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[>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) recently hired as the new Events Director of a well-known hospitality organization **files (2)** – ## week5df.docx – ## Week5Assignment-HOSP640D001Winter2026-APEI.pdf **## week5df.docx** For this week’s assign…

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Assignment Prompt & Instructions

[>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

recently hired as the new Events Director of a well-known hospitality organization

**files (2)**

– ## week5df.docx

– ## Week5Assignment-HOSP640D001Winter2026-APEI.pdf

**## week5df.docx**

For this week’s assignment, you are going to create a document relating to Diversity and Inclusion.

You were recently hired as the new Events Director of a well-known hospitality organization and was tasked with reviewing its employees’ handbook. Upon reviewing the handbook, you realized that there was no information regarding Diversity and Inclusion. Based on what you learn in this week’s lecture notes, reading resources, videos, and conducting additional internet research, provide a response to the following:

· Create a diversity and inclusion statement for your organization
**(no more than ONE paragraph)**

· List some practices that you plan to implement that will prove the organization supports a diverse workforce

· Explain how you plan to measure and monitor the success of the mentioned practices

· Discuss at least four (4) workplace trainings you would include to help your employees establish an environment that is inclusive for all

Your document should be no more than 3 pages and must be supported by a minimum of two (2) references. All assignments must be in the proper APA format.

**## Week5Assignment-HOSP640D001Winter2026-APEI.pdf**

HOSP Grad Level Essay
Course: HOSP640 D001 Winter 2026

Grad Level
Essay

Exemplary Accomplished Developing Beginning
Did not
attempt

Criterion
Score

Introducti

on

/ 1010 points

Strong intro-

duction of

topic's key

question(s)

and/or

terms.

Clearly ex-

plains

subtopics to

be reviewed.

Thesis state-

ment is clear

and in accor-

dance with

the spirit of

the

assignment.

8.5 points

Conveys the

topic and

key

question(s).

Subtopics

are ex-

plained, and

general the-

sis state-

ment is

made.

7.5 points

Conveys the

nature of the

topic, but

does not

present the

key

question(s)

to be as-

sessed.

Describes

the

subtopics

and makes a

general the-

sis state-

ment which

requires ad-

ditional

clarity.

6.5 points

Does not ad-

equately

convey the

topic to be

assessed.

Does not

describe any

relevant

subtopics,

lacks an ade-

quate thesis

statement.

0 points

Incoherent

introduction.

No clear

thesis state-

ment, no re-

search ques-

tion

presented.

Grad Level
Essay

Exemplary Accomplished Developing Beginning
Did not
attempt

Criterion
Score

Focus &

Sequencin

g

/ 2020 points

All material

clearly re-

lated to

main topic

and

subtopics.

Paper

demon-

strates

strong orga-

nization and

inegration of

material

within the

different

topic areas.

Strong tran-

sitions

present link-

ing

subtopics,

and main

topic.

17 points

All material

clearly re-

lated to

subtopic,

main topic

and logically

organized

within

subtopics.

Clear, varied

transitions

linking

subtopics,

and main

topic.

15 points

Most mate-

rial closely

related to

the main

topic and

subtopics.

Material

may not be

organized

within the

subtopics

clearly.

Attempt to

provide a va-

riety of

transitions.

13 points

Little evi-

dence mate-

rial is logi-

cally orga-

nized into

topics,

subtopics, or

related com-

ponents.

Many transi-

tions are un-

clear or

nonexistent.

0 points

Severely

lacking focus

and clarity

throughout.

Presentation

of ideas

lacks smooth

transitions

and ideas

jump from

concept to

concept

without a

clear link.

Ideas bullet-

ted rather

than written

as a

narrative.

Grad Level
Essay

Exemplary Accomplished Developing Beginning
Did not
attempt

Criterion
Score

Support / 20

Conclusio

n

/ 10

20 points

Strong peer-

reviewed re-

search based

support for

thesis. All

claims are

backed up

by scholarly

references.

Use of re-

quired

sources ex-

ceeds

expecta-

tions.

17 points

Sources well

selected to

support the-

sis with

some re-

search in

support of

the thesis.

Most all

sources are

from the

scholarly lit-

erature. Use

of required

sources

meets

expecta-

tions.

15 points

Sources are

generally ac-

ceptable but

not peer-re-

viewed re-

search (evi-

dence)

based.

References

Wikipedia or

other unreli-

able web-

sites

regularly.

13 points

Few sources

supporting

thesis.

Sources in-

significant or

unsubstanti-

ated. Fails to

meet mini-

mum re-

quired

source

expecta-

tions.

0 points

No refer-

ences

incorpo-

rated.

10 points

Strong re-

view of key

conclusions.

Strong inte-

gration with

thesis state-

ment.

Insightful

discussion of

impact of

the research

material on

the topic

presented.

8.5 points

Strong re-

view of key

conclusions.

Strong inte-

gration with

thesis state-

ment.

Discusses

impact of re-

searched

material on

the topic

presented.

7.5 points

Review of

key conclu-

sions. Some

integration

with thesis

statement.

Discusses

the impact

of the re-

searched

material on

the topic

presented.

6.5 points

Does not

summarize

evidence

with respect

to thesis

statement.

Does not

discuss the

impact of re-

search mate-

rial on the

topic

presented.

0 points

No clear

conclusion

provided.

Grad Level
Essay

Exemplary Accomplished Developing Beginning
Did not
attempt

Criterion
Score

Grammar

&

Mechanic

s

/ 2020 points

The paper is

free of

grammatical

errors, spell-

ing errors

and punctu-

ation errors.

17 points

Grammatical

errors or

spelling and

punctuation

errors are

rare and do

not detract

from the

paper.

15 points

A few gram-

matical,

spelling, or

punctuation

errors are

made and in-

terfere with

the reading

of the paper.

13 points

Grammatical

errors or

spelling and

punctuation

substantially

detract from

the paper.

0 points

Not written

at the gradu-

ate level.

Total / 100

Overall Score

Grad Level
Essay

Exemplary Accomplished Developing Beginning
Did not
attempt

Criterion
Score

Writing

Style and

Communi

cation –

APA

Format

/ 2020 points

No errors in

writing style

are made.

Scholarly

writing is

maintained

throughout.

Writing is

flowing and

easy to fol-

low. All ref-

erences and

citations are

correctly

written and

present.

17 points

Minor errors

in writing

style are

made, but

they do not

detract from

the paper.

Scholarly

writing style

is main-

tained

throughout.

Writing has

minimal

awkward or

unclear pas-

sages. One

reference or

citation

missing from

paper or ref-

erence list,

or errors are

made on

source list.

15 points

Errors in

writing style

are notica-

ble. Word

choice occa-

sionally uses

an informa-

tion tone of

voice.

Writing has

a few awk-

ward or un-

clear pas-

sages. Two

references

or citations

are missing

from the pa-

per or refer-

ences list.

Errors are

made on the

references

list.

13 points

Errors in

writing style

detract sub-

stantially

from the pa-

per. Word

choice is in-

formal in

tone.

Writing is

choppy, with

many awk-

ward or un-

clear pas-

sages.

References

and citation

errors de-

tract signifi-

cantly from

the paper.

0 points

A consistent

writing style

is not used

within pa-

per. Writing

is choppy

and unclear.

Referencing

and citation

errors se-

verely de-

tract from

the presen-

tation of the

paper.

Exemplary
90 points minimum

Accomplished
80 points minimum

Developing
70 points minimum

Beginning
60 points minimum

Did not attempt
0 points minimum

**## Week5Assignment-HOSP640D001Winter2026-APEI.pdf**

HOSP Grad Level Essay
Course: HOSP640 D001 Winter 2026

Grad Level
Essay

Exemplary Accomplished Developing Beginning
Did not
attempt

Criterion
Score

Introducti

on

/ 1010 points

Strong intro-

duction of

topic's key

question(s)

and/or

terms.

Clearly ex-

plains

subtopics to

be reviewed.

Thesis state-

ment is clear

and in accor-

dance with

the spirit of

the

assignment.

8.5 points

Conveys the

topic and

key

question(s).

Subtopics

are ex-

plained, and

general the-

sis state-

ment is

made.

7.5 points

Conveys the

nature of the

topic, but

does not

present the

key

question(s)

to be as-

sessed.

Describes

the

subtopics

and makes a

general the-

sis state-

ment which

requires ad-

ditional

clarity.

6.5 points

Does not ad-

equately

convey the

topic to be

assessed.

Does not

describe any

relevant

subtopics,

lacks an ade-

quate thesis

statement.

0 points

Incoherent

introduction.

No clear

thesis state-

ment, no re-

search ques-

tion

presented.

Grad Level
Essay

Exemplary Accomplished Developing Beginning
Did not
attempt

Criterion
Score

Focus &

Sequencin

g

/ 2020 points

All material

clearly re-

lated to

main topic

and

subtopics.

Paper

demon-

strates

strong orga-

nization and

inegration of

material

within the

different

topic areas.

Strong tran-

sitions

present link-

ing

subtopics,

and main

topic.

17 points

All material

clearly re-

lated to

subtopic,

main topic

and logically

organized

within

subtopics.

Clear, varied

transitions

linking

subtopics,

and main

topic.

15 points

Most mate-

rial closely

related to

the main

topic and

subtopics.

Material

may not be

organized

within the

subtopics

clearly.

Attempt to

provide a va-

riety of

transitions.

13 points

Little evi-

dence mate-

rial is logi-

cally orga-

nized into

topics,

subtopics, or

related com-

ponents.

Many transi-

tions are un-

clear or

nonexistent.

0 points

Severely

lacking focus

and clarity

throughout.

Presentation

of ideas

lacks smooth

transitions

and ideas

jump from

concept to

concept

without a

clear link.

Ideas bullet-

ted rather

than written

as a

narrative.

Grad Level
Essay

Exemplary Accomplished Developing Beginning
Did not
attempt

Criterion
Score

Support / 20

Conclusio

n

/ 10

20 points

Strong peer-

reviewed re-

search based

support for

thesis. All

claims are

backed up

by scholarly

references.

Use of re-

quired

sources ex-

ceeds

expecta-

tions.

17 points

Sources well

selected to

support the-

sis with

some re-

search in

support of

the thesis.

Most all

sources are

from the

scholarly lit-

erature. Use

of required

sources

meets

expecta-

tions.

15 points

Sources are

generally ac-

ceptable but

not peer-re-

viewed re-

search (evi-

dence)

based.

References

Wikipedia or

other unreli-

able web-

sites

regularly.

13 points

Few sources

supporting

thesis.

Sources in-

significant or

unsubstanti-

ated. Fails to

meet mini-

mum re-

quired

source

expecta-

tions.

0 points

No refer-

ences

incorpo-

rated.

10 points

Strong re-

view of key

conclusions.

Strong inte-

gration with

thesis state-

ment.

Insightful

discussion of

impact of

the research

material on

the topic

presented.

8.5 points

Strong re-

view of key

conclusions.

Strong inte-

gration with

thesis state-

ment.

Discusses

impact of re-

searched

material on

the topic

presented.

7.5 points

Review of

key conclu-

sions. Some

integration

with thesis

statement.

Discusses

the impact

of the re-

searched

material on

the topic

presented.

6.5 points

Does not

summarize

evidence

with respect

to thesis

statement.

Does not

discuss the

impact of re-

search mate-

rial on the

topic

presented.

0 points

No clear

conclusion

provided.

Grad Level
Essay

Exemplary Accomplished Developing Beginning
Did not
attempt

Criterion
Score

Grammar

&

Mechanic

s

/ 2020 points

The paper is

free of

grammatical

errors, spell-

ing errors

and punctu-

ation errors.

17 points

Grammatical

errors or

spelling and

punctuation

errors are

rare and do

not detract

from the

paper.

15 points

A few gram-

matical,

spelling, or

punctuation

errors are

made and in-

terfere with

the reading

of the paper.

13 points

Grammatical

errors or

spelling and

punctuation

substantially

detract from

the paper.

0 points

Not written

at the gradu-

ate level.

Total / 100

Overall Score

Grad Level
Essay

Exemplary Accomplished Developing Beginning
Did not
attempt

Criterion
Score

Writing

Style and

Communi

cation –

APA

Format

/ 2020 points

No errors in

writing style

are made.

Scholarly

writing is

maintained

throughout.

Writing is

flowing and

easy to fol-

low. All ref-

erences and

citations are

correctly

written and

present.

17 points

Minor errors

in writing

style are

made, but

they do not

detract from

the paper.

Scholarly

writing style

is main-

tained

throughout.

Writing has

minimal

awkward or

unclear pas-

sages. One

reference or

citation

missing from

paper or ref-

erence list,

or errors are

made on

source list.

15 points

Errors in

writing style

are notica-

ble. Word

choice occa-

sionally uses

an informa-

tion tone of

voice.

Writing has

a few awk-

ward or un-

clear pas-

sages. Two

references

or citations

are missing

from the pa-

per or refer-

ences list.

Errors are

made on the

references

list.

13 points

Errors in

writing style

detract sub-

stantially

from the pa-

per. Word

choice is in-

formal in

tone.

Writing is

choppy, with

many awk-

ward or un-

clear pas-

sages.

References

and citation

errors de-

tract signifi-

cantly from

the paper.

0 points

A consistent

writing style

is not used

within pa-

per. Writing

is choppy

and unclear.

Referencing

and citation

errors se-

verely de-

tract from

the presen-

tation of the

paper.

Exemplary
90 points minimum

Accomplished
80 points minimum

Developing
70 points minimum

Beginning
60 points minimum

Did not attempt
0 points minimum

**## week5df.docx**

For this week’s assignment, you are going to create a document relating to Diversity and Inclusion.

You were recently hired as the new Events Director of a well-known hospitality organization and was tasked with reviewing its employees’ handbook. Upon reviewing the handbook, you realized that there was no information regarding Diversity and Inclusion. Based on what you learn in this week’s lecture notes, reading resources, videos, and conducting additional internet research, provide a response to the following:

· Create a diversity and inclusion statement for your organization
**(no more than ONE paragraph)**

· List some practices that you plan to implement that will prove the organization supports a diverse workforce

· Explain how you plan to measure and monitor the success of the mentioned practices

· Discuss at least four (4) workplace trainings you would include to help your employees establish an environment that is inclusive for all

Your document should be no more than 3 pages and must be supported by a minimum of two (2) references. All assignments must be in the proper APA format.

**## Week5Assignment-HOSP640D001Winter2026-APEI.pdf**

HOSP Grad Level Essay
Course: HOSP640 D001 Winter 2026

Grad Level
Essay

Exemplary Accomplished Developing Beginning
Did not
attempt

Criterion
Score

Introducti

on

/ 1010 points

Strong intro-

duction of

topic's key

question(s)

and/or

terms.

Clearly ex-

plains

subtopics to

be reviewed.

Thesis state-

ment is clear

and in accor-

dance with

the spirit of

the

assignment.

8.5 points

Conveys the

topic and

key

question(s).

Subtopics

are ex-

plained, and

general the-

sis state-

ment is

made.

7.5 points

Conveys the

nature of the

topic, but

does not

present the

key

question(s)

to be as-

sessed.

Describes

the

subtopics

and makes a

general the-

sis state-

ment which

requires ad-

ditional

clarity.

6.5 points

Does not ad-

equately

convey the

topic to be

assessed.

Does not

describe any

relevant

subtopics,

lacks an ade-

quate thesis

statement.

0 points

Incoherent

introduction.

No clear

thesis state-

ment, no re-

search ques-

tion

presented.

Grad Level
Essay

Exemplary Accomplished Developing Beginning
Did not
attempt

Criterion
Score

Focus &

Sequencin

g

/ 2020 points

All material

clearly re-

lated to

main topic

and

subtopics.

Paper

demon-

strates

strong orga-

nization and

inegration of

material

within the

different

topic areas.

Strong tran-

sitions

present link-

ing

subtopics,

and main

topic.

17 points

All material

clearly re-

lated to

subtopic,

main topic

and logically

organized

within

subtopics.

Clear, varied

transitions

linking

subtopics,

and main

topic.

15 points

Most mate-

rial closely

related to

the main

topic and

subtopics.

Material

may not be

organized

within the

subtopics

clearly.

Attempt to

provide a va-

riety of

transitions.

13 points

Little evi-

dence mate-

rial is logi-

cally orga-

nized into

topics,

subtopics, or

related com-

ponents.

Many transi-

tions are un-

clear or

nonexistent.

0 points

Severely

lacking focus

and clarity

throughout.

Presentation

of ideas

lacks smooth

transitions

and ideas

jump from

concept to

concept

without a

clear link.

Ideas bullet-

ted rather

than written

as a

narrative.

Grad Level
Essay

Exemplary Accomplished Developing Beginning
Did not
attempt

Criterion
Score

Support / 20

Conclusio

n

/ 10

20 points

Strong peer-

reviewed re-

search based

support for

thesis. All

claims are

backed up

by scholarly

references.

Use of re-

quired

sources ex-

ceeds

expecta-

tions.

17 points

Sources well

selected to

support the-

sis with

some re-

search in

support of

the thesis.

Most all

sources are

from the

scholarly lit-

erature. Use

of required

sources

meets

expecta-

tions.

15 points

Sources are

generally ac-

ceptable but

not peer-re-

viewed re-

search (evi-

dence)

based.

References

Wikipedia or

other unreli-

able web-

sites

regularly.

13 points

Few sources

supporting

thesis.

Sources in-

significant or

unsubstanti-

ated. Fails to

meet mini-

mum re-

quired

source

expecta-

tions.

0 points

No refer-

ences

incorpo-

rated.

10 points

Strong re-

view of key

conclusions.

Strong inte-

gration with

thesis state-

ment.

Insightful

discussion of

impact of

the research

material on

the topic

presented.

8.5 points

Strong re-

view of key

conclusions.

Strong inte-

gration with

thesis state-

ment.

Discusses

impact of re-

searched

material on

the topic

presented.

7.5 points

Review of

key conclu-

sions. Some

integration

with thesis

statement.

Discusses

the impact

of the re-

searched

material on

the topic

presented.

6.5 points

Does not

summarize

evidence

with respect

to thesis

statement.

Does not

discuss the

impact of re-

search mate-

rial on the

topic

presented.

0 points

No clear

conclusion

provided.

Grad Level
Essay

Exemplary Accomplished Developing Beginning
Did not
attempt

Criterion
Score

Grammar

&

Mechanic

s

/ 2020 points

The paper is

free of

grammatical

errors, spell-

ing errors

and punctu-

ation errors.

17 points

Grammatical

errors or

spelling and

punctuation

errors are

rare and do

not detract

from the

paper.

15 points

A few gram-

matical,

spelling, or

punctuation

errors are

made and in-

terfere with

the reading

of the paper.

13 points

Grammatical

errors or

spelling and

punctuation

substantially

detract from

the paper.

0 points

Not written

at the gradu-

ate level.

Total / 100

Overall Score

Grad Level
Essay

Exemplary Accomplished Developing Beginning
Did not
attempt

Criterion
Score

Writing

Style and

Communi

cation –

APA

Format

/ 2020 points

No errors in

writing style

are made.

Scholarly

writing is

maintained

throughout.

Writing is

flowing and

easy to fol-

low. All ref-

erences and

citations are

correctly

written and

present.

17 points

Minor errors

in writing

style are

made, but

they do not

detract from

the paper.

Scholarly

writing style

is main-

tained

throughout.

Writing has

minimal

awkward or

unclear pas-

sages. One

reference or

citation

missing from

paper or ref-

erence list,

or errors are

made on

source list.

15 points

Errors in

writing style

are notica-

ble. Word

choice occa-

sionally uses

an informa-

tion tone of

voice.

Writing has

a few awk-

ward or un-

clear pas-

sages. Two

references

or citations

are missing

from the pa-

per or refer-

ences list.

Errors are

made on the

references

list.

13 points

Errors in

writing style

detract sub-

stantially

from the pa-

per. Word

choice is in-

formal in

tone.

Writing is

choppy, with

many awk-

ward or un-

clear pas-

sages.

References

and citation

errors de-

tract signifi-

cantly from

the paper.

0 points

A consistent

writing style

is not used

within pa-

per. Writing

is choppy

and unclear.

Referencing

and citation

errors se-

verely de-

tract from

the presen-

tation of the

paper.

Exemplary
90 points minimum

Accomplished
80 points minimum

Developing
70 points minimum

Beginning
60 points minimum

Did not attempt
0 points minimum

**## week5df.docx**

For this week’s assignment, you are going to create a document relating to Diversity and Inclusion.

You were recently hired as the new Events Director of a well-known hospitality organization and was tasked with reviewing its employees’ handbook. Upon reviewing the handbook, you realized that there was no information regarding Diversity and Inclusion. Based on what you learn in this week’s lecture notes, reading resources, videos, and conducting additional internet research, provide a response to the following:

· Create a diversity and inclusion statement for your organization
**(no more than ONE paragraph)**

· List some practices that you plan to implement that will prove the organization supports a diverse workforce

· Explain how you plan to measure and monitor the success of the mentioned practices

· Discuss at least four (4) workplace trainings you would include to help your employees establish an environment that is inclusive for all

Your document should be no more than 3 pages and must be supported by a minimum of two (2) references. All assignments must be in the proper APA format.

**## Week5Assignment-HOSP640D001Winter2026-APEI.pdf**

HOSP Grad Level Essay
Course: HOSP640 D001 Winter 2026

Grad Level
Essay

Exemplary Accomplished Developing Beginning
Did not
attempt

Criterion
Score

Introducti

on

/ 1010 points

Strong intro-

duction of

topic's key

question(s)

and/or

terms.

Clearly ex-

plains

subtopics to

be reviewed.

Thesis state-

ment is clear

and in accor-

dance with

the spirit of

the

assignment.

8.5 points

Conveys the

topic and

key

question(s).

Subtopics

are ex-

plained, and

general the-

sis state-

ment is

made.

7.5 points

Conveys the

nature of the

topic, but

does not

present the

key

question(s)

to be as-

sessed.

Describes

the

subtopics

and makes a

general the-

sis state-

ment which

requires ad-

ditional

clarity.

6.5 points

Does not ad-

equately

convey the

topic to be

assessed.

Does not

describe any

relevant

subtopics,

lacks an ade-

quate thesis

statement.

0 points

Incoherent

introduction.

No clear

thesis state-

ment, no re-

search ques-

tion

presented.

Grad Level
Essay

Exemplary Accomplished Developing Beginning
Did not
attempt

Criterion
Score

Focus &

Sequencin

g

/ 2020 points

All material

clearly re-

lated to

main topic

and

subtopics.

Paper

demon-

strates

strong orga-

nization and

inegration of

material

within the

different

topic areas.

Strong tran-

sitions

present link-

ing

subtopics,

and main

topic.

17 points

All material

clearly re-

lated to

subtopic,

main topic

and logically

organized

within

subtopics.

Clear, varied

transitions

linking

subtopics,

and main

topic.

15 points

Most mate-

rial closely

related to

the main

topic and

subtopics.

Material

may not be

organized

within the

subtopics

clearly.

Attempt to

provide a va-

riety of

transitions.

13 points

Little evi-

dence mate-

rial is logi-

cally orga-

nized into

topics,

subtopics, or

related com-

ponents.

Many transi-

tions are un-

clear or

nonexistent.

0 points

Severely

lacking focus

and clarity

throughout.

Presentation

of ideas

lacks smooth

transitions

and ideas

jump from

concept to

concept

without a

clear link.

Ideas bullet-

ted rather

than written

as a

narrative.

Grad Level
Essay

Exemplary Accomplished Developing Beginning
Did not
attempt

Criterion
Score

Support / 20

Conclusio

n

/ 10

20 points

Strong peer-

reviewed re-

search based

support for

thesis. All

claims are

backed up

by scholarly

references.

Use of re-

quired

sources ex-

ceeds

expecta-

tions.

17 points

Sources well

selected to

support the-

sis with

some re-

search in

support of

the thesis.

Most all

sources are

from the

scholarly lit-

erature. Use

of required

sources

meets

expecta-

tions.

15 points

Sources are

generally ac-

ceptable but

not peer-re-

viewed re-

search (evi-

dence)

based.

References

Wikipedia or

other unreli-

able web-

sites

regularly.

13 points

Few sources

supporting

thesis.

Sources in-

significant or

unsubstanti-

ated. Fails to

meet mini-

mum re-

quired

source

expecta-

tions.

0 points

No refer-

ences

incorpo-

rated.

10 points

Strong re-

view of key

conclusions.

Strong inte-

gration with

thesis state-

ment.

Insightful

discussion of

impact of

the research

material on

the topic

presented.

8.5 points

Strong re-

view of key

conclusions.

Strong inte-

gration with

thesis state-

ment.

Discusses

impact of re-

searched

material on

the topic

presented.

7.5 points

Review of

key conclu-

sions. Some

integration

with thesis

statement.

Discusses

the impact

of the re-

searched

material on

the topic

presented.

6.5 points

Does not

summarize

evidence

with respect

to thesis

statement.

Does not

discuss the

impact of re-

search mate-

rial on the

topic

presented.

0 points

No clear

conclusion

provided.

Grad Level
Essay

Exemplary Accomplished Developing Beginning
Did not
attempt

Criterion
Score

Grammar

&

Mechanic

s

/ 2020 points

The paper is

free of

grammatical

errors, spell-

ing errors

and punctu-

ation errors.

17 points

Grammatical

errors or

spelling and

punctuation

errors are

rare and do

not detract

from the

paper.

15 points

A few gram-

matical,

spelling, or

punctuation

errors are

made and in-

terfere with

the reading

of the paper.

13 points

Grammatical

errors or

spelling and

punctuation

substantially

detract from

the paper.

0 points

Not written

at the gradu-

ate level.

Total / 100

Overall Score

Grad Level
Essay

Exemplary Accomplished Developing Beginning
Did not
attempt

Criterion
Score

Writing

Style and

Communi

cation –

APA

Format

/ 2020 points

No errors in

writing style

are made.

Scholarly

writing is

maintained

throughout.

Writing is

flowing and

easy to fol-

low. All ref-

erences and

citations are

correctly

written and

present.

17 points

Minor errors

in writing

style are

made, but

they do not

detract from

the paper.

Scholarly

writing style

is main-

tained

throughout.

Writing has

minimal

awkward or

unclear pas-

sages. One

reference or

citation

missing from

paper or ref-

erence list,

or errors are

made on

source list.

15 points

Errors in

writing style

are notica-

ble. Word

choice occa-

sionally uses

an informa-

tion tone of

voice.

Writing has

a few awk-

ward or un-

clear pas-

sages. Two

references

or citations

are missing

from the pa-

per or refer-

ences list.

Errors are

made on the

references

list.

13 points

Errors in

writing style

detract sub-

stantially

from the pa-

per. Word

choice is in-

formal in

tone.

Writing is

choppy, with

many awk-

ward or un-

clear pas-

sages.

References

and citation

errors de-

tract signifi-

cantly from

the paper.

0 points

A consistent

writing style

is not used

within pa-

per. Writing

is choppy

and unclear.

Referencing

and citation

errors se-

verely de-

tract from

the presen-

tation of the

paper.

Exemplary
90 points minimum

Accomplished
80 points minimum

Developing
70 points minimum

Beginning
60 points minimum

Did not attempt
0 points minimum

November 6, 2026
[Solved] QSO 435 Module Five Journal Guidelines and Rubric

✓ Verified Academic Solution Available

Executive Solution Overview

[>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) QSO 435 Module Five Journal Guidelines and Rubric You have just completed your research on Agile. Create a journal assignment that explains in your own words: – Factors one should consider in **adopting Agile*…

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Assignment Prompt & Instructions

[>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

QSO 435 Module Five Journal Guidelines and Rubric

You have just completed your research on Agile. Create a journal assignment that explains in your own words:

– Factors one should consider in **adopting Agile** for a specific project
– Factors that would indicate when **Agile is not appropriate for a project**

## What to Submit

The journal assignment will be private between you and your instructor. Articulate your insights and ideas in a professional manner. Include citations and references in APA format where appropriate.

## AI Usage

If you use gen AI tools to support your work on this assignment, be sure to follow [these AI usage guidelines](https://snhu.ink/StudentGenAIGuide). You must acknowledge your use of these tools in your work. Guidelines on how to cite AI tools can be found in [this Shapiro Library guide](https://snhu.ink/CitationAndAI).

## Module Five Journal Rubric

CriteriaMeets Expectations (100%)Partially Meets Expectations (70%)Does Not Meet Expectations (0%)Value **Adopting Agile** Thoroughly covers key factors in adopting Agile for a specific projectCovers some factors in adopting Agile for a specific projectDoes not cover key factors in adopting Agile for a specific project45 **Agile Not Appropriate For a Project** Reviews in detail why Agile would not be appropriate for a projectReviews in part why Agile would not be appropriate for a projectDoes not review why Agile would not be appropriate for a project45 **Clear Communication** Consistently and effectively communicates in an organized way to a specific audienceShows progress toward meeting expectations, but communication is inconsistent or ineffective in a way that negatively impacts understandingShows no evidence of consistent, effective, or organized communication10 **Total:** 100%

November 6, 2026
[Solved] QSO 435 Milestone Three Guidelines and Rubric

✓ Verified Academic Solution Available

Executive Solution Overview

[>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) QSO 435 Milestone Three Guidelines and Rubric In Milestone Three, you will submit a position paper targeted for the vice president of Operations at your scenario organization. You will present the PMO position…

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Assignment Prompt & Instructions

[>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

QSO 435 Milestone Three Guidelines and Rubric

In Milestone Three, you will submit a position paper targeted for the vice president of Operations at your scenario organization. You will present the PMO position and recommendation for this project that builds upon your previous information paper and decision paper.

Specifically, the following **critical elements** must be addressed:

– Introduce **nontraditional project management (PM) frameworks.**
– Describe the **characteristics in the organization that support an adaptive project management (APM) approach.**
– Analyze three **nontraditional project management (TPM) frameworks** and identify capabilities and limitations of each.
– **Select a project management approach** as the most appropriate for the project, with a defense of your selection.

## What to Submit

Your Milestone Three submission, **Analysis and Project Framework position paper,** must be 1–2 pages in length (plus a cover page and references) and must be written in APA format. Use double spacing, 12-point Times New Roman font, and one-inch margins. Include at least three references cited in APA format.

## AI Usage

If you use gen AI tools to support your work on this assignment, be sure to follow [these AI usage guidelines](https://snhu.ink/StudentGenAIGuide). You must acknowledge your use of these tools in your work. Guidelines on how to cite AI tools can be found in [this Shapiro Library guide](https://snhu.ink/CitationAndAI).

## Milestone Three Rubric

CriteriaExceeds Expectations (100%)Meets Expectations (85%)Partially Meets Expectations (55%)Does Not Meet Expectations (0%)Value **Nontraditional PM Frameworks** Exceeds expectations reviews various types of project management approaches, and builds upon the information and decision papers from Modules One and Two; submission is well organized and detailed to a level that shows keen insight into the nuances, risks, and benefitsReviews various types of project management approaches and builds upon the information and decision papers from Modules One and Two; describes each approach based on specific references to the previous analysisReviews various types of project management approaches and builds upon some of the information and decision papers from Modules One and Two, but does not make specific references to previous analysis or lacks necessary detailDoes not review types of project management approaches, or does not build upon the information and decision papers from Modules One and Two22.5 **Characteristics in Organization That Support an APM Approach** Exceeds expectations and provides clear linkages between the organization and the unique requirements of the projectThoroughly describes the characteristics in the organization that support an adaptive project management (APM) approachDescribes the characteristics in the organization that support an adaptive project management (APM) approach with some gaps in description and/or missing key detailsDoes not describe the characteristics in the organization that support an adaptive project management (APM) approach22.5 **Non-TPM Approaches** Exceeds expectations and analysis identifies the key capabilities and limitations, linking back to the scenario project without superfluous informationAccurately analyzes three nontraditional project management frameworks to identify the capabilities and limitations of eachAnalyzes three nontraditional project management frameworks, but does not identify the capabilities and limitations of eachDoes not analyze three nontraditional project management frameworks22.5 **Select Project Management Approach** Exceeds expectations and reasoning shows thorough analysis of various aspects in context with the chosen projectSelects project management approach with thorough defense of why it is most appropriate; includes explanation of why a traditional approach should not be usedSelects project management approach, but does not provide a thorough defense of why it is most appropriate and/or does not include an explanation of why a traditional approach should not be usedDoes not select a project management approach22.5 **Clear Communication** Exceeds expectations with an intentional use of language that promotes a thorough understandingConsistently and effectively communicates in an organized way to a specific audienceShows progress toward meeting expectations, but communication is inconsistent or ineffective in a way that negatively impacts understandingShows no evidence of consistent, effective, or organized communication10 **Total:** 100%

– [\
\
ProjectManagementApproachSelectionforSoftwareDevelopmentatDellTechnologies_Ortiz1.docx](https://www.sweetstudy.com/files/projectmanagementapproachselectionforsoftwaredevelopmentatdelltechnologies-ortiz1-docx "ProjectManagementApproachSelectionforSoftwareDevelopmentatDellTechnologies_Ortiz1.docx")
– [\
\
AgileProjectManagement.edited1_Ortiz1.docx](https://www.sweetstudy.com/files/agileprojectmanagement-edited1-ortiz1-docx "AgileProjectManagement.edited1_Ortiz1.docx")

November 6, 2026
[Solved] QSO 420 Milestone Three Guidelines and Rubric Overview

✓ Verified Academic Solution Available

Executive Solution Overview

[>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) ## QSO 420 Milestone Three Guidelines and Rubric ### Overview This assignment is the third step in the analysis of the company for your final project. ### Directions For this milestone, you will explain the us…

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Assignment Prompt & Instructions

[>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

## QSO 420 Milestone Three Guidelines and Rubric

### Overview

This assignment is the third step in the analysis of the company for your final project.

### Directions

For this milestone, you will explain the use of the EVM and interpret the EVM statistics, discuss the role of EVM principles in achieving integrated cost and schedule control, and make appropriate recommendations for improving the integrated cost and schedule control for the case study.

Specifically, you must address the following rubric criteria:

1. Interpretation of EVM Statistics
1. Explain the **use of EVM statistics** for identifying potential project performance deficiencies.
2. Interpret the EVM statistics calculated for the project in the case study in terms of current or potential **deficiencies**. Do the statistics imply or identify any deficiencies? If so, what are they? Be sure to support your reasoning with research.
3. Discuss the **role of EVM principles** in achieving integrated cost and schedule control. Be sure to substantiate your claims with research.
4. Interpret the EVM statistics calculated for the project in the case study. Do they lend themselves to the successful **integration of cost and schedule control** for this project? Be sure to cite research to justify your position.
5. Make appropriate **recommendations for improving** integrated cost and schedule control for the project in the case study. Be sure to use research to justify your recommendations.

### What to Submit

Submit your milestone as a 2- to 3-page Microsoft Word document with double spacing, 12-point Times New Roman font, and one-inch margins. Sources should be cited according to APA style.

### AI Usage

If you use gen AI tools to support your work on this assignment, be sure to follow [these AI usage guidelines](https://snhu.ink/StudentGenAIGuide). You must acknowledge your use of these tools in your work. Guidelines on how to cite AI tools can be found in [this Shapiro Library guide](https://snhu.ink/CitationAndAI).

### Milestone Three Rubric

CriteriaExceeds Expectations (100%)Meets Expectations (85%)Partially Meets Expectations (55%)Does Not Meet Expectations (0%)Value **Interpretation: Use of EVM Statistics** Exceeds expectations and provides cogent examples to detail the process of using EVM to identify deficienciesComprehensively explains how EVM statistics are used to identify potential project deficienciesExplains how EVM statistics are used to identify potential project deficiencies, but with gaps in detailDoes not explain how EVM statistics are used to identify potential project deficiencies18 **Interpretation: Deficiencies** Exceeds expectations and cites specific, relevant examples to establish a robust context for the interpretationAccurately interprets EVM statistics for the project in the case study in terms of deficiencies, and supports reasoning with researchInterprets EVM statistics for the project in the case study in terms of deficiencies, but with gaps in accuracy, or does not support reasoning with researchDoes not interpret EVM statistics for the project in the case study in terms of deficiencies18 **Interpretation: Role of EVM Principles** Exceeds expectations and cites specific, relevant examples to establish a robust context for the discussionComprehensively discusses the role of EVM principles in achieving integrated cost and schedule control and substantiates claims with researchDiscusses the role of EVM principles in achieving integrated cost and schedule control, but with gaps in detail, or does not substantiate claims with researchDoes not discuss the role of EVM principles in achieving integrated cost and schedule control18 **Interpretation: Integrated Control** Exceeds expectations and articulation is exceptionally clear and logicalAccurately interprets EVM statistics for the project in the case study for the successful integration of cost and schedule control and justifies position with researchInterprets EVM statistics for the project in the case study for the successful integration of cost and schedule control, but with gaps in accuracy, or does not justify position with researchDoes not interpret EVM statistics for the project in the case study for the successful integration of cost and schedule control18 **Interpretation: Recommendations for Improving** Exceeds expectations and provides detailed examples of how the recommendations will support the improvement of integrated cost and schedule controlMakes appropriate recommendations for improving integrated cost and schedule control for the project in the case study and justifies recommendations with researchMakes recommendations for improving integrated cost and schedule control, but recommendations are not appropriate, or does not justify recommendations with researchDoes not make recommendations for improving integrated cost and schedule control18 **Clear Communication** Exceeds expectations with an intentional use of language that promotes a thorough understandingConsistently and effectively communicates in an organized way to a specific audienceShows progress toward meeting expectations, but communication is inconsistent or ineffective in a way that negatively impacts understandingShows no evidence of consistent, effective, or organized communication10 **Total:** 100%

– [\
\
ClothesRUsPOSInitiativeEarnedValueManagement.edited_Ortiz2.docx](https://www.sweetstudy.com/files/clothesrusposinitiativeearnedvaluemanagement-edited-ortiz2-docx "ClothesRUsPOSInitiativeEarnedValueManagement.edited_Ortiz2.docx")
– [\
\
ClothesRUsPOSInitiativeAnalysisEarnedValueManagementAnalysis_ortiz.docx](https://www.sweetstudy.com/files/clothesrusposinitiativeanalysisearnedvaluemanagementanalysis-ortiz-docx-10524479 "ClothesRUsPOSInitiativeAnalysisEarnedValueManagementAnalysis_ortiz.docx")

November 6, 2026
[Solved] Case 1: Purchase Point Media Corporation (PPMC)

✓ Verified Academic Solution Available

Executive Solution Overview

[>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) **files (2)** – ## 500895_PPMC_Excel_Spreadsheet5.zip – Case1-PurchasePointMediaCorporationPPMC4.pdf **## 500895_PPMC_Excel_Spreadsheet5.zip** ## Exam 500895 – PPMC Excel Spreadsheet.xlsx ## Step 2 | | |…

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Assignment Prompt & Instructions

[>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

**files (2)**

– ## 500895_PPMC_Excel_Spreadsheet5.zip

– Case1-PurchasePointMediaCorporationPPMC4.pdf

**## 500895_PPMC_Excel_Spreadsheet5.zip**

## Exam 500895 – PPMC Excel Spreadsheet.xlsx

## Step 2

| | | | | | | | | | | | | | | | | | | | | | | |
| — | — | — | — | — | — | — | — | — | — | — | — | — | — | — | — | — | — | — | — | — | — | — |
| Calculation of First Year Break Even Points | | | | | | | | | | | | | | | | | Calculation of First Year Break Even Points |
| | Note | | M1 | M2 | M3 | M4 | M5 | M6 | M7 | M8 | M9 | M10 | M11 | M12 | 1st | | 1st | 2nd | 3rd | 4th | 1st |
| | | | Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | Year | | Qtr | Qtr | Qtr | Qtr | Year |
| Stores |
| Multiply by 200 carts |
| Total Carts |
| Multiply by Revenue per cart |
| Total Revenues | 1 | | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | | 0 | 0 | 0 | 0 | 0 |
| Variable Costs (VC) |
| Amortization (2 year S/L)<br> <br>Burcicki, Jim: While amortization in its normal sense would be considered a FC, it is considered a VC here because the number of carts is variable even though we are using an average of 200 carts as the basis. | 2 |
| Printing | 3 |
| Replacement (even distribution) | 4 |
| Cart Rental (10% Revenue) | 5 |
| Mktg. Sales & Comm. | 6 |
| Grocery Store Operations | 7 |
| Total VC | | | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | | 0 | 0 | 0 | 0 | 0 |
| Contribution Margin (CM) | | | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | | 0 | 0 | 0 | 0 | 0 |
| CM per Unit/Cart | | | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! |

| Fixed Costs (FC) |
| Accounting & Audit | 8 |
| Advertising (even distribution) | 9 |
| Auto Lease | 10 |
| Bank Charges | 11 |
| Entertainment & Promotion | 12 |
| Insurance | 13 |
| Legal | 14 |
| Management Fees | 15 |
| Office & Sundry | 16 |
| Public Relations | 17 |
| Rent | 18 |
| Salaries & Benefits | 19 |
| Stationary & Printing | 20 |
| Telephone & Faxc | 21 |
| Travel & Accommodation | 22 |
| Total FC | | | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | | 0 | 0 | 0 | 0 | 0 |
| Total Expenses (VC + FC) | | | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | | 0 | 0 | 0 | 0 | 0 |
| Net Operating Income | | | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | | 0 | 0 | 0 | 0 | 0 |
| Break Even Point in terms of carts | | | | | | | | | | | | | | | ERROR:#DIV/0!<br> <br>Burcicki, Jim: The Formula Method – Managerial Accounting, 15th ed., Page 201<br>BE (Carts) = Total FC / (CM per Unit/Cart) | | | | | | ERROR:#DIV/0!<br> <br>Burcicki, Jim: The Formula Method – Managerial Accounting, 15th ed., Page 201<br>BE (Carts) = Total FC / (CM per Unit/Cart) |
| Break Even Point in terms of stores | | | | | | | | | | | | | | | ERROR:#DIV/0!<br> <br>Burcicki, Jim: The Equation Method – Managerial Accounting, 15th ed., Page 201<br>Break Even = Q<br>Unit CM = CM / Total # of Stores<br>Profit = Unit CM x Q – Fixed Expense | | | | | | Burcicki, Jim: The Formula Method – Managerial Accounting, 15th ed., Page 201<br>BE (Carts) = Total FC / (CM per Unit/Cart) | ERROR:#DIV/0!<br> <br>Burcicki, Jim: The Equaion Method – Managerial Accounting, 15th ed., Page 201<br>Break Even = Q<br>Unit CM = CM / Total # of Stores<br>Profit = Unit CM x Q – Fixed Expense |
| Burcicki, Jim: Will cost 15k so I am assuming the expense is being accrued and therefore expensed in December as an adjusting entry. | Burcicki, Jim: The author expenses the 10k in January. However, it states that the 10k will be purchased during the first quarter – first three months – in sufficient quantities to last the entire year. This should be a prepaid and then expensed during the year. With no set amoutns, I assumed an even distribution throughout the year. | Burcicki, Jim: While amortization in its normal sense would be considered a FC, it is considered a VC here because the number of carts is variable even though we are using an average of 200 carts as the basis. | | | | | | | | | | | | | | | Burcicki, Jim: The Formula Method – Managerial Accounting, 15th ed., Page 201<br>BE (Carts) = Total FC / (CM per Unit/Cart) |

**Case1-PurchasePointMediaCorporationPPMC4.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/case1-purchasepointmediacorporationppmc4-pdf)

**Case1-PurchasePointMediaCorporationPPMC4.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/case1-purchasepointmediacorporationppmc4-pdf)

**## 500895_PPMC_Excel_Spreadsheet5.zip**

## Exam 500895 – PPMC Excel Spreadsheet.xlsx

## Step 2

| | | | | | | | | | | | | | | | | | | | | | | |
| — | — | — | — | — | — | — | — | — | — | — | — | — | — | — | — | — | — | — | — | — | — | — |
| Calculation of First Year Break Even Points | | | | | | | | | | | | | | | | | Calculation of First Year Break Even Points |
| | Note | | M1 | M2 | M3 | M4 | M5 | M6 | M7 | M8 | M9 | M10 | M11 | M12 | 1st | | 1st | 2nd | 3rd | 4th | 1st |
| | | | Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | Year | | Qtr | Qtr | Qtr | Qtr | Year |
| Stores |
| Multiply by 200 carts |
| Total Carts |
| Multiply by Revenue per cart |
| Total Revenues | 1 | | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | | 0 | 0 | 0 | 0 | 0 |
| Variable Costs (VC) |
| Amortization (2 year S/L)<br> <br>Burcicki, Jim: While amortization in its normal sense would be considered a FC, it is considered a VC here because the number of carts is variable even though we are using an average of 200 carts as the basis. | 2 |
| Printing | 3 |
| Replacement (even distribution) | 4 |
| Cart Rental (10% Revenue) | 5 |
| Mktg. Sales & Comm. | 6 |
| Grocery Store Operations | 7 |
| Total VC | | | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | | 0 | 0 | 0 | 0 | 0 |
| Contribution Margin (CM) | | | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | | 0 | 0 | 0 | 0 | 0 |
| CM per Unit/Cart | | | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! |

| Fixed Costs (FC) |
| Accounting & Audit | 8 |
| Advertising (even distribution) | 9 |
| Auto Lease | 10 |
| Bank Charges | 11 |
| Entertainment & Promotion | 12 |
| Insurance | 13 |
| Legal | 14 |
| Management Fees | 15 |
| Office & Sundry | 16 |
| Public Relations | 17 |
| Rent | 18 |
| Salaries & Benefits | 19 |
| Stationary & Printing | 20 |
| Telephone & Faxc | 21 |
| Travel & Accommodation | 22 |
| Total FC | | | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | | 0 | 0 | 0 | 0 | 0 |
| Total Expenses (VC + FC) | | | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | | 0 | 0 | 0 | 0 | 0 |
| Net Operating Income | | | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | | 0 | 0 | 0 | 0 | 0 |
| Break Even Point in terms of carts | | | | | | | | | | | | | | | ERROR:#DIV/0!<br> <br>Burcicki, Jim: The Formula Method – Managerial Accounting, 15th ed., Page 201<br>BE (Carts) = Total FC / (CM per Unit/Cart) | | | | | | ERROR:#DIV/0!<br> <br>Burcicki, Jim: The Formula Method – Managerial Accounting, 15th ed., Page 201<br>BE (Carts) = Total FC / (CM per Unit/Cart) |
| Break Even Point in terms of stores | | | | | | | | | | | | | | | ERROR:#DIV/0!<br> <br>Burcicki, Jim: The Equation Method – Managerial Accounting, 15th ed., Page 201<br>Break Even = Q<br>Unit CM = CM / Total # of Stores<br>Profit = Unit CM x Q – Fixed Expense | | | | | | Burcicki, Jim: The Formula Method – Managerial Accounting, 15th ed., Page 201<br>BE (Carts) = Total FC / (CM per Unit/Cart) | ERROR:#DIV/0!<br> <br>Burcicki, Jim: The Equaion Method – Managerial Accounting, 15th ed., Page 201<br>Break Even = Q<br>Unit CM = CM / Total # of Stores<br>Profit = Unit CM x Q – Fixed Expense |
| Burcicki, Jim: Will cost 15k so I am assuming the expense is being accrued and therefore expensed in December as an adjusting entry. | Burcicki, Jim: The author expenses the 10k in January. However, it states that the 10k will be purchased during the first quarter – first three months – in sufficient quantities to last the entire year. This should be a prepaid and then expensed during the year. With no set amoutns, I assumed an even distribution throughout the year. | Burcicki, Jim: While amortization in its normal sense would be considered a FC, it is considered a VC here because the number of carts is variable even though we are using an average of 200 carts as the basis. | | | | | | | | | | | | | | | Burcicki, Jim: The Formula Method – Managerial Accounting, 15th ed., Page 201<br>BE (Carts) = Total FC / (CM per Unit/Cart) |

**Case1-PurchasePointMediaCorporationPPMC4.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/case1-purchasepointmediacorporationppmc4-pdf)

**## 500895_PPMC_Excel_Spreadsheet5.zip**

## Exam 500895 – PPMC Excel Spreadsheet.xlsx

## Step 2

| | | | | | | | | | | | | | | | | | | | | | | |
| — | — | — | — | — | — | — | — | — | — | — | — | — | — | — | — | — | — | — | — | — | — | — |
| Calculation of First Year Break Even Points | | | | | | | | | | | | | | | | | Calculation of First Year Break Even Points |
| | Note | | M1 | M2 | M3 | M4 | M5 | M6 | M7 | M8 | M9 | M10 | M11 | M12 | 1st | | 1st | 2nd | 3rd | 4th | 1st |
| | | | Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | Year | | Qtr | Qtr | Qtr | Qtr | Year |
| Stores |
| Multiply by 200 carts |
| Total Carts |
| Multiply by Revenue per cart |
| Total Revenues | 1 | | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | | 0 | 0 | 0 | 0 | 0 |
| Variable Costs (VC) |
| Amortization (2 year S/L)<br> <br>Burcicki, Jim: While amortization in its normal sense would be considered a FC, it is considered a VC here because the number of carts is variable even though we are using an average of 200 carts as the basis. | 2 |
| Printing | 3 |
| Replacement (even distribution) | 4 |
| Cart Rental (10% Revenue) | 5 |
| Mktg. Sales & Comm. | 6 |
| Grocery Store Operations | 7 |
| Total VC | | | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | | 0 | 0 | 0 | 0 | 0 |
| Contribution Margin (CM) | | | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | | 0 | 0 | 0 | 0 | 0 |
| CM per Unit/Cart | | | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! |

| Fixed Costs (FC) |
| Accounting & Audit | 8 |
| Advertising (even distribution) | 9 |
| Auto Lease | 10 |
| Bank Charges | 11 |
| Entertainment & Promotion | 12 |
| Insurance | 13 |
| Legal | 14 |
| Management Fees | 15 |
| Office & Sundry | 16 |
| Public Relations | 17 |
| Rent | 18 |
| Salaries & Benefits | 19 |
| Stationary & Printing | 20 |
| Telephone & Faxc | 21 |
| Travel & Accommodation | 22 |
| Total FC | | | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | | 0 | 0 | 0 | 0 | 0 |
| Total Expenses (VC + FC) | | | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | | 0 | 0 | 0 | 0 | 0 |
| Net Operating Income | | | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | | 0 | 0 | 0 | 0 | 0 |
| Break Even Point in terms of carts | | | | | | | | | | | | | | | ERROR:#DIV/0!<br> <br>Burcicki, Jim: The Formula Method – Managerial Accounting, 15th ed., Page 201<br>BE (Carts) = Total FC / (CM per Unit/Cart) | | | | | | ERROR:#DIV/0!<br> <br>Burcicki, Jim: The Formula Method – Managerial Accounting, 15th ed., Page 201<br>BE (Carts) = Total FC / (CM per Unit/Cart) |
| Break Even Point in terms of stores | | | | | | | | | | | | | | | ERROR:#DIV/0!<br> <br>Burcicki, Jim: The Equation Method – Managerial Accounting, 15th ed., Page 201<br>Break Even = Q<br>Unit CM = CM / Total # of Stores<br>Profit = Unit CM x Q – Fixed Expense | | | | | | Burcicki, Jim: The Formula Method – Managerial Accounting, 15th ed., Page 201<br>BE (Carts) = Total FC / (CM per Unit/Cart) | ERROR:#DIV/0!<br> <br>Burcicki, Jim: The Equaion Method – Managerial Accounting, 15th ed., Page 201<br>Break Even = Q<br>Unit CM = CM / Total # of Stores<br>Profit = Unit CM x Q – Fixed Expense |
| Burcicki, Jim: Will cost 15k so I am assuming the expense is being accrued and therefore expensed in December as an adjusting entry. | Burcicki, Jim: The author expenses the 10k in January. However, it states that the 10k will be purchased during the first quarter – first three months – in sufficient quantities to last the entire year. This should be a prepaid and then expensed during the year. With no set amoutns, I assumed an even distribution throughout the year. | Burcicki, Jim: While amortization in its normal sense would be considered a FC, it is considered a VC here because the number of carts is variable even though we are using an average of 200 carts as the basis. | | | | | | | | | | | | | | | Burcicki, Jim: The Formula Method – Managerial Accounting, 15th ed., Page 201<br>BE (Carts) = Total FC / (CM per Unit/Cart) |

**Case1-PurchasePointMediaCorporationPPMC4.pdf**

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November 6, 2026
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– ## GlobalStrategicManagementBUS6320UnitIIIAssignment.docx

– ## GlobalStrategicManagementBUS6320_UnitIIDB.docx

– ## GlobalStrategicManagementBUS6320_UnitIIDB.docx

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– UnitIIStudyGuide.pdf
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**## GlobalStrategicManagementBUS6320UnitIIIAssignment.docx**

2

Global Strategic Management BUS 6320 Unit III Assignment

This four-page assignment measures your mastery of ULOs 1.1, 1.2, 1.3, 2.1, 2.2, 2.3, 3.1, and 3.2.

In Unit II you selected a firm with global operations and discussed the key points from its global strategy and your perceptions of the firm. (SEE ATTACHED)

For this assignment you will follow the strategic management process by performing an environmental scan (analysis) of the firm selected in Unit II. Address the following prompts within your assignment:

1. Perform an external environmental analysis of the firm:

a. Macro-level PESTEL analysis

b. Industry environment: Porter’s five forces

c. Competitive environment

d. Strategic group analysis

2. Perform an internal analysis of the firm using the resource-based view:

a. What are the firm’s resources, capabilities, and competencies?

b. Does the firm possess valuable, rare, costly to imitate resources, and is it organized to capture value from

c. those resources: VRIO analysis?

d. What role do leaders play in driving innovation?

3. Analyze the firm's current business-level and corporate-level strategies:

a. Business-level strategy: product market positioning

b. International strategy: geographic scope and mode of entry

c. How are these strategies being implemented? Examine how the firm incorporates sustainability into its

d. planning.

e. How does innovation drive strategy and contribute to competitive advantage?

4. Analyze the firm’s performance:

a. Use both financial and market-based measures.

b. How does the firm compare to its competitors as well as the industry average?

c. What trends are evident over the past 3 to 5 years?

d. Consider the perspectives of multiple stakeholders” internal and external.

e. How does the firm possess a competitive advantage? How can it be sustained?

Be sure to i
nclude an introduction and a conclusion. Your assignment should be at least four pages. Use at least six sources to support your assignment; the course text must be used as a source for this assignment. Use APA Style to format this assignment and all references and citations.

**## GlobalStrategicManagementBUS6320_UnitIIDB.docx**

2

Global Strategic Management BUS 6320 Unit II Discussion Board

Top of Form

**Global Strategic Management Discussion – Apple Inc.**

Apple Inc. is a good example of a company with vast international operations because it is a multinational technology company that was established in the year 1976 and is based in Cupertino, California. Apple creates and markets consumer electronics, software, and digital services in over 175 countries with the iPhones, Mac, iPad, Apple Watch, and services like Apple Music and the iCloud being the main flagship products. The international supply chain, international retail stores and the digital distribution platforms have enabled the company to have global presence. Apple has two important features of its international strategy. To begin with, Apple employs a strategy of integrated ecosystem whereby its hardware, software and services are compatible. This will enhance customer loyalty and generate high switching cost that will provide the firm with sustainable competitive advantage in international markets. Second, Apple is a company that is based on the global supply chain optimization whereby the designing of the products is formulated in United States, with the manufacturing of other components and sourcing of the component being mostly based in the Asian region. This approach enables Apple to realize cost efficiency, mass production in a short time and have uniform availability of the products globally.

The world has become a global village through technology, which offers corporations the opportunity to communicate in real time, have digital supply chains and make decisions based on the data. The use of artificial intelligence, cloud computing, and big data analytics enables corporations such as Apple to predict demand, enhance logistics, customize marketing, and react fast to the evolving conditions within the global context. According to Muslim et al. (2025), the technological change has come to be one of the most determining variables in strategic planning and competitive advantage, and the necessity of constant innovation in the turbulent global settings. Apple has strong brand reputation, customer base, product design at premium and having high profit margins, its ecosystem model matches its strengths, as viewed through SWOT perspective. Premium pricing strategy that makes it expensive and thus inaccessible in some of emerging markets, reliance on iPhone revenue and vulnerability to geopolitical and supply chain risks are however, some of the weaknesses.

**References**

Muslim, A. K., Ahmad, N., Raj, V., Zaily, D., Dzulkifli, M., Teknologi, F., Teknousahawanan, D., Teknikal, U., & Melaka, M. (2025). Holistic Organizational Transformation and Dual-Mode Innovation Culture: Explaining Apple’s Strategic Marketing Success and Sustainability. In
_ICTMT 2025 | International Journal of Research and Innovation in Social Science_. https://rsisinternational.org/journals/ijriss/uploads/vol9-iss28-pg482-491-202512_pdf.pdf

**## GlobalStrategicManagementBUS6320_UnitIIDB.docx**

2

Global Strategic Management BUS 6320 Unit II Discussion Board

Top of Form

**Global Strategic Management Discussion – Apple Inc.**

Apple Inc. is a good example of a company with vast international operations because it is a multinational technology company that was established in the year 1976 and is based in Cupertino, California. Apple creates and markets consumer electronics, software, and digital services in over 175 countries with the iPhones, Mac, iPad, Apple Watch, and services like Apple Music and the iCloud being the main flagship products. The international supply chain, international retail stores and the digital distribution platforms have enabled the company to have global presence. Apple has two important features of its international strategy. To begin with, Apple employs a strategy of integrated ecosystem whereby its hardware, software and services are compatible. This will enhance customer loyalty and generate high switching cost that will provide the firm with sustainable competitive advantage in international markets. Second, Apple is a company that is based on the global supply chain optimization whereby the designing of the products is formulated in United States, with the manufacturing of other components and sourcing of the component being mostly based in the Asian region. This approach enables Apple to realize cost efficiency, mass production in a short time and have uniform availability of the products globally.

The world has become a global village through technology, which offers corporations the opportunity to communicate in real time, have digital supply chains and make decisions based on the data. The use of artificial intelligence, cloud computing, and big data analytics enables corporations such as Apple to predict demand, enhance logistics, customize marketing, and react fast to the evolving conditions within the global context. According to Muslim et al. (2025), the technological change has come to be one of the most determining variables in strategic planning and competitive advantage, and the necessity of constant innovation in the turbulent global settings. Apple has strong brand reputation, customer base, product design at premium and having high profit margins, its ecosystem model matches its strengths, as viewed through SWOT perspective. Premium pricing strategy that makes it expensive and thus inaccessible in some of emerging markets, reliance on iPhone revenue and vulnerability to geopolitical and supply chain risks are however, some of the weaknesses.

**References**

Muslim, A. K., Ahmad, N., Raj, V., Zaily, D., Dzulkifli, M., Teknologi, F., Teknousahawanan, D., Teknikal, U., & Melaka, M. (2025). Holistic Organizational Transformation and Dual-Mode Innovation Culture: Explaining Apple’s Strategic Marketing Success and Sustainability. In
_ICTMT 2025 | International Journal of Research and Innovation in Social Science_. https://rsisinternational.org/journals/ijriss/uploads/vol9-iss28-pg482-491-202512_pdf.pdf

**## UnitIIIStudyGuide.pdf**

BUS 6320, Global Strategic Management 1

Course Learning Outcomes for Unit III

At the end of this unit, you should be able to:

1. Compare and contrast evolving global strategic business models.
1.1 Describe strategic planning models.
1.2 Describe competitive advantage.
1.3 Differentiate between analysis, formulation, and implementation of strategies using the

analysis, formulation, implementation (AFI) framework.

2. Analyze the processes for formulating sustainable corporate business strategies.
2.1 Summarize the evolving importance of sustainability in strategic planning processes.
2.2 Examine key models that organizations use to overcome challenges .
2.3 Examine how sustainable competitive advantage drives corporate business strategies.

3. Summarize the role of innovation in strategic business planning.

3.1 Examine how innovation can assist firms in driving competitive advantage.
3.2 Analyze the role of leadership in driving innovation.

Required Unit Resources

Chapter 5: Shared Value and Competitive Advantage (ULOs 2.3 and 3.1)
This chapter examines competitive advantage and stakeholder capitalism.

Chapter 6: Business Strategy: Differentiation, Cost Leadership, and Blue Oceans (ULO 3.2)
This chapter examines differentiation strategy and cost drivers.

Unit Lesson

Lesson: Analyzing the Firm and Its Environment (ULOs 2.3, 3.1, and 3.2)

In Unit II, the concept of the Global Reporting Initiative may have been introduced in the live lecture as
framework firms are increasingly adopting to use sustainability to build competitive advantage.

This unit focuses on the importance of developing and maintaining competitive advantage as well as the
importance of a strategy that differentiates the firm—including sustainability—from the competition.

Chapter 5 Case for Review: Patagonia

As we begin this unit, read the Chapter 5 case Patagonia: A Pioneer in Creating Shared Value as it highlights
the importance of shared values in a firm. Consider the following questions as you read the case: Why do you
see the concept of shared values important in business? How has Patagonia built a firm that is known for its
focus on sustainability and the environment?

As a private firm, Patagonia has pursued a stakeholder strategy that is noted for its focus on the
environmental, social, and governance (ESG) elements. Rothaermel (2024) defines ESG as “a set of
standards beyond mere financial results on which companies are evaluated” (p. 171).

UNIT III STUDY GUIDE
Developing Competitive Advantage

BUS 6320, Global Strategic Management 2

UNIT x STUDY GUIDE
Title

Market Conditions

Market conditions in a business environment can influence an organization’s strategy to a great extent. For
example, a highly competitive market can force organizations to launch a new product or service every
quarter or at least once every year. This strategy allows them to go head-to-head with competitors and attract
new customers. However, if these organizations do not perform thorough research before launching their
products or services, they may incur significant losses. In some cases, these organizations may be forced out
of the market because of poor performance. It is vital for organizations to study the market where they are
competing and correctly identify their competition.

As presented in Unit II, performing a proper analysis of a company’s internal and external environments helps
in the identification of strengths and weaknesses. Based on this analysis, organizations must create a
competitive strategy. This strategy will enable them to outmatch the products or services of the competitors in
the market. It will also allow them to stay ahead of rival organizations for a longer period. Such analysis and
development of subsequent strategies give companies a competitive advantage over their rivals in the
market.

Competitive Advantage

Rothaermel (2024) notes that “the goal of a strategy is to gain and sustain a competitive advantage” (p.181).
In Exhibit 5.2: From Corporate Social Responsibility (CSR) to Creating Shared Value, changes are noted in
the perspectives of many firms as they evolved in the past few decades from CSR to creating shared value
(CSV). It is important to recognize that a firm has economic advantage when it creates more value than its
competitors. Economic value is the difference between value (V) and costs (C) or (V – C) (Rothaermel, 2024).
How do you see the CSV framework improving the competitive advantage of a firm?

Balanced Scorecard

The balanced scorecard (BSC) is a management tool. Essentially, the BSC is a series of strategic measures
and traditional financial measures that are used to get a holistic view of how an organization is performing
(Balanced Scorecard Institute, n.d.). Historically, the measure of business performance was related to profit.
The BSC is a more holistic approach that suggests that four areas or perspectives provides a more
appropriate picture of a firm. These four perspectives are (1) learning and growth, (2) business processes, (3)
customer perspectives, and (4) financial data. Often, the BSC is used in firms as a framework to drive
continuous improvement and a key part of improvement efforts often includes using key performance
indicators (KPIs). These KPIs can form a dashboard of performance metrics to include the most important
measures as identified by the organization. These KPIs include specific, measurable goals that may cascade
from high-level corporate goals to business unit goals to individual performance plans.

Triple Bottom Line

Another important framework related to understanding the competitive advantage concept is the triple bottom
line. This includes the dimensions of profits, people, and planet. Rothaermel (2024) notes that a focus on the
3 Ps “can lead to a sustainable strategy” (p. 197). As firms are developing their strategies, they are looking for
ways to differentiate themselves from the competition.

Business-Level Strategies

Strategic leaders must recognize that competitive advantage is reflected in superior firm performance. Review
the Exhibit 5.11: How to Measure and Assess Competitive Advantage in your textbook.

Having a business level strategy can assist in building competitive advantage. According to Rothaermel
(2024), the business level strategy asks the following questions:

• “Who are the customer segments we will serve?
• What customer needs, wishes, and desires will we satisfy?
• Why do we want to satisfy them?
• How will we satisfy them?” (p. 211)

BUS 6320, Global Strategic Management 3

UNIT x STUDY GUIDE
Title

Chapter 6 illustrates four generic business strategies in Exhibit 6.2: Strategic Position and Competitive Scope
Generic Business Strategies. They include cost leadership, differentiation, focused cost leadership, and
focused differentiation.

One concept introduced that reflects adding value to the operations of a firm is related to the learning curve.
Rothaermel (2024) notes that the learning curve can be described as “learning by doing drives down cost”
(p. 223).

Blue Ocean Strategy

The blue ocean strategy is the simultaneous pursuit of differentiation and low cost to open a new market
space and create new demand. It is about creating and capturing uncontested market space, thereby making
the competition irrelevant.

PwC Survey

PwC is a global consulting firm that annually surveys corporate CEOs. In 2023, a key finding of the PwC
survey is the need for firms to adapt to changing circumstances. The PwC (2023) survey suggests that fully
40% of respondents do not see their firms as economically viable in 10 years unless there is substantial
change in their organizations. This finding supports the importance of strategic management.

Summary

In summary, one aspect of developing a strategic plan is to look at the competition with a view to building a
comparative, competitive advantage. Increasingly, firms are seeing value and importance of advancing
sustainability as a factor that must be included in the strategic planning processes of a firm. In that regard, it
may be valuable to consider business level strategies to focus organizational efforts on developing
competitive advantage. Tools such as the BSC can assist by providing a measurement-based focus on
critical areas of the firm. Using BSC measures can assist in guiding the competitive advantage components
of the firm.

References

Balanced Scorecard Institute. (n.d.). Balanced scorecard basics. https://balancedscorecard.org/bsc-basics-

overview/

PwC. (2023). PwC’s 26th annual global CEO survey: Winning today’s race while running tomorrow’s.

https://www.pwc.com/gx/en/issues/c-suite-insights/ceo-survey-2023.html

Rawpixel. (n.d.). Character illustration of people with global network concept [Image]. Freepik.

https://www.freepik.com/free-vector/character-illustration-people-with-global-network-
concept_3585190.htm#query=strategy%20global%20business%20planning&position=2&from_view=
search&track=ais&uuid=eab5dd3f-267d-4ae8-9a3a-5381e987b5ac

Rothaermel, F. T. (2024). Strategic management (6th ed.). McGraw Hill.

https://online.vitalsource.com/#/books/9781265954574

Vector4stock. (n.d.). Business process illustration infographic of business structure from idea to successful

business [Image]. Freepik.
https://www.freepik.com/free-vector/business-process-illustration-infographic-business-structure-from-
idea-successful-business-
project_26195295.htm#query=strategy%20global%20business%20planning&position=34&from_view
=search&track=ais&uuid=eab5dd3f-267d-4ae8-9a3a-5381e987b5ac

BUS 6320, Global Strategic Management 4

UNIT x STUDY GUIDE
Title

Learning Activities (Nongraded)

Nongraded Learning Activities are provided to aid you in your course of study. You do not have to submit
them. If you have questions, contact your instructor for further guidance and information.

Activity: Case Study (Optional)
To understand the importance of differentiating a firm from the competition, read the Chapter Case 6 Part I,
the case of JetBlue Airways: En Route to the New Blue Ocean? As the case identifies, JetBlue Airways used
a high touch and high-tech approach that was designed to differentiate itself from other airlines. Note your
thoughts about this case in a personal journal.

Activity: Strategy Highlight (Optional)
Read the Chapter 6 Strategy Highlight 6.2: How JCPenney Sailed into a Red Ocean. In a personal journal,
note your thoughts on why and how this initiative failed.

**UnitIIStudyGuide.pdf**

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**Unit1StudyGuide.pdf**

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**Unit1StudyGuide.pdf**

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**## GlobalStrategicManagementBUS6320UnitIIIAssignment.docx**

2

Global Strategic Management BUS 6320 Unit III Assignment

This four-page assignment measures your mastery of ULOs 1.1, 1.2, 1.3, 2.1, 2.2, 2.3, 3.1, and 3.2.

In Unit II you selected a firm with global operations and discussed the key points from its global strategy and your perceptions of the firm. (SEE ATTACHED)

For this assignment you will follow the strategic management process by performing an environmental scan (analysis) of the firm selected in Unit II. Address the following prompts within your assignment:

1. Perform an external environmental analysis of the firm:

a. Macro-level PESTEL analysis

b. Industry environment: Porter’s five forces

c. Competitive environment

d. Strategic group analysis

2. Perform an internal analysis of the firm using the resource-based view:

a. What are the firm’s resources, capabilities, and competencies?

b. Does the firm possess valuable, rare, costly to imitate resources, and is it organized to capture value from

c. those resources: VRIO analysis?

d. What role do leaders play in driving innovation?

3. Analyze the firm's current business-level and corporate-level strategies:

a. Business-level strategy: product market positioning

b. International strategy: geographic scope and mode of entry

c. How are these strategies being implemented? Examine how the firm incorporates sustainability into its

d. planning.

e. How does innovation drive strategy and contribute to competitive advantage?

4. Analyze the firm’s performance:

a. Use both financial and market-based measures.

b. How does the firm compare to its competitors as well as the industry average?

c. What trends are evident over the past 3 to 5 years?

d. Consider the perspectives of multiple stakeholders” internal and external.

e. How does the firm possess a competitive advantage? How can it be sustained?

Be sure to i
nclude an introduction and a conclusion. Your assignment should be at least four pages. Use at least six sources to support your assignment; the course text must be used as a source for this assignment. Use APA Style to format this assignment and all references and citations.

**## GlobalStrategicManagementBUS6320_UnitIIDB.docx**

2

Global Strategic Management BUS 6320 Unit II Discussion Board

Top of Form

**Global Strategic Management Discussion – Apple Inc.**

Apple Inc. is a good example of a company with vast international operations because it is a multinational technology company that was established in the year 1976 and is based in Cupertino, California. Apple creates and markets consumer electronics, software, and digital services in over 175 countries with the iPhones, Mac, iPad, Apple Watch, and services like Apple Music and the iCloud being the main flagship products. The international supply chain, international retail stores and the digital distribution platforms have enabled the company to have global presence. Apple has two important features of its international strategy. To begin with, Apple employs a strategy of integrated ecosystem whereby its hardware, software and services are compatible. This will enhance customer loyalty and generate high switching cost that will provide the firm with sustainable competitive advantage in international markets. Second, Apple is a company that is based on the global supply chain optimization whereby the designing of the products is formulated in United States, with the manufacturing of other components and sourcing of the component being mostly based in the Asian region. This approach enables Apple to realize cost efficiency, mass production in a short time and have uniform availability of the products globally.

The world has become a global village through technology, which offers corporations the opportunity to communicate in real time, have digital supply chains and make decisions based on the data. The use of artificial intelligence, cloud computing, and big data analytics enables corporations such as Apple to predict demand, enhance logistics, customize marketing, and react fast to the evolving conditions within the global context. According to Muslim et al. (2025), the technological change has come to be one of the most determining variables in strategic planning and competitive advantage, and the necessity of constant innovation in the turbulent global settings. Apple has strong brand reputation, customer base, product design at premium and having high profit margins, its ecosystem model matches its strengths, as viewed through SWOT perspective. Premium pricing strategy that makes it expensive and thus inaccessible in some of emerging markets, reliance on iPhone revenue and vulnerability to geopolitical and supply chain risks are however, some of the weaknesses.

**References**

Muslim, A. K., Ahmad, N., Raj, V., Zaily, D., Dzulkifli, M., Teknologi, F., Teknousahawanan, D., Teknikal, U., & Melaka, M. (2025). Holistic Organizational Transformation and Dual-Mode Innovation Culture: Explaining Apple’s Strategic Marketing Success and Sustainability. In
_ICTMT 2025 | International Journal of Research and Innovation in Social Science_. https://rsisinternational.org/journals/ijriss/uploads/vol9-iss28-pg482-491-202512_pdf.pdf

**## GlobalStrategicManagementBUS6320_UnitIIDB.docx**

2

Global Strategic Management BUS 6320 Unit II Discussion Board

Top of Form

**Global Strategic Management Discussion – Apple Inc.**

Apple Inc. is a good example of a company with vast international operations because it is a multinational technology company that was established in the year 1976 and is based in Cupertino, California. Apple creates and markets consumer electronics, software, and digital services in over 175 countries with the iPhones, Mac, iPad, Apple Watch, and services like Apple Music and the iCloud being the main flagship products. The international supply chain, international retail stores and the digital distribution platforms have enabled the company to have global presence. Apple has two important features of its international strategy. To begin with, Apple employs a strategy of integrated ecosystem whereby its hardware, software and services are compatible. This will enhance customer loyalty and generate high switching cost that will provide the firm with sustainable competitive advantage in international markets. Second, Apple is a company that is based on the global supply chain optimization whereby the designing of the products is formulated in United States, with the manufacturing of other components and sourcing of the component being mostly based in the Asian region. This approach enables Apple to realize cost efficiency, mass production in a short time and have uniform availability of the products globally.

The world has become a global village through technology, which offers corporations the opportunity to communicate in real time, have digital supply chains and make decisions based on the data. The use of artificial intelligence, cloud computing, and big data analytics enables corporations such as Apple to predict demand, enhance logistics, customize marketing, and react fast to the evolving conditions within the global context. According to Muslim et al. (2025), the technological change has come to be one of the most determining variables in strategic planning and competitive advantage, and the necessity of constant innovation in the turbulent global settings. Apple has strong brand reputation, customer base, product design at premium and having high profit margins, its ecosystem model matches its strengths, as viewed through SWOT perspective. Premium pricing strategy that makes it expensive and thus inaccessible in some of emerging markets, reliance on iPhone revenue and vulnerability to geopolitical and supply chain risks are however, some of the weaknesses.

**References**

Muslim, A. K., Ahmad, N., Raj, V., Zaily, D., Dzulkifli, M., Teknologi, F., Teknousahawanan, D., Teknikal, U., & Melaka, M. (2025). Holistic Organizational Transformation and Dual-Mode Innovation Culture: Explaining Apple’s Strategic Marketing Success and Sustainability. In
_ICTMT 2025 | International Journal of Research and Innovation in Social Science_. https://rsisinternational.org/journals/ijriss/uploads/vol9-iss28-pg482-491-202512_pdf.pdf

**## UnitIIIStudyGuide.pdf**

BUS 6320, Global Strategic Management 1

Course Learning Outcomes for Unit III

At the end of this unit, you should be able to:

1. Compare and contrast evolving global strategic business models.
1.1 Describe strategic planning models.
1.2 Describe competitive advantage.
1.3 Differentiate between analysis, formulation, and implementation of strategies using the

analysis, formulation, implementation (AFI) framework.

2. Analyze the processes for formulating sustainable corporate business strategies.
2.1 Summarize the evolving importance of sustainability in strategic planning processes.
2.2 Examine key models that organizations use to overcome challenges .
2.3 Examine how sustainable competitive advantage drives corporate business strategies.

3. Summarize the role of innovation in strategic business planning.

3.1 Examine how innovation can assist firms in driving competitive advantage.
3.2 Analyze the role of leadership in driving innovation.

Required Unit Resources

Chapter 5: Shared Value and Competitive Advantage (ULOs 2.3 and 3.1)
This chapter examines competitive advantage and stakeholder capitalism.

Chapter 6: Business Strategy: Differentiation, Cost Leadership, and Blue Oceans (ULO 3.2)
This chapter examines differentiation strategy and cost drivers.

Unit Lesson

Lesson: Analyzing the Firm and Its Environment (ULOs 2.3, 3.1, and 3.2)

In Unit II, the concept of the Global Reporting Initiative may have been introduced in the live lecture as
framework firms are increasingly adopting to use sustainability to build competitive advantage.

This unit focuses on the importance of developing and maintaining competitive advantage as well as the
importance of a strategy that differentiates the firm—including sustainability—from the competition.

Chapter 5 Case for Review: Patagonia

As we begin this unit, read the Chapter 5 case Patagonia: A Pioneer in Creating Shared Value as it highlights
the importance of shared values in a firm. Consider the following questions as you read the case: Why do you
see the concept of shared values important in business? How has Patagonia built a firm that is known for its
focus on sustainability and the environment?

As a private firm, Patagonia has pursued a stakeholder strategy that is noted for its focus on the
environmental, social, and governance (ESG) elements. Rothaermel (2024) defines ESG as “a set of
standards beyond mere financial results on which companies are evaluated” (p. 171).

UNIT III STUDY GUIDE
Developing Competitive Advantage

BUS 6320, Global Strategic Management 2

UNIT x STUDY GUIDE
Title

Market Conditions

Market conditions in a business environment can influence an organization’s strategy to a great extent. For
example, a highly competitive market can force organizations to launch a new product or service every
quarter or at least once every year. This strategy allows them to go head-to-head with competitors and attract
new customers. However, if these organizations do not perform thorough research before launching their
products or services, they may incur significant losses. In some cases, these organizations may be forced out
of the market because of poor performance. It is vital for organizations to study the market where they are
competing and correctly identify their competition.

As presented in Unit II, performing a proper analysis of a company’s internal and external environments helps
in the identification of strengths and weaknesses. Based on this analysis, organizations must create a
competitive strategy. This strategy will enable them to outmatch the products or services of the competitors in
the market. It will also allow them to stay ahead of rival organizations for a longer period. Such analysis and
development of subsequent strategies give companies a competitive advantage over their rivals in the
market.

Competitive Advantage

Rothaermel (2024) notes that “the goal of a strategy is to gain and sustain a competitive advantage” (p.181).
In Exhibit 5.2: From Corporate Social Responsibility (CSR) to Creating Shared Value, changes are noted in
the perspectives of many firms as they evolved in the past few decades from CSR to creating shared value
(CSV). It is important to recognize that a firm has economic advantage when it creates more value than its
competitors. Economic value is the difference between value (V) and costs (C) or (V – C) (Rothaermel, 2024).
How do you see the CSV framework improving the competitive advantage of a firm?

Balanced Scorecard

The balanced scorecard (BSC) is a management tool. Essentially, the BSC is a series of strategic measures
and traditional financial measures that are used to get a holistic view of how an organization is performing
(Balanced Scorecard Institute, n.d.). Historically, the measure of business performance was related to profit.
The BSC is a more holistic approach that suggests that four areas or perspectives provides a more
appropriate picture of a firm. These four perspectives are (1) learning and growth, (2) business processes, (3)
customer perspectives, and (4) financial data. Often, the BSC is used in firms as a framework to drive
continuous improvement and a key part of improvement efforts often includes using key performance
indicators (KPIs). These KPIs can form a dashboard of performance metrics to include the most important
measures as identified by the organization. These KPIs include specific, measurable goals that may cascade
from high-level corporate goals to business unit goals to individual performance plans.

Triple Bottom Line

Another important framework related to understanding the competitive advantage concept is the triple bottom
line. This includes the dimensions of profits, people, and planet. Rothaermel (2024) notes that a focus on the
3 Ps “can lead to a sustainable strategy” (p. 197). As firms are developing their strategies, they are looking for
ways to differentiate themselves from the competition.

Business-Level Strategies

Strategic leaders must recognize that competitive advantage is reflected in superior firm performance. Review
the Exhibit 5.11: How to Measure and Assess Competitive Advantage in your textbook.

Having a business level strategy can assist in building competitive advantage. According to Rothaermel
(2024), the business level strategy asks the following questions:

• “Who are the customer segments we will serve?
• What customer needs, wishes, and desires will we satisfy?
• Why do we want to satisfy them?
• How will we satisfy them?” (p. 211)

BUS 6320, Global Strategic Management 3

UNIT x STUDY GUIDE
Title

Chapter 6 illustrates four generic business strategies in Exhibit 6.2: Strategic Position and Competitive Scope
Generic Business Strategies. They include cost leadership, differentiation, focused cost leadership, and
focused differentiation.

One concept introduced that reflects adding value to the operations of a firm is related to the learning curve.
Rothaermel (2024) notes that the learning curve can be described as “learning by doing drives down cost”
(p. 223).

Blue Ocean Strategy

The blue ocean strategy is the simultaneous pursuit of differentiation and low cost to open a new market
space and create new demand. It is about creating and capturing uncontested market space, thereby making
the competition irrelevant.

PwC Survey

PwC is a global consulting firm that annually surveys corporate CEOs. In 2023, a key finding of the PwC
survey is the need for firms to adapt to changing circumstances. The PwC (2023) survey suggests that fully
40% of respondents do not see their firms as economically viable in 10 years unless there is substantial
change in their organizations. This finding supports the importance of strategic management.

Summary

In summary, one aspect of developing a strategic plan is to look at the competition with a view to building a
comparative, competitive advantage. Increasingly, firms are seeing value and importance of advancing
sustainability as a factor that must be included in the strategic planning processes of a firm. In that regard, it
may be valuable to consider business level strategies to focus organizational efforts on developing
competitive advantage. Tools such as the BSC can assist by providing a measurement-based focus on
critical areas of the firm. Using BSC measures can assist in guiding the competitive advantage components
of the firm.

References

Balanced Scorecard Institute. (n.d.). Balanced scorecard basics. https://balancedscorecard.org/bsc-basics-

overview/

PwC. (2023). PwC’s 26th annual global CEO survey: Winning today’s race while running tomorrow’s.

https://www.pwc.com/gx/en/issues/c-suite-insights/ceo-survey-2023.html

Rawpixel. (n.d.). Character illustration of people with global network concept [Image]. Freepik.

https://www.freepik.com/free-vector/character-illustration-people-with-global-network-
concept_3585190.htm#query=strategy%20global%20business%20planning&position=2&from_view=
search&track=ais&uuid=eab5dd3f-267d-4ae8-9a3a-5381e987b5ac

Rothaermel, F. T. (2024). Strategic management (6th ed.). McGraw Hill.

https://online.vitalsource.com/#/books/9781265954574

Vector4stock. (n.d.). Business process illustration infographic of business structure from idea to successful

business [Image]. Freepik.
https://www.freepik.com/free-vector/business-process-illustration-infographic-business-structure-from-
idea-successful-business-
project_26195295.htm#query=strategy%20global%20business%20planning&position=34&from_view
=search&track=ais&uuid=eab5dd3f-267d-4ae8-9a3a-5381e987b5ac

BUS 6320, Global Strategic Management 4

UNIT x STUDY GUIDE
Title

Learning Activities (Nongraded)

Nongraded Learning Activities are provided to aid you in your course of study. You do not have to submit
them. If you have questions, contact your instructor for further guidance and information.

Activity: Case Study (Optional)
To understand the importance of differentiating a firm from the competition, read the Chapter Case 6 Part I,
the case of JetBlue Airways: En Route to the New Blue Ocean? As the case identifies, JetBlue Airways used
a high touch and high-tech approach that was designed to differentiate itself from other airlines. Note your
thoughts about this case in a personal journal.

Activity: Strategy Highlight (Optional)
Read the Chapter 6 Strategy Highlight 6.2: How JCPenney Sailed into a Red Ocean. In a personal journal,
note your thoughts on why and how this initiative failed.

**UnitIIStudyGuide.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/unitiistudyguide-pdf-10525067)

**Unit1StudyGuide.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/unit1studyguide-pdf-10525071)

**## GlobalStrategicManagementBUS6320UnitIIIAssignment.docx**

2

Global Strategic Management BUS 6320 Unit III Assignment

This four-page assignment measures your mastery of ULOs 1.1, 1.2, 1.3, 2.1, 2.2, 2.3, 3.1, and 3.2.

In Unit II you selected a firm with global operations and discussed the key points from its global strategy and your perceptions of the firm. (SEE ATTACHED)

For this assignment you will follow the strategic management process by performing an environmental scan (analysis) of the firm selected in Unit II. Address the following prompts within your assignment:

1. Perform an external environmental analysis of the firm:

a. Macro-level PESTEL analysis

b. Industry environment: Porter’s five forces

c. Competitive environment

d. Strategic group analysis

2. Perform an internal analysis of the firm using the resource-based view:

a. What are the firm’s resources, capabilities, and competencies?

b. Does the firm possess valuable, rare, costly to imitate resources, and is it organized to capture value from

c. those resources: VRIO analysis?

d. What role do leaders play in driving innovation?

3. Analyze the firm's current business-level and corporate-level strategies:

a. Business-level strategy: product market positioning

b. International strategy: geographic scope and mode of entry

c. How are these strategies being implemented? Examine how the firm incorporates sustainability into its

d. planning.

e. How does innovation drive strategy and contribute to competitive advantage?

4. Analyze the firm’s performance:

a. Use both financial and market-based measures.

b. How does the firm compare to its competitors as well as the industry average?

c. What trends are evident over the past 3 to 5 years?

d. Consider the perspectives of multiple stakeholders” internal and external.

e. How does the firm possess a competitive advantage? How can it be sustained?

Be sure to i
nclude an introduction and a conclusion. Your assignment should be at least four pages. Use at least six sources to support your assignment; the course text must be used as a source for this assignment. Use APA Style to format this assignment and all references and citations.

**## GlobalStrategicManagementBUS6320_UnitIIDB.docx**

2

Global Strategic Management BUS 6320 Unit II Discussion Board

Top of Form

**Global Strategic Management Discussion – Apple Inc.**

Apple Inc. is a good example of a company with vast international operations because it is a multinational technology company that was established in the year 1976 and is based in Cupertino, California. Apple creates and markets consumer electronics, software, and digital services in over 175 countries with the iPhones, Mac, iPad, Apple Watch, and services like Apple Music and the iCloud being the main flagship products. The international supply chain, international retail stores and the digital distribution platforms have enabled the company to have global presence. Apple has two important features of its international strategy. To begin with, Apple employs a strategy of integrated ecosystem whereby its hardware, software and services are compatible. This will enhance customer loyalty and generate high switching cost that will provide the firm with sustainable competitive advantage in international markets. Second, Apple is a company that is based on the global supply chain optimization whereby the designing of the products is formulated in United States, with the manufacturing of other components and sourcing of the component being mostly based in the Asian region. This approach enables Apple to realize cost efficiency, mass production in a short time and have uniform availability of the products globally.

The world has become a global village through technology, which offers corporations the opportunity to communicate in real time, have digital supply chains and make decisions based on the data. The use of artificial intelligence, cloud computing, and big data analytics enables corporations such as Apple to predict demand, enhance logistics, customize marketing, and react fast to the evolving conditions within the global context. According to Muslim et al. (2025), the technological change has come to be one of the most determining variables in strategic planning and competitive advantage, and the necessity of constant innovation in the turbulent global settings. Apple has strong brand reputation, customer base, product design at premium and having high profit margins, its ecosystem model matches its strengths, as viewed through SWOT perspective. Premium pricing strategy that makes it expensive and thus inaccessible in some of emerging markets, reliance on iPhone revenue and vulnerability to geopolitical and supply chain risks are however, some of the weaknesses.

**References**

Muslim, A. K., Ahmad, N., Raj, V., Zaily, D., Dzulkifli, M., Teknologi, F., Teknousahawanan, D., Teknikal, U., & Melaka, M. (2025). Holistic Organizational Transformation and Dual-Mode Innovation Culture: Explaining Apple’s Strategic Marketing Success and Sustainability. In
_ICTMT 2025 | International Journal of Research and Innovation in Social Science_. https://rsisinternational.org/journals/ijriss/uploads/vol9-iss28-pg482-491-202512_pdf.pdf

**## GlobalStrategicManagementBUS6320_UnitIIDB.docx**

2

Global Strategic Management BUS 6320 Unit II Discussion Board

Top of Form

**Global Strategic Management Discussion – Apple Inc.**

Apple Inc. is a good example of a company with vast international operations because it is a multinational technology company that was established in the year 1976 and is based in Cupertino, California. Apple creates and markets consumer electronics, software, and digital services in over 175 countries with the iPhones, Mac, iPad, Apple Watch, and services like Apple Music and the iCloud being the main flagship products. The international supply chain, international retail stores and the digital distribution platforms have enabled the company to have global presence. Apple has two important features of its international strategy. To begin with, Apple employs a strategy of integrated ecosystem whereby its hardware, software and services are compatible. This will enhance customer loyalty and generate high switching cost that will provide the firm with sustainable competitive advantage in international markets. Second, Apple is a company that is based on the global supply chain optimization whereby the designing of the products is formulated in United States, with the manufacturing of other components and sourcing of the component being mostly based in the Asian region. This approach enables Apple to realize cost efficiency, mass production in a short time and have uniform availability of the products globally.

The world has become a global village through technology, which offers corporations the opportunity to communicate in real time, have digital supply chains and make decisions based on the data. The use of artificial intelligence, cloud computing, and big data analytics enables corporations such as Apple to predict demand, enhance logistics, customize marketing, and react fast to the evolving conditions within the global context. According to Muslim et al. (2025), the technological change has come to be one of the most determining variables in strategic planning and competitive advantage, and the necessity of constant innovation in the turbulent global settings. Apple has strong brand reputation, customer base, product design at premium and having high profit margins, its ecosystem model matches its strengths, as viewed through SWOT perspective. Premium pricing strategy that makes it expensive and thus inaccessible in some of emerging markets, reliance on iPhone revenue and vulnerability to geopolitical and supply chain risks are however, some of the weaknesses.

**References**

Muslim, A. K., Ahmad, N., Raj, V., Zaily, D., Dzulkifli, M., Teknologi, F., Teknousahawanan, D., Teknikal, U., & Melaka, M. (2025). Holistic Organizational Transformation and Dual-Mode Innovation Culture: Explaining Apple’s Strategic Marketing Success and Sustainability. In
_ICTMT 2025 | International Journal of Research and Innovation in Social Science_. https://rsisinternational.org/journals/ijriss/uploads/vol9-iss28-pg482-491-202512_pdf.pdf

**## UnitIIIStudyGuide.pdf**

BUS 6320, Global Strategic Management 1

Course Learning Outcomes for Unit III

At the end of this unit, you should be able to:

1. Compare and contrast evolving global strategic business models.
1.1 Describe strategic planning models.
1.2 Describe competitive advantage.
1.3 Differentiate between analysis, formulation, and implementation of strategies using the

analysis, formulation, implementation (AFI) framework.

2. Analyze the processes for formulating sustainable corporate business strategies.
2.1 Summarize the evolving importance of sustainability in strategic planning processes.
2.2 Examine key models that organizations use to overcome challenges .
2.3 Examine how sustainable competitive advantage drives corporate business strategies.

3. Summarize the role of innovation in strategic business planning.

3.1 Examine how innovation can assist firms in driving competitive advantage.
3.2 Analyze the role of leadership in driving innovation.

Required Unit Resources

Chapter 5: Shared Value and Competitive Advantage (ULOs 2.3 and 3.1)
This chapter examines competitive advantage and stakeholder capitalism.

Chapter 6: Business Strategy: Differentiation, Cost Leadership, and Blue Oceans (ULO 3.2)
This chapter examines differentiation strategy and cost drivers.

Unit Lesson

Lesson: Analyzing the Firm and Its Environment (ULOs 2.3, 3.1, and 3.2)

In Unit II, the concept of the Global Reporting Initiative may have been introduced in the live lecture as
framework firms are increasingly adopting to use sustainability to build competitive advantage.

This unit focuses on the importance of developing and maintaining competitive advantage as well as the
importance of a strategy that differentiates the firm—including sustainability—from the competition.

Chapter 5 Case for Review: Patagonia

As we begin this unit, read the Chapter 5 case Patagonia: A Pioneer in Creating Shared Value as it highlights
the importance of shared values in a firm. Consider the following questions as you read the case: Why do you
see the concept of shared values important in business? How has Patagonia built a firm that is known for its
focus on sustainability and the environment?

As a private firm, Patagonia has pursued a stakeholder strategy that is noted for its focus on the
environmental, social, and governance (ESG) elements. Rothaermel (2024) defines ESG as “a set of
standards beyond mere financial results on which companies are evaluated” (p. 171).

UNIT III STUDY GUIDE
Developing Competitive Advantage

BUS 6320, Global Strategic Management 2

UNIT x STUDY GUIDE
Title

Market Conditions

Market conditions in a business environment can influence an organization’s strategy to a great extent. For
example, a highly competitive market can force organizations to launch a new product or service every
quarter or at least once every year. This strategy allows them to go head-to-head with competitors and attract
new customers. However, if these organizations do not perform thorough research before launching their
products or services, they may incur significant losses. In some cases, these organizations may be forced out
of the market because of poor performance. It is vital for organizations to study the market where they are
competing and correctly identify their competition.

As presented in Unit II, performing a proper analysis of a company’s internal and external environments helps
in the identification of strengths and weaknesses. Based on this analysis, organizations must create a
competitive strategy. This strategy will enable them to outmatch the products or services of the competitors in
the market. It will also allow them to stay ahead of rival organizations for a longer period. Such analysis and
development of subsequent strategies give companies a competitive advantage over their rivals in the
market.

Competitive Advantage

Rothaermel (2024) notes that “the goal of a strategy is to gain and sustain a competitive advantage” (p.181).
In Exhibit 5.2: From Corporate Social Responsibility (CSR) to Creating Shared Value, changes are noted in
the perspectives of many firms as they evolved in the past few decades from CSR to creating shared value
(CSV). It is important to recognize that a firm has economic advantage when it creates more value than its
competitors. Economic value is the difference between value (V) and costs (C) or (V – C) (Rothaermel, 2024).
How do you see the CSV framework improving the competitive advantage of a firm?

Balanced Scorecard

The balanced scorecard (BSC) is a management tool. Essentially, the BSC is a series of strategic measures
and traditional financial measures that are used to get a holistic view of how an organization is performing
(Balanced Scorecard Institute, n.d.). Historically, the measure of business performance was related to profit.
The BSC is a more holistic approach that suggests that four areas or perspectives provides a more
appropriate picture of a firm. These four perspectives are (1) learning and growth, (2) business processes, (3)
customer perspectives, and (4) financial data. Often, the BSC is used in firms as a framework to drive
continuous improvement and a key part of improvement efforts often includes using key performance
indicators (KPIs). These KPIs can form a dashboard of performance metrics to include the most important
measures as identified by the organization. These KPIs include specific, measurable goals that may cascade
from high-level corporate goals to business unit goals to individual performance plans.

Triple Bottom Line

Another important framework related to understanding the competitive advantage concept is the triple bottom
line. This includes the dimensions of profits, people, and planet. Rothaermel (2024) notes that a focus on the
3 Ps “can lead to a sustainable strategy” (p. 197). As firms are developing their strategies, they are looking for
ways to differentiate themselves from the competition.

Business-Level Strategies

Strategic leaders must recognize that competitive advantage is reflected in superior firm performance. Review
the Exhibit 5.11: How to Measure and Assess Competitive Advantage in your textbook.

Having a business level strategy can assist in building competitive advantage. According to Rothaermel
(2024), the business level strategy asks the following questions:

• “Who are the customer segments we will serve?
• What customer needs, wishes, and desires will we satisfy?
• Why do we want to satisfy them?
• How will we satisfy them?” (p. 211)

BUS 6320, Global Strategic Management 3

UNIT x STUDY GUIDE
Title

Chapter 6 illustrates four generic business strategies in Exhibit 6.2: Strategic Position and Competitive Scope
Generic Business Strategies. They include cost leadership, differentiation, focused cost leadership, and
focused differentiation.

One concept introduced that reflects adding value to the operations of a firm is related to the learning curve.
Rothaermel (2024) notes that the learning curve can be described as “learning by doing drives down cost”
(p. 223).

Blue Ocean Strategy

The blue ocean strategy is the simultaneous pursuit of differentiation and low cost to open a new market
space and create new demand. It is about creating and capturing uncontested market space, thereby making
the competition irrelevant.

PwC Survey

PwC is a global consulting firm that annually surveys corporate CEOs. In 2023, a key finding of the PwC
survey is the need for firms to adapt to changing circumstances. The PwC (2023) survey suggests that fully
40% of respondents do not see their firms as economically viable in 10 years unless there is substantial
change in their organizations. This finding supports the importance of strategic management.

Summary

In summary, one aspect of developing a strategic plan is to look at the competition with a view to building a
comparative, competitive advantage. Increasingly, firms are seeing value and importance of advancing
sustainability as a factor that must be included in the strategic planning processes of a firm. In that regard, it
may be valuable to consider business level strategies to focus organizational efforts on developing
competitive advantage. Tools such as the BSC can assist by providing a measurement-based focus on
critical areas of the firm. Using BSC measures can assist in guiding the competitive advantage components
of the firm.

References

Balanced Scorecard Institute. (n.d.). Balanced scorecard basics. https://balancedscorecard.org/bsc-basics-

overview/

PwC. (2023). PwC’s 26th annual global CEO survey: Winning today’s race while running tomorrow’s.

https://www.pwc.com/gx/en/issues/c-suite-insights/ceo-survey-2023.html

Rawpixel. (n.d.). Character illustration of people with global network concept [Image]. Freepik.

https://www.freepik.com/free-vector/character-illustration-people-with-global-network-
concept_3585190.htm#query=strategy%20global%20business%20planning&position=2&from_view=
search&track=ais&uuid=eab5dd3f-267d-4ae8-9a3a-5381e987b5ac

Rothaermel, F. T. (2024). Strategic management (6th ed.). McGraw Hill.

https://online.vitalsource.com/#/books/9781265954574

Vector4stock. (n.d.). Business process illustration infographic of business structure from idea to successful

business [Image]. Freepik.
https://www.freepik.com/free-vector/business-process-illustration-infographic-business-structure-from-
idea-successful-business-
project_26195295.htm#query=strategy%20global%20business%20planning&position=34&from_view
=search&track=ais&uuid=eab5dd3f-267d-4ae8-9a3a-5381e987b5ac

BUS 6320, Global Strategic Management 4

UNIT x STUDY GUIDE
Title

Learning Activities (Nongraded)

Nongraded Learning Activities are provided to aid you in your course of study. You do not have to submit
them. If you have questions, contact your instructor for further guidance and information.

Activity: Case Study (Optional)
To understand the importance of differentiating a firm from the competition, read the Chapter Case 6 Part I,
the case of JetBlue Airways: En Route to the New Blue Ocean? As the case identifies, JetBlue Airways used
a high touch and high-tech approach that was designed to differentiate itself from other airlines. Note your
thoughts about this case in a personal journal.

Activity: Strategy Highlight (Optional)
Read the Chapter 6 Strategy Highlight 6.2: How JCPenney Sailed into a Red Ocean. In a personal journal,
note your thoughts on why and how this initiative failed.

**UnitIIStudyGuide.pdf**

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**Unit1StudyGuide.pdf**

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[>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) **files (2)** – ## CompensationManagmentHRM6305UnitIIIEssay.docx – ## UnitIIIStudyGuide.pdf **## CompensationManagmentHRM6305UnitIIIEssay.docx** 2 Compensation Management HRM 6305 Unit III Essay Top of Form Yo…

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**files (2)**

– ## CompensationManagmentHRM6305UnitIIIEssay.docx

– ## UnitIIIStudyGuide.pdf

**## CompensationManagmentHRM6305UnitIIIEssay.docx**

2

Compensation Management HRM 6305 Unit III Essay

Top of Form

You are the human resources (HR) manager for a technology company that provides technical support for hospitals using computer systems that share information. Your company has just been awarded a new contract that is requiring a huge increase in the organization's workforce. The contract will involve providing technical support for several large hospital systems in the Midwest. As a result, you have been asked to outline the process that you will use to develop an internally consistent compensation system and present it to the owners of the company for approval.

Create a minimum three-page essay, including an introduction and conclusion, in which you address the following issues:

· Describe the reasons why an internally consistent compensation system is necessary.

· Assess the impact of the Civil Rights Act of 1964, the Bennett Amendment, and Executive Order 11246 on compensation practices.

· Outline the process involved in creating an internally consistent compensation system.

· In the introduction to your essay, create a fictional name and location for your company.

Make sure that your essay includes enough information to convince the owners that the time, effort, and manpower that this process will take will be worth it to the company in the long run. Adhere to APA Style when constructing this assignment, including in-text citations and references for all sources that are used. Please note that no abstract is needed. This formal

paper example provided by the CSU Writing Center shows this type of formatting.

**## UnitIIIStudyGuide.pdf**

HRM 6305, Compensation Management 1

Course Learning Outcomes for Unit III

Upon completion of this unit, students should be able to:

7. Categorize workers by the type of pay and benefits received.
7.1 Describe the purpose of internally consistent compensation systems.
7.2 Outline the process used to create internally consistent compensation systems.

Required Unit Resources

Chapter 6: Building Internally Consistent Compensation Systems

Unit Lesson

In any organization, it is important to develop internally consistent compensation systems. This means that
those employees who have higher qualifications, more responsibilities, and complete more complex work
tasks are paid more money than those employees with less responsibilities and less qualifications. Pay
structures are developed and are based on consistently developed and applied structures.

All pay systems need to have internal equity, which means that employees working similar jobs are paid
similarly. Pay systems need to demonstrate a perception of fairness to all employees. If the employees
perceive the pay structure as fair, the employees are likely to perceive the organization’s leaders are fair
as well.

Internal equity can also protect against discrimination. Laws such as Title VII of the Civil Rights Act of 1964,
the Age Discrimination in Employment Act of 1967, and the Lilly Ledbetter Fair Pay Act of 2009 are major
considerations when addressing differences in wages for workers doing the same jobs. When the
organization establishes internal consistency, the organization mitigates the risk to the organization.

In addition to internal equity, the organization needs to pay employees consistently. A part of the process of
developing an internally consistent pay structure includes conducting a job analysis to determine the worth of
each job and the components of a job.

A job description establishes the knowledge, skills, abilities, and responsibilities required for a positon. The
job description then determines the job worth and the amount of pay for that positon. The more clearly the job
analysis can determine the job description, the easier it is for the organization to justify the pay. Clear pay
structures limit allegations of unfair treatment or inequitable pay for the same job.

Job evaluations play an important role in determining how individuals are compensated. The biggest problem
with job evaluations are the subjectivity with which they are conducted and the rate at which jobs
fundamentally change. Both the subjectivity and the rate of change can cause inaccurate and unreliable
ratings unless rating scales are clearly defined and job evaluators are trained and consistent. Those
performing the job evaluations must be provided with complete and accurate information.

The job evaluation process consists of the following six steps:

• determining whether a single or a multiple job evaluation should be utilized,
• choosing individuals to serve on a job evaluation committee,
• training individuals to perform job evaluations,
• ensuring that the job evaluation plan has been documented,
• communicating the job evaluation result to employees, and

UNIT III STUDY GUIDE
Consistent Compensation Systems

HRM 6305, Compensation Management 2

UNIT x STUDY GUIDE
Title

• setting up a process by which employees can appeal the job evaluation results (Martocchio, 2020).

Job evaluation methods can be categorized as market-based evaluation or job-content evaluation. In market-
based evaluation, market data within the industry that the organization is a part of is used to determine how
much a particular job is worth. That data is then used to determine whether or not the organization is paying
employees too little or too much relative to what other organizations in the industry are paying. When pay is
too low, the organization will have a hard time recruiting high-quality applicants, and when pay is too high, the
organization will not remain profitable (Martocchio, 2020).

Job-content evaluation plans, on the other hand, place more emphasis on the internal workings of the
organization and how each particular job fits into it. The most common approach to job-content evaluations is
the point-factor rating scale. The following steps are used to develop a point-factor scale:

• Define the compensable factors that will be used to determine job worth.
• Determine the number of levels for each factor.
• Define each degree level.
• Weight each compensable factor in relative importance for determining job worth.
• Assign point values to the degrees associated with each compensable factor (Martocchio, 2020).

Evaluators use job descriptions to rate each job and then calculate a total point value for a job by adding up
the points earned for each compensable factor. Compensable factors include things such as education,
experience, knowledge, physical effort, mental effort, decision-making, consequences or errors, degree of
influence, supervisory responsibilities, responsibilities for independent action, fiscal responsibility, risks, and
physical and personal demands. The overall score for each job should reflect that job’s relative worth to the
organization. If done correctly, the job evaluation method should establish internal consistency for the
organization. This consistency is essential for a successful organization.

Reference

Martocchio, J. J. (2020). Strategic compensation: A human resource management approach (10th ed.).

Pearson. https://online.vitalsource.com/#/books/9780135201930

Learning Activities (Nongraded)

Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
them. If you have questions, contact your instructor for further guidance and information.

Each chapter of your textbook contains a case study related to the main theory or concept within the chapter.
Review the case studies to gain a better understanding of the course materials as they relate to
compensation considerations. Feel free to discuss the chapter case studies with your classmates in the
Student Break Room forum.

**## UnitIIIStudyGuide.pdf**

HRM 6305, Compensation Management 1

Course Learning Outcomes for Unit III

Upon completion of this unit, students should be able to:

7. Categorize workers by the type of pay and benefits received.
7.1 Describe the purpose of internally consistent compensation systems.
7.2 Outline the process used to create internally consistent compensation systems.

Required Unit Resources

Chapter 6: Building Internally Consistent Compensation Systems

Unit Lesson

In any organization, it is important to develop internally consistent compensation systems. This means that
those employees who have higher qualifications, more responsibilities, and complete more complex work
tasks are paid more money than those employees with less responsibilities and less qualifications. Pay
structures are developed and are based on consistently developed and applied structures.

All pay systems need to have internal equity, which means that employees working similar jobs are paid
similarly. Pay systems need to demonstrate a perception of fairness to all employees. If the employees
perceive the pay structure as fair, the employees are likely to perceive the organization’s leaders are fair
as well.

Internal equity can also protect against discrimination. Laws such as Title VII of the Civil Rights Act of 1964,
the Age Discrimination in Employment Act of 1967, and the Lilly Ledbetter Fair Pay Act of 2009 are major
considerations when addressing differences in wages for workers doing the same jobs. When the
organization establishes internal consistency, the organization mitigates the risk to the organization.

In addition to internal equity, the organization needs to pay employees consistently. A part of the process of
developing an internally consistent pay structure includes conducting a job analysis to determine the worth of
each job and the components of a job.

A job description establishes the knowledge, skills, abilities, and responsibilities required for a positon. The
job description then determines the job worth and the amount of pay for that positon. The more clearly the job
analysis can determine the job description, the easier it is for the organization to justify the pay. Clear pay
structures limit allegations of unfair treatment or inequitable pay for the same job.

Job evaluations play an important role in determining how individuals are compensated. The biggest problem
with job evaluations are the subjectivity with which they are conducted and the rate at which jobs
fundamentally change. Both the subjectivity and the rate of change can cause inaccurate and unreliable
ratings unless rating scales are clearly defined and job evaluators are trained and consistent. Those
performing the job evaluations must be provided with complete and accurate information.

The job evaluation process consists of the following six steps:

• determining whether a single or a multiple job evaluation should be utilized,
• choosing individuals to serve on a job evaluation committee,
• training individuals to perform job evaluations,
• ensuring that the job evaluation plan has been documented,
• communicating the job evaluation result to employees, and

UNIT III STUDY GUIDE
Consistent Compensation Systems

HRM 6305, Compensation Management 2

UNIT x STUDY GUIDE
Title

• setting up a process by which employees can appeal the job evaluation results (Martocchio, 2020).

Job evaluation methods can be categorized as market-based evaluation or job-content evaluation. In market-
based evaluation, market data within the industry that the organization is a part of is used to determine how
much a particular job is worth. That data is then used to determine whether or not the organization is paying
employees too little or too much relative to what other organizations in the industry are paying. When pay is
too low, the organization will have a hard time recruiting high-quality applicants, and when pay is too high, the
organization will not remain profitable (Martocchio, 2020).

Job-content evaluation plans, on the other hand, place more emphasis on the internal workings of the
organization and how each particular job fits into it. The most common approach to job-content evaluations is
the point-factor rating scale. The following steps are used to develop a point-factor scale:

• Define the compensable factors that will be used to determine job worth.
• Determine the number of levels for each factor.
• Define each degree level.
• Weight each compensable factor in relative importance for determining job worth.
• Assign point values to the degrees associated with each compensable factor (Martocchio, 2020).

Evaluators use job descriptions to rate each job and then calculate a total point value for a job by adding up
the points earned for each compensable factor. Compensable factors include things such as education,
experience, knowledge, physical effort, mental effort, decision-making, consequences or errors, degree of
influence, supervisory responsibilities, responsibilities for independent action, fiscal responsibility, risks, and
physical and personal demands. The overall score for each job should reflect that job’s relative worth to the
organization. If done correctly, the job evaluation method should establish internal consistency for the
organization. This consistency is essential for a successful organization.

Reference

Martocchio, J. J. (2020). Strategic compensation: A human resource management approach (10th ed.).

Pearson. https://online.vitalsource.com/#/books/9780135201930

Learning Activities (Nongraded)

Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
them. If you have questions, contact your instructor for further guidance and information.

Each chapter of your textbook contains a case study related to the main theory or concept within the chapter.
Review the case studies to gain a better understanding of the course materials as they relate to
compensation considerations. Feel free to discuss the chapter case studies with your classmates in the
Student Break Room forum.

**## CompensationManagmentHRM6305UnitIIIEssay.docx**

2

Compensation Management HRM 6305 Unit III Essay

Top of Form

You are the human resources (HR) manager for a technology company that provides technical support for hospitals using computer systems that share information. Your company has just been awarded a new contract that is requiring a huge increase in the organization's workforce. The contract will involve providing technical support for several large hospital systems in the Midwest. As a result, you have been asked to outline the process that you will use to develop an internally consistent compensation system and present it to the owners of the company for approval.

Create a minimum three-page essay, including an introduction and conclusion, in which you address the following issues:

· Describe the reasons why an internally consistent compensation system is necessary.

· Assess the impact of the Civil Rights Act of 1964, the Bennett Amendment, and Executive Order 11246 on compensation practices.

· Outline the process involved in creating an internally consistent compensation system.

· In the introduction to your essay, create a fictional name and location for your company.

Make sure that your essay includes enough information to convince the owners that the time, effort, and manpower that this process will take will be worth it to the company in the long run. Adhere to APA Style when constructing this assignment, including in-text citations and references for all sources that are used. Please note that no abstract is needed. This formal

paper example provided by the CSU Writing Center shows this type of formatting.

**## UnitIIIStudyGuide.pdf**

HRM 6305, Compensation Management 1

Course Learning Outcomes for Unit III

Upon completion of this unit, students should be able to:

7. Categorize workers by the type of pay and benefits received.
7.1 Describe the purpose of internally consistent compensation systems.
7.2 Outline the process used to create internally consistent compensation systems.

Required Unit Resources

Chapter 6: Building Internally Consistent Compensation Systems

Unit Lesson

In any organization, it is important to develop internally consistent compensation systems. This means that
those employees who have higher qualifications, more responsibilities, and complete more complex work
tasks are paid more money than those employees with less responsibilities and less qualifications. Pay
structures are developed and are based on consistently developed and applied structures.

All pay systems need to have internal equity, which means that employees working similar jobs are paid
similarly. Pay systems need to demonstrate a perception of fairness to all employees. If the employees
perceive the pay structure as fair, the employees are likely to perceive the organization’s leaders are fair
as well.

Internal equity can also protect against discrimination. Laws such as Title VII of the Civil Rights Act of 1964,
the Age Discrimination in Employment Act of 1967, and the Lilly Ledbetter Fair Pay Act of 2009 are major
considerations when addressing differences in wages for workers doing the same jobs. When the
organization establishes internal consistency, the organization mitigates the risk to the organization.

In addition to internal equity, the organization needs to pay employees consistently. A part of the process of
developing an internally consistent pay structure includes conducting a job analysis to determine the worth of
each job and the components of a job.

A job description establishes the knowledge, skills, abilities, and responsibilities required for a positon. The
job description then determines the job worth and the amount of pay for that positon. The more clearly the job
analysis can determine the job description, the easier it is for the organization to justify the pay. Clear pay
structures limit allegations of unfair treatment or inequitable pay for the same job.

Job evaluations play an important role in determining how individuals are compensated. The biggest problem
with job evaluations are the subjectivity with which they are conducted and the rate at which jobs
fundamentally change. Both the subjectivity and the rate of change can cause inaccurate and unreliable
ratings unless rating scales are clearly defined and job evaluators are trained and consistent. Those
performing the job evaluations must be provided with complete and accurate information.

The job evaluation process consists of the following six steps:

• determining whether a single or a multiple job evaluation should be utilized,
• choosing individuals to serve on a job evaluation committee,
• training individuals to perform job evaluations,
• ensuring that the job evaluation plan has been documented,
• communicating the job evaluation result to employees, and

UNIT III STUDY GUIDE
Consistent Compensation Systems

HRM 6305, Compensation Management 2

UNIT x STUDY GUIDE
Title

• setting up a process by which employees can appeal the job evaluation results (Martocchio, 2020).

Job evaluation methods can be categorized as market-based evaluation or job-content evaluation. In market-
based evaluation, market data within the industry that the organization is a part of is used to determine how
much a particular job is worth. That data is then used to determine whether or not the organization is paying
employees too little or too much relative to what other organizations in the industry are paying. When pay is
too low, the organization will have a hard time recruiting high-quality applicants, and when pay is too high, the
organization will not remain profitable (Martocchio, 2020).

Job-content evaluation plans, on the other hand, place more emphasis on the internal workings of the
organization and how each particular job fits into it. The most common approach to job-content evaluations is
the point-factor rating scale. The following steps are used to develop a point-factor scale:

• Define the compensable factors that will be used to determine job worth.
• Determine the number of levels for each factor.
• Define each degree level.
• Weight each compensable factor in relative importance for determining job worth.
• Assign point values to the degrees associated with each compensable factor (Martocchio, 2020).

Evaluators use job descriptions to rate each job and then calculate a total point value for a job by adding up
the points earned for each compensable factor. Compensable factors include things such as education,
experience, knowledge, physical effort, mental effort, decision-making, consequences or errors, degree of
influence, supervisory responsibilities, responsibilities for independent action, fiscal responsibility, risks, and
physical and personal demands. The overall score for each job should reflect that job’s relative worth to the
organization. If done correctly, the job evaluation method should establish internal consistency for the
organization. This consistency is essential for a successful organization.

Reference

Martocchio, J. J. (2020). Strategic compensation: A human resource management approach (10th ed.).

Pearson. https://online.vitalsource.com/#/books/9780135201930

Learning Activities (Nongraded)

Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
them. If you have questions, contact your instructor for further guidance and information.

Each chapter of your textbook contains a case study related to the main theory or concept within the chapter.
Review the case studies to gain a better understanding of the course materials as they relate to
compensation considerations. Feel free to discuss the chapter case studies with your classmates in the
Student Break Room forum.

**## CompensationManagmentHRM6305UnitIIIEssay.docx**

2

Compensation Management HRM 6305 Unit III Essay

Top of Form

You are the human resources (HR) manager for a technology company that provides technical support for hospitals using computer systems that share information. Your company has just been awarded a new contract that is requiring a huge increase in the organization's workforce. The contract will involve providing technical support for several large hospital systems in the Midwest. As a result, you have been asked to outline the process that you will use to develop an internally consistent compensation system and present it to the owners of the company for approval.

Create a minimum three-page essay, including an introduction and conclusion, in which you address the following issues:

· Describe the reasons why an internally consistent compensation system is necessary.

· Assess the impact of the Civil Rights Act of 1964, the Bennett Amendment, and Executive Order 11246 on compensation practices.

· Outline the process involved in creating an internally consistent compensation system.

· In the introduction to your essay, create a fictional name and location for your company.

Make sure that your essay includes enough information to convince the owners that the time, effort, and manpower that this process will take will be worth it to the company in the long run. Adhere to APA Style when constructing this assignment, including in-text citations and references for all sources that are used. Please note that no abstract is needed. This formal

paper example provided by the CSU Writing Center shows this type of formatting.

**## UnitIIIStudyGuide.pdf**

HRM 6305, Compensation Management 1

Course Learning Outcomes for Unit III

Upon completion of this unit, students should be able to:

7. Categorize workers by the type of pay and benefits received.
7.1 Describe the purpose of internally consistent compensation systems.
7.2 Outline the process used to create internally consistent compensation systems.

Required Unit Resources

Chapter 6: Building Internally Consistent Compensation Systems

Unit Lesson

In any organization, it is important to develop internally consistent compensation systems. This means that
those employees who have higher qualifications, more responsibilities, and complete more complex work
tasks are paid more money than those employees with less responsibilities and less qualifications. Pay
structures are developed and are based on consistently developed and applied structures.

All pay systems need to have internal equity, which means that employees working similar jobs are paid
similarly. Pay systems need to demonstrate a perception of fairness to all employees. If the employees
perceive the pay structure as fair, the employees are likely to perceive the organization’s leaders are fair
as well.

Internal equity can also protect against discrimination. Laws such as Title VII of the Civil Rights Act of 1964,
the Age Discrimination in Employment Act of 1967, and the Lilly Ledbetter Fair Pay Act of 2009 are major
considerations when addressing differences in wages for workers doing the same jobs. When the
organization establishes internal consistency, the organization mitigates the risk to the organization.

In addition to internal equity, the organization needs to pay employees consistently. A part of the process of
developing an internally consistent pay structure includes conducting a job analysis to determine the worth of
each job and the components of a job.

A job description establishes the knowledge, skills, abilities, and responsibilities required for a positon. The
job description then determines the job worth and the amount of pay for that positon. The more clearly the job
analysis can determine the job description, the easier it is for the organization to justify the pay. Clear pay
structures limit allegations of unfair treatment or inequitable pay for the same job.

Job evaluations play an important role in determining how individuals are compensated. The biggest problem
with job evaluations are the subjectivity with which they are conducted and the rate at which jobs
fundamentally change. Both the subjectivity and the rate of change can cause inaccurate and unreliable
ratings unless rating scales are clearly defined and job evaluators are trained and consistent. Those
performing the job evaluations must be provided with complete and accurate information.

The job evaluation process consists of the following six steps:

• determining whether a single or a multiple job evaluation should be utilized,
• choosing individuals to serve on a job evaluation committee,
• training individuals to perform job evaluations,
• ensuring that the job evaluation plan has been documented,
• communicating the job evaluation result to employees, and

UNIT III STUDY GUIDE
Consistent Compensation Systems

HRM 6305, Compensation Management 2

UNIT x STUDY GUIDE
Title

• setting up a process by which employees can appeal the job evaluation results (Martocchio, 2020).

Job evaluation methods can be categorized as market-based evaluation or job-content evaluation. In market-
based evaluation, market data within the industry that the organization is a part of is used to determine how
much a particular job is worth. That data is then used to determine whether or not the organization is paying
employees too little or too much relative to what other organizations in the industry are paying. When pay is
too low, the organization will have a hard time recruiting high-quality applicants, and when pay is too high, the
organization will not remain profitable (Martocchio, 2020).

Job-content evaluation plans, on the other hand, place more emphasis on the internal workings of the
organization and how each particular job fits into it. The most common approach to job-content evaluations is
the point-factor rating scale. The following steps are used to develop a point-factor scale:

• Define the compensable factors that will be used to determine job worth.
• Determine the number of levels for each factor.
• Define each degree level.
• Weight each compensable factor in relative importance for determining job worth.
• Assign point values to the degrees associated with each compensable factor (Martocchio, 2020).

Evaluators use job descriptions to rate each job and then calculate a total point value for a job by adding up
the points earned for each compensable factor. Compensable factors include things such as education,
experience, knowledge, physical effort, mental effort, decision-making, consequences or errors, degree of
influence, supervisory responsibilities, responsibilities for independent action, fiscal responsibility, risks, and
physical and personal demands. The overall score for each job should reflect that job’s relative worth to the
organization. If done correctly, the job evaluation method should establish internal consistency for the
organization. This consistency is essential for a successful organization.

Reference

Martocchio, J. J. (2020). Strategic compensation: A human resource management approach (10th ed.).

Pearson. https://online.vitalsource.com/#/books/9780135201930

Learning Activities (Nongraded)

Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
them. If you have questions, contact your instructor for further guidance and information.

Each chapter of your textbook contains a case study related to the main theory or concept within the chapter.
Review the case studies to gain a better understanding of the course materials as they relate to
compensation considerations. Feel free to discuss the chapter case studies with your classmates in the
Student Break Room forum.

November 6, 2026
[Solved] Reimbursement Model

✓ Verified Academic Solution Available

Executive Solution Overview

[>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) This assignment is a 5-page submission (cover and reference pages included), the focus is to explain reimbursement, by comparing and contrasting one of the following: – coverage features of private health insu…

Instant Solution Download
$6.99

Immediate access to the full model answer, formatted citations, and rubric breakdown.

Need a Fresh Custom Paper?

Have this question answered from scratch according to your specific instructions and deadline.
Order on TutorsGallery →

Assignment Prompt & Instructions

[>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

This assignment is a 5-page submission (cover and reference pages included), the focus is to explain reimbursement, by comparing and contrasting one of the following:

– coverage features of private health insurance and public health care insurance or
– current health care reimbursement models.

Cite a minimum of three primary source references with publication dates less than 18 months old. Apply APA style.

**Note**: Please remember to apply APA and treat your form as any graduate level paper. Cite appropriately and demonstrate use of proper grammar and spelling. Be specific while citing theories learned in our course, in both the lectures and textbook and in applicable research articles and other outside research.

November 6, 2026