Assignment 1: Why We Buy!

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Why We Buy!

Part of understanding the patterns of consumer and organizational buying is the need to understand “Why” people do the things they do.

Simon Sinek presents a simple but powerful model for how leaders inspire action, starting with a golden circle and the question “Why?” His examples include Apple, Martin Luther King, and the Wright brothers. As a counterpoint, he includes TiVo, which appeared to be struggling until a 2012 court victory that tripled its stock price.

Using the Argosy University online library resources and valid Internet Web sites, research Simon Sinek. Based on your research and the readings in this module prepare a posting about a current product of your choice that has been reformulated using Sinek‘s “why” concepts.

Complete the following:

  • Critically analyze the value of the marketing approach suggested by Simon Sinek.
  • Compare Sinek’s approach to inspire employees and connect with customers to other approaches you are familiar with.
  • Assess how Sinek’s approach could be applied to your own organization.
  • Discuss what might work and what is not applicable in Sinek’s approach.
  • Support your positions with at least two peer-reviewed journal articles.

By Sunday, July 16, 2017, post your responses to the appropriate Discussion Area. comment on at least two of your peers’ responses.

Write your initial response in 300–500 words. Your response should be thorough and address all components of the discussion question in detail, include citations of all sources, where needed, according to the APA Style, and demonstrate accurate spelling, grammar, and punctuation

Do the following when responding to your peers:

  • Read your peers’ answers.
  • Provide substantive comments by
    • contributing new, relevant information from course readings, Web sites, or other sources;
    • building on the remarks or questions of others; or
    • sharing practical examples of key concepts from your professional or personal experiences
  • Respond to feedback on your posting and provide feedback to other students on their ideas.
  • Make sure your writing
    • is clear, concise, and organized;
    • demonstrates ethical scholarship in accurate representation and attribution of sources; and
    • displays accurate spelling, grammar, and punctuation.

hi

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Even though it labelled as a research essay, DO NOT USE QUOTES. use your own  words and thougths. use dates and facts to support your opinion.

 

In your research of television programs from the 1950’s and 1960’s, you will also be required to write an essay about how African Americans were portrayed in shows that were broadcast during this era.

  • Describe how television helped to shape the image of Black America during the 1950’s and 1960’s. Discuss racial stereotyping.
  • Research Roots from the 1970’s. How was Roots different from these earlier television shows (Good Times, Sanford & Son, etc.) in terms of the depiction of African American popular culture? Give examples.

This paper should be 1 page, in APA style, utilizing the college’s library resources. One scholarly article as a minimum should be included in your essay.

 

rubric

Analysis of how television helped to shape the image of Black America during the 1950’s and 1960’s.

50

Defines the shift in how African Americans were represented in American television over the last half century.

35

Demonstrates knowledge of civil rights issues in American history.

Be sure to use specific examples such as the Amos and Andy television show from 1951-1953. be sure to comment on the typical role for  black actors in the 50s and 60s. the second half of the question to be answered in the essay concerns the Cosby show in the 80s and the mini series roots in 1977.

15

Total

100%

 

disscussion replies in own words total 4 replies

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1:Limited partners are not personally liable. In return for giving up management power, limited partners get the benefit of protection from personal liability. This means that a limited partner can’t be forced to pay off business debts or claims with personal assets. A limited partner, however, can lose his or her financial investment in the business. Limited partners need to understand that they can become personally liable if they do not stick to their passive role. If a limited partner starts taking an active role in the business, that partner’s liability can become unlimited. If a creditor can prove that a limited partner took acts that led the creditor to believe that he or she was a general partner, that partner can be held fully and personally liable for the creditor’s claims.

2:you summed up the explanation of a partnership great! as you stated both partners are required to report both income earnings, deductions and losses. They do not pay business taxes. As Shamima pointed out there are lots of benefits to having a partnership, and one of the biggest is that you great capital between the partners, along with your borrowing capacity between the partnership is greater. Starting a partnership as also mentioned is also easy to start up. I would prefer coming into a company as a limited liability partner so that if something did happen I would only be liable for my capital .

3:Duty of Loyalty

Any member of a member-managed LLC and any manager of a manager-managed LLC owe a fiduciary duty of loyalty. This means that all parties have a duty not to usurp the LLC’s opportunities, make secret profits, secretly deal with the LLC, secretly compete with LLC or represent interest adverse to those of the LLC.

Duty of Care

A member of a member-managed LLC and any manager of a manager-managed LLC owe a fiduciary duty of care to the LLC not to a known violation of law, intentional conduct, reckless conduct or grossly negligent conduct that injuries the LLC. Members and managers are liable to the LLC for any damages the LLC incurs because of such conduct.

It should also be noted that a member of a manager-managed LLC who is not a manager does not owe a duty of loyalty or care to the LLC or it’s other members.

4:The tax situation can be tricky especially when it comes to corporations.  When the tax rate was recently reduced some companies were able to provide additional bonuses, increase pay and hire additional staff.  Taxes play a huge role on when companies can hire people and when people are laid off.  Tax planners try and forecast tax obligations based on the taxable revenue expected.  When companies expect and increase in revenue they tend to hire more staff or use that revenue to reinvest into to newer equipment or upgrades to the office.  At the end of the day taxes can be a driver on how companies make decisions.

Supply Chain

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 Write 400–600 Words That Respond To The Following Questions With Your Thoughts, Ideas, And Comments. Be Substantive And Clear, And Use Examples To Reinforce Your >

The Director of Operations for your company has been trying to introduce logistics and supply chain management principles to your management team without much success. She has excitedly called you into her office to discuss a seminar she attended last week. During the seminar, she participated in a distribution simulation, referred to as “The Beer Game” (see supporting materials below). She commented that the simulation gave her a complete understanding of what the supply chain is, the dynamics of a supply chain, and how it operates. She also found several articles that explain logistics and supply chain management very well. She requested that you conduct research to provide her with talking points that cover the fundamentals of logistics and the supply chain. She asked that you include the following in your talking points: 

·  Provide an overview of a supply chain, including the elements that make up a supply chain.

·  What are the “flows” within a supply chain, and why are they important?

·  What are supply chain coordination and supply chain disruption, and how are these manifested in a supply chain?

Supporting Materials for “The Beer Game”

·  Video: MASHLM usi. (2014, March 14). The beer game – MASHLM [Video file]. Retrieved from https://www.youtube.com/watch?v=qxpgM8paegQ

·  Article: Sterman, J. D. (1992). Teaching takes off: Flight simulators for management education: “The beer game.” Retrieved fromhttp://web.mit.edu/jsterman/www/SDG/beergame.html

Crafting and executing strategy-Thompson , Strickland, Gamble, Peterae,Janes & Sutton- CH5

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Crafting and executing strategy-Thompson , Strickland, Gamble, Peterae,Janes & Sutton- CH5

 

1    
A company’s competitive strategy deals with
    A)
the specific actions management plans to take to develop a better value chain than rivals.
    B)
how it plans to unify its functional and operating strategies into a cohesive effort aimed at successfully taking customers away from rivals.
    C)
deals exclusively with the specifics of management’s game plan for competing successfully—its specific efforts to please customers, its offensive and defensive moves to counter the maneuvers of rivals, its responses to whatever market conditions prevail at the moment, its initiatives to strengthen its market position, and its approach to securing a competitive advantage vis-à-vis rivals.
    D)
its plans for under-pricing rivals and achieving product superiority.
    E)
the specific actions management intends to take to strongly differentiate its product offering from the offerings of rival companies in the industry.
    

 
2    
The five generic types of competitive strategies include
    A)
offensive strategies, defensive strategies, differentiation strategies, low-cost strategies, and first-mover strategies.
    B)
low-cost leadership, broad differentiation, best-cost provider, focused low-cost, and focused differentiation.
    C)
offensive strategies, defensive strategies, striving to be a market leader, technological leadership strategies, and product innovation strategies.
    D)
low-price strategies, premium price strategies, middle-of-the-road strategies, product leadership strategies, and market share leadership strategies.
    E)
attacking competitor strengths, attacking competitor weaknesses, market leadership strategies, low-cost leadership strategies, and product superiority strategies.
    

 
3    
A low-cost leader’s basis for competitive advantage is
    A)
using an everyday low pricing strategy to gain the biggest market share.
    B)
bigger profit margins than rival firms.
    C)
high buyer switching costs because of the company’s differentiated product offering.
    D)
meaningfully lower overall costs than competitors.
    E)
a reputation for charging the lowest prices in the industry.
    

 
4    
A competitive strategy of striving to be the low-cost provider is particularly attractive when
    A)
buyers are large, have significant power to bargain down prices, use the product in much the same ways, and incur low costs in switching their purchases from one seller to another.
    B)
most rivals are trying to differentiate their product offering from those of rivals.
    C)
there are many ways to achieve higher product quality that have value to buyers.
    D)
buyers are not swayed by advertising and are not very brand-loyal.
    E)
most rivals are pursuing best-cost or broad differentiation strategies.
    

 
5    
A broad differentiation strategy
    A)
is an attractive competitive approach whenever buyers’ needs and preferences are too diverse to be satisfied by a product that is essentially identical from seller to seller.
    B)
can produce sustainable competitive advantage if the differentiating features possess strong buyer appeal and can’t be copied or easily matched by rivals.
    C)
works best when the basis for differentiation is superior performance features and buyer switching costs are low.
    D)
offers a better chance for gaining market share than low-cost or best-cost provider strategies, and typically allows a firm to charge the highest price in the industry.
    E)
can produce sustainable competitive advantage if the differentiating features possess strong buyer appeal and can’t be copied or easily matched by rivals; plus is an attractive competitive approach whenever buyers’ needs and preferences are too diverse to be satisfied by a product that is essentially identical from seller to seller
    

 
6    
Which of the following is not one of the four basic routes to achieving a differentiation-based competitive advantage?
    A)
Appealing to high-income buyers who are willing and able to pay a premium price for a high-performing, multi-featured product
    B)
Incorporating features that raise product performance
    C)
Incorporating product attributes and user features that lower the buyer’s overall costs of using the company’s product
    D)
Delivering value to customers via competencies and competitive capabilities that rivals don’t have or can’t afford to match
    E)
Incorporating features that enhance buyer satisfaction in intangible or non-economic ways
    

 
7    
A strategy of being a best-cost provider
    A)
is the easiest of the five generic types of competitive strategies to copy or imitate.
    B)
combines a strategic emphasis on low cost with a strategic emphasis on more than minimally acceptable quality, service, features, and performance.
    C)
is almost always more profitable than focused or market niche strategies because of the potential for selling more units and realizing higher revenues.
    D)
is the most attractive of all the competitive strategies because it combines the best features of the four other generic types of competitive strategies.
    E)
is usually somewhat less profitable than either top-of-the-line differentiation or low-cost leadership strategies because it is based on achieving a weaker type of competitive advantage.
    

 
8    
Which of the following are distinguishing features of a best-cost provider strategy?
    A)
The strategic target is price-conscious buyers
    B)
A marketing emphasis on charging a slightly higher price than rival brands having comparable features and attributes
    C)
A product line that stresses wide selection, many product variations, and emphasis on differentiating features
    D)
A competitive advantage based on more value for the money
    E)
Using constant product innovation, excellent R&D skills, and periodic technological breakthroughs to sustain the strategy
    

 
9    
What sets focused (or market niche) strategies apart from low-cost leadership and broad differentiation strategies is
    A)
the extra attention paid to establishing a distinctive competence.
    B)
their concentrated attention on serving the needs of buyers in a narrow piece of the overall market.
    C)
greater opportunity for brand loyalty.
    D)
their suitability for market situations where technological change is fast-paced and continuous product innovation is a key success factor.
    E)
their bold strategic intent of global market leadership via heavy advertising.
    

 
10    
A focused differentiation strategy aims at securing competitive advantage by
    A)
providing buyers in the target market niche with the best performance features at the best price.
    B)
catering to buyers looking for a medium-quality product at an average price.
    C)
offering buyers in the target market niche a product which they perceive is uniquely well suited to their tastes and preferences.
    D)
developing unique product attributes.
    E)
convincing buyers that the company is a true leader in product innovation.
    

 

Crafting and executing strategy-Thompson , Strickland, Gamble, Peterae,Janes & Sutton- CH7

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Crafting and executing strategy-Thompson , Strickland, Gamble, Peterae,Janes & Sutton- CH7

 

1    
Which one of the following is not a factor that makes an alliance “strategic” as opposed to just a convenient business arrangement?
    A)
The alliance involves joint contribution of resources and is mutually beneficial.
    B)
The alliance helps block a competitive threat or open up new market opportunities.
    C)
The alliance helps mitigate a significant risk to a company’s business.
    D)
The alliance helps build, enhance, or sustain a core competence or competitive advantage.
    E)
The alliance is critical to the company’s achievement of an important objective.
    

 
2    
Companies are motivated to enter into strategic alliances or cooperative arrangements
    A)
to expedite the development of promising new technologies or products.
    B)
to bring together the personnel and expertise needed to create desirable new skill sets and capabilities to improve supply chain efficiency, and/or gain economies of scale in production and/or marketing.
    C)
to acquire or improve market access through joint marketing agreements.
    D)
to help win the race against rivals for global market leadership or to seize opportunities on the frontiers of advancing technology and build the resource strengths and business capabilities to compete successfully in the industries and product markets of the future
    E)
All of these.
    

 
3    
The best strategic alliances
    A)
aim at teaming up with world-class suppliers or else companies with world-class know-how in product innovation.
    B)
are those whose purpose is helping a company master a new technology.
    C)
are those formed to enable the partners to be consistent first movers or fast followers.
    D)
are highly selective, focusing on particular value chain activities and on obtaining a particular competitive benefit.
    E)
aim at insulating the partners against the impacts of the five competitive forces and industry driving forces.
    

 
4    
Mergers and acquisitions are a much used strategy because they are an effective means of
    A)
revamping a company’s value chain.
    B)
facilitating the employment of both offensive and defensive strategies.
    C)
creating a more cost-efficient operation, expanding a company’s geographic coverage, and extending a company’s business into new product categories.
    D)
gaining quick access to new technologies or other resources and competitive capabilities and trying to invent a new industry and lead the convergence of industries whose boundaries are being blurred by changing technologies and new market opportunities.
    E)
gaining quick access to new technologies or other resources and competitive capabilities and; plus creating a more cost-efficient operation, expanding a company’s geographic coverage, and extending a company’s business into new product categories.
    

 
5    
Which one of the following statements about merger and acquisition strategies is true?
    A)
Merger and acquisition strategies are nearly always a superior strategic alternative to forming alliances or partnerships with these same companies.
    B)
Merger and acquisition strategies tend to be far more successful that forming strategic alliances and cooperative partnerships with other companies.
    C)
Merger and acquisition strategies often do not produce the hoped-for outcomes—examples of mergers/acquisitions where the results have been disappointing include the merger of AOL and Time Warner, the merger of Daimler Benz and Chrysler, Hewlett-Packard’s acquisition of Compaq Computer, Ford’s acquisition of Jaguar, and Best Buy’s acquisition of Musicland.
    D)
Mergers and acquisition strategies are a very high-risk strategy because of the financial drain of using the company’s cash resources to accomplish the merger or acquisition.
    E)
Merger and acquisition strategies are one of the best ways for helping a company strengthen its brand image.
    

 
6    
Which of the following is typically the strategic impetus for forward vertical integration?
    A)
To charge lower retail prices and thereby attract a bigger, more loyal clientele of customers
    B)
To make it easier to expand the company’s product line
    C)
To gain better access to end users and better market visibility
    D)
To achieve greater control over advertising and in-store retail merchandising
    

 
7    
Which of the following is not a strategic disadvantage of vertical integration?
    A)
It greatly reduces the opportunity for capturing maximum scale economies and achieving the lowest possible operating costs.
    B)
Vertical integration poses all kinds of capacity-matching problems.
    C)
It boosts a firm’s capital investment in the industry and thus increases business risk if the industry becomes unattractive later.
    D)
Integrating forward or backward can entail taking on the performance of value chain activities that require radically different skills and business capabilities than the firm possesses.
    E)
Vertical integration backward into parts and components manufacture can impair a company’s operating flexibility when it comes to changing out the use of certain parts and components (it is easier to change out parts and components made by outside suppliers than those made in-house).
    

 
8    
Which of the following is not an advantage of outsourcing the performance of certain value chain activities to outsiders?
    A)
Being able to reduce distribution costs by eliminating the use of wholesale distributors and retail dealers and, instead, selling direct to end-users at the company’s Web site.
    B)
Allowing a company to concentrate on its core business, leverage its key resources, and do even better what it already does best
    C)
Improving the company’s ability to innovate by allying with “world-class” suppliers who have cutting edge intellectual capital and are first-to-market with next-generation parts and components
    D)
Being able to speedily and efficiently assemble diverse kinds of competitively valuable expertise
    E)
Obtaining higher quality and/or cheaper components or services
    

 
9    
A blue ocean type of offensive strategy
    A)
is a pre-emptive strike type of price-cutting offensive used by a market leader to steal customers away from higher-priced rivals.
    B)
is based on discovering or inventing new industry segments that create altogether new demand, thereby positioning the firm in uncontested market space offering superior opportunities for profitability and growth.
    C)
involves deliberately attacking those market segments where a key rival makes big profits.
    D)
involves using innovative advertising and deep price discounts to grab sales and market share from complacent or distracted rivals.
    E)
employs highly creative, never-used-before strategic moves to attack the competitive weaknesses of rivals.
    

 
10    
In which of the following situations is being first to initiate a particular move not likely to result in a positive payoff?
    A)
When pioneering helps build up a firm’s image and reputation with buyers
    B)
When first-time buyers remain strongly loyal to a pioneering firm in making repeat purchases
    C)
When late movers can copy a successful pioneer’s moves quickly and at lower cost
    D)
When moving first can constitute a preemptive strike, making imitation extra hard or unlikely
    E)
When moving first can result in a cost advantage over rivals

 

discussion post – Digital Worldwide is Hiring

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  NEED TO ANSWER ALL DISCUSSION QUESTIONS… 

 

The discussion posts in this course will follow a fictitious company called Digital Worldwide. They have hired you as an entry level manager, and you will be asked to make decisions about the direction of the business and the strategic management process. Each week there will be a new scenario. It’s important to understand that the decisions that you make will carry over to the following weeks, so choose wisely.

To: Newbie@digitalworldwide.com
From: Tom.Nelson@digitalworldwide.com
Subject: We’re on a Roll
Hey Newbie,
Mary told me that you were a real asset to her last week when we were trying to decide which product expansion to go with. I tend to agree with you, and I’m glad that you were able to influence her with your points. You’ve started to prove yourself as an asset around here, all thanks to my excellent hiring and leadership skills.
Speaking of hiring, we could use your input once again. The product that you chose is ready to be released, but we can’t do anything without hiring a market manager to oversee the project. This new market manager position will be required to lead a group of twenty employees. Those employees will be in charge of creating the marketing and marketing strategy for the new product. There will also be a lot of interaction with the public, informing them of the new product, how it works, and its features and benefits. I have my thoughts on how to handle this, but I’d like to hear yours as well. Shoot me back an email on what types of things you’d look for when hiring a candidate to fill this position.
Don’t let me down on this. We need to keep the momentum going, and the more they listen to us, the more I can start pushing for a promotion. Don’t worry, if I move up I’m taking you with me.
Tom Nelson/Regional President
Digital Worldwide
T:312-555-8197
F:312-555-8172
tom.nelson@digitalworldwide.com
digitalworldwide.com

Send Tom an email back with the following information:

  • Remind him which product you chose in the module two discussion.
  • Identify two traits that you believe someone who holds this position should have.
  • Identify two areas of expertise or knowledge that you believe someone who holds this position should have.
  • Remember to explain your choices and connect them to your product choice from the module two discussion. The products are very different and good candidates will not look the same for both.

Why managers are valued 1

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Read the below text an answer why you feel mangers are valued In only 60 words provide  reference  In APA  format: 

Some great achievements of history, such as scientific discoveries or works of art, were accomplished by individuals working quietly by themselves. But so much more has been achieved by people who were able to leverage their talents and abilities by being managers. For instance, of the top 10 great architectural wonders of the world named by the American Institute of Architects, none was built by just one person. All were triumphs of management, although some reflected the vision of an individual. (The wonders are the Great Wall of China, the Great Pyramid, Machu Picchu, the Acropolis, the Coliseum, the Taj Mahal, the Eiffel Tower, the Brooklyn Bridge, the Empire State Building, and Frank Lloyd Wright’s Falling Water house in Pennsylvania.)

Good managers create value. The reason is that in being a manager you have a multiplier effect:Your influence on the organization is multiplied far beyond the results that can be achieved by just one person acting alone. Thus, while a solo operator such as a salesperson might accomplish many things and incidentally make a very good living, his or her boss could accomplish a great deal more—and could well earn two to seven times the income. And the manager will undoubtedly have a lot more influence.

Exceptional managers are in high demand. “The scarcest, most valuable resource in business is no longer financial capital,” says a Fortune article. “It’s talent. If you doubt that, just watch how hard companies are battling for the best people. . . . Talent of every type is in short supply, but the greatest shortage of all is skilled, effective managers.”15 Even in dismal economic times—maybe especially in such times—companies reach out for top talent.

disscussion replies in own words plz not outide sources

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1:Ms Shopper goes into her neighborhood grocery store to shop for dinner.  She is on her way home from work and in a hurry.  Mr. Owner is at the cash register, ringing up customers.  His Assistant is on break.  Just before break the Assistant told Mr. Owner that there was a juice spill in aisle 5.  Mr. Owner told him to take care of it before taking a break, but the Assistant decided to wait until after his break.  

Meanwhile, Ms. Shopper hurrying down aisle 5 in high heels slips and falls, breaking her arm and losing her expensive diamond ring which slides off her finger and rolls down a drainage vent.  While she is trying to get up, a young man grabs her purse and runs out of the store.  Ms. Shopper sues Mr. Owner for negligence, claiming damages for medical costs, lost wages, and pain and suffering.  She also claims damages for her lost ring and purse, which contained $500.  

Analyze the elements of negligence that Ms. Shopper must prove for each claim.  What are Mr. Owner’s legal defenses?  Will Ms. Shopper be able to prove her case?

2: I see your point regarding Ms. Shopper rushing through the stores.  However, I do not see Ms. Shopper being obligated to duty of care just because she was rushing in the store.  It also does not negate the duty of care of Mr. Owner.  He is responsible for keeping the aisle clean and safe in his store.  Because he failed to do so, he breached the duty of care agreement and should be held liable. 

3: I agree with the responses of Desmarie and Brittany for this reason:  if she was hurrying and a jury found that her hurrying contributed to the injury, that would be the owner’s defense of comparative negligence. The damages would be reduced by the amount of her contribution to the injury — probably 10-20%.  If the case went to trial, of coursr that would be worth arguing. But settlement might cost less. What do you think? 

4: There was some really useful information in the video, specifically on the defense of misappropriation.  The defenses are:

  1. That you did not disclose the information
  2. That you have reverse-engineered software, hardware, or information without breaching confidentiality
  3. You can prove that you learned the information from someone without the duty of confidentiality

If you find that the information is publicly disclosed by someone who has no duty of confidentiality, you are relieved of your obligations of confidentiality.  In this sense, it would no longer be a trade secret.  Another defense could be that when a secret is no longer maintained in secrecy, it loses its status as a trade secret. 

Assignment 1: Controlling or Not Controlling Your Brand

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Assignment 1: Controlling or Not Controlling Your Brand

Tim Leberecht, the Chief Marketing Officer at NBBJ, is a communications expert, published author, and sought-after speaker on marketing issues, branding, and great design.

Review the following:

Using the Argosy University online library resources and valid Internet sites, research Tim Leberecht. Design a marketing campaign for a current product of your choice using the knowledge you gained in your research. You may use the same product you selected for Module 3: Assignment 2 ( which’s Amazon but it’s optional ). 

Complete the following:

  • Include details of your marketing campaign in your posting. These might include but are not limited to campaign parameters from your annual marketing goals; campaign objectives; the marketing mix (4 Ps: price, product, promotion, and place) for your campaign; creatives (including images, collateral, and topics). 
  • Critically analyze the value of the approach suggested by Tim Leberecht.
  • Compare Leberecht’s marketing approach to other approaches you are familiar with.
  • Assess how Leberecht’s approach could be applied to your own organization or an organization of your choice.
  • Discuss what might work and what is not applicable in Leberecht’s approach.
  • Support your position with at least two peer-reviewed journal articles.

By  July 21, 2017, post your responses to the appropriate Discussion Area.

Write your initial response in 350–500 words. Your response should be thorough and address all components of the discussion question in detail, include citations of all sources, where needed, according to the APA Style, and demonstrate accurate spelling, grammar, and punctuation

Do the following when responding to your peers:

  • Read your peers’ answers.
  • Provide substantive comments by
    • contributing new, relevant information from course readings, Web sites, or other sources;
    • building on the remarks or questions of others; or
    • sharing practical examples of key concepts from your professional or personal experiences
  • Respond to feedback on your posting and provide feedback to other students on their ideas.
  • Make sure your writing
    • is clear, concise, and organized;
    • demonstrates ethical scholarship in accurate representation and attribution of sources; and
    • displays accurate spelling, grammar, and punctuation