, and profitability?<\/p>\n
b. Strategic Posture<\/p>\n
What are the corporation?s current mission objectives, strategic, and policies?<\/p>\n
1. Are they clearly stated, or are they merely implied from performance?<\/p>\n
2. Mission: What business(es) is the corporation in? Why?<\/p>\n
3. Objectives: What are the corporate, business, and functional objectives? Are they consistent with each other, with the mission, and with the internal and external environments?<\/p>\n
4. Strategies: What Strategy or mix of strategies is the corporation following? Are they consistent with each other, with the mission and objectives, and with the internal and external environments?<\/p>\n
5. Policies: What are the corporation?s policies? Are they consistent with each other, with the mission, objectives, and strategies, and with the internal and external environments?<\/p>\n
6. Do the current mission, objective, strategies, and polices reflect the corporation?s international operations, whether global or multi-domestic?<\/p>\n
II. Corporate Governance<\/p>\n
a. Board of Directors<\/p>\n
1. Who is on the board? Are they internal (employees) or external members?<\/p>\n
2. Do they own significant shares of stock?<\/p>\n
3. Is the stock privately held or publicly traded? Are there different classes of stock with different voting rights?<\/p>\n
4. What do the board members contribute to the corporation in terms of knowledge, skills, background, and connections? Of the corporation has international operations, do board members have international experience? Are board members concerned with environmental sustainability?<\/p>\n
5. How long have the board member served on the board?<\/p>\n
6. What is their level of involvement in strategic management? Do they merely rubber-stamp top management?s proposals or do they actively participate and suggest future directions? Do they evaluate management?s proposals in terms of environment sustainability?<\/p>\n
b. Top Management<\/p>\n
1. What person or group constitutes top management?<\/p>\n
2. What top management?s chief characteristic in term of knowledge, skills, background and style? If the corporation has international operations, does top management have international experience? Are executives from acquired companies considered part of the top management team?<\/p>\n
3. Has top management been responsible for the corporation?s performance over the past few years? How many managers have been in their current position for less than three years? Were they promoted internally or externally hired?<\/p>\n
4. Has top management established a systematic approach to strategic management?<\/p>\n
5. What is top management?s level of involvement in the strategic management process?<\/p>\n
6. How well does top management interact with lower-level managers and with the board of directors?<\/p>\n
7. Are strategic decision made ethically in a socially responsible manner?<\/p>\n
8. Are strategic decision made in an environmentally sustainable manner?<\/p>\n
9. Do top executives own significant amounts of stocks in the corporation?<\/p>\n
10. Is top management sufficiently skilled to cope with likely future challenges?<\/p>\n
III. External Environment: (Opportunities and Threats)<\/p>\n
(Analyze the natural and societal environment to see what general trends are likely to affect the industry(s) in which the company is operating).<\/p>\n
a. Opportunities Factors<\/p>\n
1. List and analyze 4 or more opportunities factors<\/p>\n
b. Threats Factors.<\/p>\n
1. List and analyze 4 or more threats factors<\/p>\n
c. Task Environment<\/p>\n
1. What forces drive industry completion? Are these forces the same globally or do they vary from country to country? Rate each forces as high, medium, or low.<\/p>\n
a. Threat of new entrants<\/p>\n
b. Bargaining powers of buyers<\/p>\n
c. Threats of substitute products or services<\/p>\n
d. Bargaining power of suppliers<\/p>\n
e. Rivalry among competing firms<\/p>\n
f. Relative power of unions, government, special interest groups, etc.<\/p>\n
2. What key factors in the immediate environment (that is, customer, competitors, suppliers, creditors, labor union, government, trade association, interest groups, local communities, shareholders) are currently affecting the corporation? Which are current or future threats? Opportunities?<\/p>\n
IV. Internal Environment: Strengths and Weaknesses<\/p>\n
a. Corporate Structure<\/p>\n
1. How is the corporation structured at present?<\/p>\n
2. Is the structure clearly understood by everyone in the corporation?<\/p>\n
3. Is the present structure consistent with current corporate objectives, strategies, policies and programs, as well as with the firm?s international operations?<\/p>\n
4. In what ways does this structure compare with those of similar corporations?<\/p>\n
b. Corporate Culture<\/p>\n
1. Is there a well-defined or emerging culture composed of shared beliefs, expectation, and values?<\/p>\n
2. Is the culture consistent with the current objectives, strategies, policy, and programs?<\/p>\n
3. What is the culture?s position on environment sustainability?<\/p>\n
4. What is the culture position on other important issues facing the corporation (that is on productivity, quality of performance, adaptability to changing conditions, and internationalization)?<\/p>\n
5. Is there culture compatible with employees ?diversity of backgrounds?<\/p>\n
6. Does the company take into consideration the values of the culture of each nation in which the firm operates?<\/p>\n
c. Corporate Resources<\/p>\n
1. Marketing<\/p>\n
a. What are the corporation?s current marketing objectives, strategies, polices, and programs?<\/p>\n
i. Are they clearing stated or merely implied from performance and or budgets?<\/p>\n
ii. Are they consistent with the corporation?s mission, objectives, strategies, and policies and with internal and external environments?<\/p>\n
b. How well is the corporation performing in terms of analysis of market position and marketing mix (that is, product, price, place, and promotion) in both domestic and international markets? How dependent is the corporation on a few customers? How big is its market? Where is, it gaining, or losing market share? What percentage of sales comes from developed versus developing regions? Where are current products in the product life cycle?<\/p>\n
c. How well does the corporation?s marketing performance compare with that of similar corporations?<\/p>\n
d. Does marketing adjust to the condition in each country in which it operates?<\/p>\n
e. Does marketing consider environment sustainability when making decision?<\/p>\n
f. What is the role of the marketing manager in the strategic management process?<\/p>\n
2. Finance<\/p>\n
a. What are the corporation?s current financial objectives, strategies, and policies and programs?<\/p>\n
b. How well is the corporation performing in terms of financial analysis?<\/p>\n
c. How well does the corporation?s financial performance compare with that of similar corporation?<\/p>\n
d. Are financial managers using accepted financial concept and techniques to evaluate and improve current corporate and divisional performance?<\/p>\n
3. Research and Development (R&D)<\/p>\n
a. What are the corporation?s current R&D objectives, strategies, policies, and program?<\/p>\n
b. What return is the corporation receiving from its investment in R&D?<\/p>\n
c. How well does the corporation?s investment in R&D compare with the investment of similar corporations? How much R&D is being outsourced? Is the corporation using value-chain alliances appropriately for innovation and competitive advantage?<\/p>\n
d. Does R&D consider environmental sustainably in product development and packaging?<\/p>\n
4. Operations<\/p>\n
a. What are the type and extent of operation capabilities of the corporation? How much is done domestically versus internationally? Is purchasing being handle appropriately? Are suppliers and distributors operating in an environmentally sustainable manner? Which products have the highest and lowest profit margins?<\/p>\n
b. How well does the corporation perform relative to the completion? It is balancing inventory costs (warehousing) with logistical costs(just-in-time)?<\/p>\n
c. What trends emerge from this analysis? What impact have these trends had on past performance and how might these trends affect future performance?<\/p>\n
V. Analysis of Strategic Factors (SWOT)<\/p>\n
a. Situational Analysis<\/p>\n
Of the external and internal factors listed in III and IV, which are the strategic (most important) factors that strongly affects the corporation?s present and future performance?<\/p>\n
b. Review of Mission and Objectives<\/p>\n
1. Are the current mission and objective appropriate in light of the key strategic factors and problems?<\/p>\n
2. Should the mission and objective be changed? If so, how?<\/p>\n
3. If they are changed, what will be the effects on the firm?<\/p>\n
VI. Strategic Alternatives and Recommended Strategy<\/p>\n
a. Strategic Alternatives<\/p>\n
1. Cam the current or revised objectives be met through more careful implementation of those strategies presently in use?<\/p>\n
2. What are the major feasible alternative strategies available to the corporation? What re the pros and cons of each? Can corporate scenarios be developed and agreed on?<\/p>\n
a. Consider stability, growth, and retrenchment as corporate strategies.<\/p>\n
b. Consider cost leadership and differentiation as business strategies.<\/p>\n
c. Consider any functional strategic alternatives that might be needed for reinforcement of an important cooperate or business strategic alterative.<\/p>\n
b. Recommended Strategy<\/p>\n
1. Specify which of the strategic alternatives you are recommending for the corporate, business, and functional levels of the corporation. Do you recommend different business or functional strategies for different units of the corporation?<\/p>\n
2. Justify your recommendation in terms of its ability to resolve both long term and short term problem and effectively deal with the strategic factors?<\/p>\n
3. What policies should be developed or revised to guide effective implementation?<\/p>\n
4. What is the impact of your recommendation strategy on the company?s core and distinctive competencies?<\/p>\n
VII. Implementation<\/p>\n
a. What type of programs or tactics should be developed to implement the recommendation strategy?<\/p>\n
1. Who should develop these programs\/tactics?<\/p>\n
2. Who should oversee these programs\/tactics?<\/p>\n
b. Are the programs\/tactics financially feasible? Can pro forma budgets be developed and agreed on? Are priorities and timetables appropriate to individual programs\/tactics?<\/p>\n
c. Will new Standard Operation Procedures need to be developed?<\/p>\n
VIII. Evaluation and Control<\/p>\n
a. Is the current information system capable of providing sufficient feedback on Implementation activities and performance? Can it measure strategic factors?<\/p>\n
1. Can performance result be pinpointed by area, unit, project, or fiction?<\/p>\n
2. Is the information timely?<\/p>\n
3. Is the corporation using benchmarking to evaluate its functions and activities?<\/p>\n
b. Are adequate control measure in place to ensure conformance with the recommended strategic plan?<\/p>\n
1. Are appropriate standards and measure being used?<\/p>\n
2. Are reward systems capable of recognizing and rewarding good performance?<\/p>\n
Topic Case: Best Buy Co. Inc (2009)
\nWriting Instructions:
\nUse APA Format and MS Word docs (only).
\n1.\tBuild, menu, address the Strategic Audit for Best Buy Co. Inc.
\n2.\tUse only information\/situation of the year 2009. Don?t fast forward to 2016 or current information or data. (Stay in 2009). Don?t use such future information or data that may suggest that a strategic decision or implementation was undertaken. After all, it could have been a bad strategic decision. Stick to your analysis of the case at the time (2009) and develop your own assessment and decision about what the firm should or shouldn?t do.
\n3.\tBe sure to identify your used of outside resource in your SA
\nSources of Information Online Suggested
\n1.\tHoover’s Online – www.hoovers.com
\n2.\tU.S. Securities and Exchange Commission – www.sec.gov
\n3.\tFortune 500 – www.fortune.com
\n4.\tDun & Bradsteer’s Online – www.smallbunisess.dnb.com
\n5.\tCompetitive Intelligence Guide – www.fuld.com
\n6.\tSociety of COmpetitive Intelligence Professionals – www.scip.org
\n7.\tThe Economist – www.economist.com
\n8.\tCIA World Fact Book – www.cia.gov
\n9.\tBloomberg – www.blomberg.com
\n10.\tCEOExpress – www.ceoexpress.com
\n11.\tThe Wall Street Journal – www.wsj.com
\n12.\tForbes – www.forbes.com\/lists\/
\n13.\tCorporateInformation.com – www.corporateinformation.com
\n14.\tKompass International – www.kompass.com
\n15.\tCorpTech – www.corptech.com
\n16.\tADNet – www.companyfinders.com
\n17.\tCNN – http:\/\/money.cnn.com\/news\/
\n18.\tPaywatch – www.aflcio.org\/corporatewatch\/paywatch\/
\n19.\tGlobal Edge Global REsources – http:\/\/globaledge.msu.edu\/resourceDesk\/
\n20.\tGoogle FInance – www.google.com\/finance
\n21.\tWorld Federation of Exchanges – www.world-exchanges.org\/
\n22.\tSEC International Registry – www.sec.gov\/divisions\/corpfin\/internatl\/companies.shtml
\n23.\tYahoo Finance – http:\/\/finance.yahoo.com <\/p>\n
4.\tCorporate web site links: https:\/\/corporate.bestbuy.com\/
\nSee below is an example of written Strategic Audit (SA) Outline use and a guide to write a SA paper.
\nSA paper outlined.
\nI.\tCurrent Situation (2009)
\na.\tCurrent Performance (2009)
\nHow did the corporation perform in the past year overall in term of return on investment, market share, and profitability?
\nb.\tStrategic Posture
\nWhat are the corporation?s current mission objectives, strategic, and policies?
\n1.\tAre they clearly stated, or are they merely implied from performance?
\n2.\tMission: What business(es) is the corporation in? Why?
\n3.\tObjectives: What are the corporate, business, and functional objectives? Are they consistent with each other, with the mission, and with the internal and external environments?
\n4.\tStrategies: What Strategy or mix of strategies is the corporation following? Are they consistent with each other, with the mission and objectives, and with the internal and external environments?
\n5.\tPolicies: What are the corporation?s policies? Are they consistent with each other, with the mission, objectives, and strategies, and with the internal and external environments?
\n6.\tDo the current mission, objective, strategies, and polices reflect the corporation?s international operations, whether global or multi-domestic?<\/p>\n
\nII.\tCorporate Governance
\na.\tBoard of Directors
\n1.\tWho is on the board? Are they internal (employees) or external members?
\n2.\tDo they own significant shares of stock?
\n3.\tIs the stock privately held or publicly traded? Are there different classes of stock with different voting rights?
\n4.\tWhat do the board members contribute to the corporation in terms of knowledge, skills, background, and connections? Of the corporation has international operations, do board members have international experience? Are board members concerned with environmental sustainability?
\n5.\tHow long have the board member served on the board?
\n6.\tWhat is their level of involvement in strategic management? Do they merely rubber-stamp top management?s proposals or do they actively participate and suggest future directions? Do they evaluate management?s proposals in terms of environment sustainability?
\nb.\tTop Management
\n1.\tWhat person or group constitutes top management?
\n2.\tWhat top management?s chief characteristic in term of knowledge, skills, background and style? If the corporation has international operations, does top management have international experience? Are executives from acquired companies considered part of the top management team?
\n3.\tHas top management been responsible for the corporation?s performance over the past few years? How many managers have been in their current position for less than three years? Were they promoted internally or externally hired?
\n4.\tHas top management established a systematic approach to strategic management?
\n5.\tWhat is top management?s level of involvement in the strategic management process?
\n6.\tHow well does top management interact with lower-level managers and with the board of directors?
\n7.\tAre strategic decision made ethically in a socially responsible manner?
\n8.\tAre strategic decision made in an environmentally sustainable manner?
\n9.\tDo top executives own significant amounts of stocks in the corporation?
\n10.\tIs top management sufficiently skilled to cope with likely future challenges?
\nIII.\tExternal Environment: (Opportunities and Threats)
\n(Analyze the natural and societal environment to see what general trends are likely to affect the industry(s) in which the company is operating).
\na.\tOpportunities Factors
\n1.\tList and analyze 4 or more opportunities factors
\nb.\tThreats Factors.
\n1.\tList and analyze 4 or more threats factors
\nc.\tTask Environment
\n1.\tWhat forces drive industry completion? Are these forces the same globally or do they vary from country to country? Rate each forces as high, medium, or low.
\na.\tThreat of new entrants
\nb.\tBargaining powers of buyers
\nc.\tThreats of substitute products or services
\nd.\tBargaining power of suppliers
\ne.\tRivalry among competing firms
\nf.\tRelative power of unions, government, special interest groups, etc.
\n2.\tWhat key factors in the immediate environment (that is, customer, competitors, suppliers, creditors, labor union, government, trade association, interest groups, local communities, shareholders) are currently affecting the corporation? Which are current or future threats? Opportunities?
\nIV.\tInternal Environment: Strengths and Weaknesses
\na.\tCorporate Structure
\n1.\tHow is the corporation structured at present?
\n2.\tIs the structure clearly understood by everyone in the corporation?
\n3.\tIs the present structure consistent with current corporate objectives, strategies, policies and programs, as well as with the firm?s international operations?
\n4.\tIn what ways does this structure compare with those of similar corporations?
\nb.\tCorporate Culture
\n1.\tIs there a well-defined or emerging culture composed of shared beliefs, expectation, and values?
\n2.\tIs the culture consistent with the current objectives, strategies, policy, and programs?
\n3.\tWhat is the culture?s position on environment sustainability?
\n4.\tWhat is the culture position on other important issues facing the corporation (that is on productivity, quality of performance, adaptability to changing conditions, and internationalization)?
\n5.\tIs there culture compatible with employees ?diversity of backgrounds?
\n6.\tDoes the company take into consideration the values of the culture of each nation in which the firm operates?
\nc.\tCorporate Resources
\n1.\tMarketing
\na.\tWhat are the corporation?s current marketing objectives, strategies, polices, and programs?
\ni.\tAre they clearing stated or merely implied from performance and or budgets?
\nii.\tAre they consistent with the corporation?s mission, objectives, strategies, and policies and with internal and external environments?
\nb.\tHow well is the corporation performing in terms of analysis of market position and marketing mix (that is, product, price, place, and promotion) in both domestic and international markets? How dependent is the corporation on a few customers? How big is its market? Where is, it gaining, or losing market share? What percentage of sales comes from developed versus developing regions? Where are current products in the product life cycle?
\nc.\tHow well does the corporation?s marketing performance compare with that of similar corporations?
\nd.\tDoes marketing adjust to the condition in each country in which it operates?
\ne.\tDoes marketing consider environment sustainability when making decision?
\nf.\tWhat is the role of the marketing manager in the strategic management process?
\n2.\tFinance
\na.\tWhat are the corporation?s current financial objectives, strategies, and policies and programs?
\nb.\tHow well is the corporation performing in terms of financial analysis?
\nc.\tHow well does the corporation?s financial performance compare with that of similar corporation?
\nd.\tAre financial managers using accepted financial concept and techniques to evaluate and improve current corporate and divisional performance?
\n3.\tResearch and Development (R&D)
\na.\tWhat are the corporation?s current R&D objectives, strategies, policies, and program?
\nb.\tWhat return is the corporation receiving from its investment in R&D?
\nc.\tHow well does the corporation?s investment in R&D compare with the investment of similar corporations? How much R&D is being outsourced? Is the corporation using value-chain alliances appropriately for innovation and competitive advantage?
\nd.\tDoes R&D consider environmental sustainably in product development and packaging?
\n4.\tOperations
\na.\tWhat are the type and extent of operation capabilities of the corporation? How much is done domestically versus internationally? Is purchasing being handle appropriately? Are suppliers and distributors operating in an environmentally sustainable manner? Which products have the highest and lowest profit margins?
\nb.\tHow well does the corporation perform relative to the completion? It is balancing inventory costs (warehousing) with logistical costs(just-in-time)?
\nc.\tWhat trends emerge from this analysis? What impact have these trends had on past performance and how might these trends affect future performance?
\nV.\tAnalysis of Strategic Factors (SWOT)
\na.\tSituational Analysis
\nOf the external and internal factors listed in III and IV, which are the strategic (most important) factors that strongly affects the corporation?s present and future performance?
\nb.\tReview of Mission and Objectives
\n1.\tAre the current mission and objective appropriate in light of the key strategic factors and problems?
\n2.\tShould the mission and objective be changed? If so, how?
\n3.\tIf they are changed, what will be the effects on the firm?
\nVI.\tStrategic Alternatives and Recommended Strategy
\na.\tStrategic Alternatives
\n1.\tCam the current or revised objectives be met through more careful implementation of those strategies presently in use?
\n2.\tWhat are the major feasible alternative strategies available to the corporation? What re the pros and cons of each? Can corporate scenarios be developed and agreed on?
\na.\tConsider stability, growth, and retrenchment as corporate strategies.
\nb.\tConsider cost leadership and differentiation as business strategies.
\nc.\tConsider any functional strategic alternatives that might be needed for reinforcement of an important cooperate or business strategic alterative.
\nb.\tRecommended Strategy
\n1.\tSpecify which of the strategic alternatives you are recommending for the corporate, business, and functional levels of the corporation. Do you recommend different business or functional strategies for different units of the corporation?
\n2.\tJustify your recommendation in terms of its ability to resolve both long term and short term problem and effectively deal with the strategic factors?
\n3.\tWhat policies should be developed or revised to guide effective implementation?
\n4.\tWhat is the impact of your recommendation strategy on the company?s core and distinctive competencies?
\nVII.\tImplementation
\na.\tWhat type of programs or tactics should be developed to implement the recommendation strategy?
\n1.\tWho should develop these programs\/tactics?
\n2.\tWho should oversee these programs\/tactics?
\nb.\tAre the programs\/tactics financially feasible? Can pro forma budgets be developed and agreed on? Are priorities and timetables appropriate to individual programs\/tactics?
\nc.\tWill new Standard Operation Procedures need to be developed?
\nVIII.\tEvaluation and Control
\na.\tIs the current information system capable of providing sufficient feedback on Implementation activities and performance? Can it measure strategic factors?
\n1.\tCan performance result be pinpointed by area, unit, project, or fiction?
\n2.\tIs the information timely?
\n3.\tIs the corporation using benchmarking to evaluate its functions and activities?
\nb.\tAre adequate control measure in place to ensure conformance with the recommended strategic plan?
\n1.\tAre appropriate standards and measure being used?
\n2.\tAre reward systems capable of recognizing and rewarding good performance?<\/p>\n
\nBUS 480 Strategic Audit Project \t\t\t\t\t\t\t\t\t
\nAssessment Form\t\t<\/p>\n
Reviewer?s Name ___________________________________ [ ] Instructor [ ] Faculty Judging Committee [ ] External Reviewer <\/p>\n
Student?s Name________________________________ \tProject Title ______________________________________<\/p>\n
Date_________________________________________\tOverall Grade_________________________________ (0-4)<\/p>\n
Criteria\tPerformance Level Guidelines
\n\t0 ? Failing\t1 ? Unacceptable\t2 – Acceptable\t3 – Good \t4 – Excellent
\nIntegration of Prior Coursework (20%)
\nApplication of knowledge gained in all other core business courses is clearly demonstrated through frequent use of course- specific concepts. \t?\tNo integration of concepts from other core courses, such as economics, accounting, finance, marketing, management, organizational behavior\/theory.\t?\tLittle or no integration of concepts from other core courses, such as economics, accounting, finance, marketing, management, organizational behavior\/theory.\t?\tLimited integration of concepts from other business courses.
\n?\tSome use of terminology from other business courses.\t?\tGood level of integration of concepts from other business courses.
\n?\tA model or conceptual framework from outside of the course is presented.
\n?\tGood use of terminology from other business courses.\t?\tHigh level of integration of concepts from other business courses.
\n?\tSeveral models or frameworks from other business courses.
\n?\tExcellent use of terminology from other business courses.
\nComprehensiveness (20%)
\nAll of the relevant elements of a comprehensive strategic audit project are present\t?\tMany of the major elements of the Strategic Audit are missing.
\n?\tFew data are presented.\t?\tMissing major elements of the Strategic Audit.
\n?\tDepth of material per line item is unacceptable.
\n?\tData limited to material from text.
\n?\t\t?\tMissing some minor elements of the Strategic Audit.
\n?\tData limited to material from this course.<\/p>\n
?\tAll required elements of the audit are present.
\n?\tData limited to material from this course.\t?\tAudit is complete and detailed.
\n?\tData are gathered from outside sources and are properly cited.
\nQuality of analysis (40%)
\nFindings are consistent with the data; critical thinking skills are evident<\/p>\n
\t?\tData contradict conclusions.
\n?\tNo critical thinking is evident.\t?\tData do not support the conclusions.
\n?\tVery little critical thinking is evident.\t?\tConclusions are obvious and marginally supported by data.
\n?\tSome critical thinking is evident.\t?\tConclusions are obvious but fully supported.
\n?\tGood critical thinking is evident.\t?\tConclusions move beyond the obvious and are completely supported.
\n?\tExcellent critical thinking is evident.
\nOrganization (10%)
\nSections and subsections are clearly identified and flow logically and smoothly from one to the next.\t?\tPaper is disorganized.
\n?\tFlow of paper is confusing.
\n?\tFormatting makes the paper hard to read.\t?\tPaper organization is flawed or unclear.
\n?\tNo clear flow of ideas.
\n?\tFormatting of elements is confusing or inconsistent.\t?\tPaper is organized.
\n?\tSome attempt at linking ideas into a logical flow.
\n?\tFormatting of elements is acceptable.\t?\tPaper is well organized.
\n?\tIdeas flow logically.
\n?\tFormatting of elements is good.\t?\tPaper is highly organized.
\n?\tIdeas build and flow logically to the conclusion.
\n?\tFormatting substantially enhances presentation of material.
\nWriting Quality (10%)
\nUse of proper grammar, spelling, sentence structure, vocabulary; ideas are expressed clearly.
\n\t?\tStudent shows little knowledge of proper writing skills.
\n?\tIdeas within elements are confusing and contradictory.\t?\tSerious spelling or grammatical errors.
\n?\tPoor sentence structure.
\n?\tIdeas within elements are muddled and unclear.\t?\tSome spelling or grammatical errors.
\n?\tAcceptable sentence structure.
\n?\tIdeas within elements are not fully developed.\t?\tOne or two spelling or grammatical errors.
\n?\tClear sentence and paragraph structure.
\n?\tIdeas within elements are adequately developed.\t?\tLittle or no spelling or grammatical errors.
\n?\tCrisp sentences in logical paragraphs.
\n?\tIdeas within elements are highly developed.<\/p>\n
<\/p>\n","protected":false},"excerpt":{"rendered":"
Writing Instructions: Use APA Format and MS Word docs (only). 1. Build, menu, address the Strategic Audit for Best Buy Co. Inc. 2. Use only information\/situation of the year 2009. Don?t fast forward to 2016 or current information or data. Read More …<\/a><\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[],"tags":[],"class_list":["post-7836","post","type-post","status-publish","format-standard","hentry"],"_links":{"self":[{"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/posts\/7836","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/comments?post=7836"}],"version-history":[{"count":0,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/posts\/7836\/revisions"}],"wp:attachment":[{"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/media?parent=7836"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/categories?post=7836"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/tags?post=7836"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}