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  • [Solved] Week 6 Discussion – Managerial Finance

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    Executive Solution Overview

    **Financial Assessment: More Than Just Numbers** Evaluating the financial health of a business is not just about numbers. There are other variables to consider, such as measuring progress and performance, forecasting economic trends, and keeping current with global events. Other factors might includ…

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    Assignment Prompt & Instructions

    **Financial Assessment: More Than Just Numbers**
    Evaluating the financial health of a business is not just about numbers. There are other variables to consider, such as measuring progress and performance, forecasting economic trends, and keeping current with global events. Other factors might include the valuation of financial instruments, the quality of the data collected, popular views, differentiation strategies, governmental regulations, laws, natural disasters, the integrity of the supply chain, vendor operations, and so on. In this Discussion, you will revisit the organization from the Week 5 Discussion and explore the qualitative factors that might affect its financial health.
    **To prepare for this Discussion:**
    – Refer to the organization you selected for the Week 5 Discussion. Using the list of questions from the American Association of Individual Investors on p. 137 of Brigham and Houston (2022), select at least one of the questions to answer for that organization.
    – **Reminder:** Be sure to keep an evidence-based perspective throughout your Discussion.
    **Post** an analysis of qualitative factors that could impact the financial performance of an organization. In your analysis, be sure to address the following:
    – Based on the example of the organization that you selected for the Week 5 Discussion, answer one or more of the questions on p. 137 of the Brigham and Houston (2022) text related to qualitative factors of financial performance. Be sure to include relevant details and      examples, where applicable, to support your answers.
    – For each qualitative factor you addressed, identify the ratio(s) that could be impacted and explain why.
    \
    Week6LearningResources-ManagerialFinance.docx](https://www.sweetstudy.com/files/week6learningresources-managerialfinance-docx "Week6LearningResources-ManagerialFinance.docx")
    \
    Week5Discussion-ManagerialFinance.docx](https://www.sweetstudy.com/files/week5discussion-managerialfinance-docx-10473547 "Week5Discussion-ManagerialFinance.docx")

  • [Solved] Ethics and Leadership

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    This short paper is designed to demonstrate your expertise in the importance of ethical behavior in one’s leaders. For this short paper, consider what you have learned about the ethical foundation necessary for effective leadership. What impact would unethical decision making have on an organization…

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    Assignment Prompt & Instructions

    This short paper is designed to demonstrate your expertise in the importance of ethical behavior in one’s leaders.
    For this short paper, consider what you have learned about the ethical foundation necessary for effective leadership. What impact would unethical decision making have on an organization? For this assignment, also look for opportunities to present a critical analysis of the communications process as well as how systems theory frames those arguments.
    This short paper should include specific readings from the course material.
    **Specifically, the following critical elements must be addressed:**
    – Discuss the correlation between the weaknesses of the **decision-making process** and the **ethical behavior** of company leaders
    – Explore the **impact of ethical behavior** by company leaders on the communications process and the overall company goals and strategies
    – Provide your **recommendations for best practices** for ethically-based communications decisions that are supported by course materials
    ## What to Submit
    The paper should be submitted as a 2 -page Microsoft Word document with double spacing, 12-point Times New Roman font, one-inch margins, and sources cited in APA format.

  • [Solved] Business Finance – Management Business Finance – Management ASSIGNMENT (APA, NO PLAGARISM, GREAT WORK, ON TIME)

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    Executive Solution Overview

    Tutor Business Homework Discussion and Response – ## Week8DiscussionPrompt.docx – Social_Screens_and_Systematic_.pdf – Market_Reaction_to_Bank_Liquid.pdf **## Week8DiscussionPrompt.docx** **Week 8 Discussion Prompt: (No more than 300 words)** In this discussion, describe which concepts prese…

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    Assignment Prompt & Instructions

    Tutor Business Homework Discussion and Response

    – ## Week8DiscussionPrompt.docx

    – Social_Screens_and_Systematic_.pdf
    – Market_Reaction_to_Bank_Liquid.pdf

    **## Week8DiscussionPrompt.docx**

    **Week 8 Discussion Prompt: (No more than 300 words)**

    In this discussion, describe which concepts presented in this course were most important to you.

    Examining the benefits of using financial statement analysis tools in making informed and ethical business decisions.

    Applying a variety of quantitative and qualitative methods used to address business problems.

    Evaluating the financial needs of organizations within a changing global business environment.

    Analyzing key aspects of managerial accounting and capital budgeting to drive effective business decisions.

    Assessing portfolio risk and return, market efficiency, and the capital asset pricing model.

    Further explain: Any unanswered questions from this course.

    How will you apply the knowledge and skills you acquired in the course to your professional or personal life?

    What did you like best (or least) about this course?

    Luo, H. A., & Balvers, R. J. (2017). Social Screens and Systematic Investor Boycott Risk.
    _Journal of Financial and Quantitative Analysis, 52_(1), 365-399.
    [https://doi.org/10.1017/S0022109016000910](https://doi.org/10.1017/S0022109016000910)

    Bruno, B., Onali, E., & Schaeck, K. (2018). Market Reaction to Bank Liquidity Regulation.
    _Journal of Financial and Quantitative Analysis, 53_(2), 899-935. https://doi.org/10.1017/S0022109017001089

    **Respond to Discussion ML ( NO more than 150 words)**

    Throughout this course, a few key concepts really stood out to me. Getting a solid grip on financial statement analysis showed me how important it is to make smart and ethical decisions in business. I also appreciated learning both quantitative and qualitative methods, having different tools to tackle business problems feels like a game-changer. Understanding how organizations manage their finances in today’s ever-shifting global landscape was eye-opening. Plus, diving into managerial accounting and capital budgeting gave me a clearer picture of how businesses plan for success. Getting the hang of portfolio risk, market efficiency, and the capital asset pricing model helped me see the bigger picture in finance.

    A concept I can apply is assessing portfolio risk and return, market efficiency, and the capital asset pricing model (CAPM). From a personal investing standpoint, when I build or manage my own investment portfolio, I now better understand how risk and return help me find the balance to fit my comfort level. I can use these ideas to pick investments that offer a good potential return without exposing myself to more risk than I want.

    Learning about market efficiency, it’s clear why it’s tough to consistently beat the market by just picking stocks randomly or trying to time things. Making smarter financial decisions and focusing on long-term strategies like diversified index funds, saving time, stress, and fees.
    My current job doesn’t involve financial analysis or business strategy, but if it did I could use the CAPM to estimate the expected return on new projects or investments relative to their risk.

    Even outside of investing, appreciating how risk and return work together can improve how I assess any opportunity, whether it’s negotiating a deal, launching a product, or planning a big purchase like land in Texas. All in all, this course leveled up my business know-how.

    **Respond to Discussion RO ( NO MORE THAN 150 WORDS)**

    All concepts presented in this course were of great value to me, and I learned a lot each week from the readings, research, and testable material. With that being said, what I liked best was that I was able to understand more clearly when reading and discussing in the forums. Whether it was reading or replying to another student's initial post, both generally provided clarity in one way or another throughout this course, helping me gain a better, more relevant understanding of the material.

    The most important topic was understanding financial statement analysis tools. This process is handled by accountants and financial professionals; however, understanding how to read, interpret, and make informed decisions as a business owner or investor is extremely valuable. The tools help communicate financial performance and identify strengths and weaknesses in the decision-making process, enabling informed, unbiased decisions for the business’s future.

    Another important topic that provides both scientific and leadership support for decision-making is quantitative and qualitative methods. This was important because it combined mathematical statistics and experience-based judgment, enabling greater success in solving complex problems (Render, Stair, Hanna, 2011). Using quantitative and qualitative methods is also valuable in my personal and professional life when applying the decision-making process. Using both methods provides you with multiple data points at multiple levels of leadership, allowing you to make a decision that generally leads to an efficient, sustainable, and prosperous outcome, whether at home or at work.

    This course and all the material I learned will be applied in the decision-making process, whether to start a small business or not. Ideally, I would like to open a small business that solves a customer pain point or problem. Although I am leaning towards opening a self-storage business, using what I learned in this course will help me make the final decision to move forward or redirect to other options, using a structured process that provides data rather than emotion.  Good luck to you all in your future adventures.

    **Social_Screens_and_Systematic_.pdf**

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

    **Market_Reaction_to_Bank_Liquid.pdf**

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

    **Market_Reaction_to_Bank_Liquid.pdf**

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

    **## Week8DiscussionPrompt.docx**

    **Week 8 Discussion Prompt: (No more than 300 words)**

    In this discussion, describe which concepts presented in this course were most important to you.

    Examining the benefits of using financial statement analysis tools in making informed and ethical business decisions.

    Applying a variety of quantitative and qualitative methods used to address business problems.

    Evaluating the financial needs of organizations within a changing global business environment.

    Analyzing key aspects of managerial accounting and capital budgeting to drive effective business decisions.

    Assessing portfolio risk and return, market efficiency, and the capital asset pricing model.

    Further explain: Any unanswered questions from this course.

    How will you apply the knowledge and skills you acquired in the course to your professional or personal life?

    What did you like best (or least) about this course?

    Luo, H. A., & Balvers, R. J. (2017). Social Screens and Systematic Investor Boycott Risk.
    _Journal of Financial and Quantitative Analysis, 52_(1), 365-399.
    [https://doi.org/10.1017/S0022109016000910](https://doi.org/10.1017/S0022109016000910)

    Bruno, B., Onali, E., & Schaeck, K. (2018). Market Reaction to Bank Liquidity Regulation.
    _Journal of Financial and Quantitative Analysis, 53_(2), 899-935. https://doi.org/10.1017/S0022109017001089

    **Respond to Discussion ML ( NO more than 150 words)**

    Throughout this course, a few key concepts really stood out to me. Getting a solid grip on financial statement analysis showed me how important it is to make smart and ethical decisions in business. I also appreciated learning both quantitative and qualitative methods, having different tools to tackle business problems feels like a game-changer. Understanding how organizations manage their finances in today’s ever-shifting global landscape was eye-opening. Plus, diving into managerial accounting and capital budgeting gave me a clearer picture of how businesses plan for success. Getting the hang of portfolio risk, market efficiency, and the capital asset pricing model helped me see the bigger picture in finance.

    A concept I can apply is assessing portfolio risk and return, market efficiency, and the capital asset pricing model (CAPM). From a personal investing standpoint, when I build or manage my own investment portfolio, I now better understand how risk and return help me find the balance to fit my comfort level. I can use these ideas to pick investments that offer a good potential return without exposing myself to more risk than I want.

    Learning about market efficiency, it’s clear why it’s tough to consistently beat the market by just picking stocks randomly or trying to time things. Making smarter financial decisions and focusing on long-term strategies like diversified index funds, saving time, stress, and fees.
    My current job doesn’t involve financial analysis or business strategy, but if it did I could use the CAPM to estimate the expected return on new projects or investments relative to their risk.

    Even outside of investing, appreciating how risk and return work together can improve how I assess any opportunity, whether it’s negotiating a deal, launching a product, or planning a big purchase like land in Texas. All in all, this course leveled up my business know-how.

    **Respond to Discussion RO ( NO MORE THAN 150 WORDS)**

    All concepts presented in this course were of great value to me, and I learned a lot each week from the readings, research, and testable material. With that being said, what I liked best was that I was able to understand more clearly when reading and discussing in the forums. Whether it was reading or replying to another student's initial post, both generally provided clarity in one way or another throughout this course, helping me gain a better, more relevant understanding of the material.

    The most important topic was understanding financial statement analysis tools. This process is handled by accountants and financial professionals; however, understanding how to read, interpret, and make informed decisions as a business owner or investor is extremely valuable. The tools help communicate financial performance and identify strengths and weaknesses in the decision-making process, enabling informed, unbiased decisions for the business’s future.

    Another important topic that provides both scientific and leadership support for decision-making is quantitative and qualitative methods. This was important because it combined mathematical statistics and experience-based judgment, enabling greater success in solving complex problems (Render, Stair, Hanna, 2011). Using quantitative and qualitative methods is also valuable in my personal and professional life when applying the decision-making process. Using both methods provides you with multiple data points at multiple levels of leadership, allowing you to make a decision that generally leads to an efficient, sustainable, and prosperous outcome, whether at home or at work.

    This course and all the material I learned will be applied in the decision-making process, whether to start a small business or not. Ideally, I would like to open a small business that solves a customer pain point or problem. Although I am leaning towards opening a self-storage business, using what I learned in this course will help me make the final decision to move forward or redirect to other options, using a structured process that provides data rather than emotion.  Good luck to you all in your future adventures.

    **Social_Screens_and_Systematic_.pdf**

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

    **Market_Reaction_to_Bank_Liquid.pdf**

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

    **## Week8DiscussionPrompt.docx**

    **Week 8 Discussion Prompt: (No more than 300 words)**

    In this discussion, describe which concepts presented in this course were most important to you.

    Examining the benefits of using financial statement analysis tools in making informed and ethical business decisions.

    Applying a variety of quantitative and qualitative methods used to address business problems.

    Evaluating the financial needs of organizations within a changing global business environment.

    Analyzing key aspects of managerial accounting and capital budgeting to drive effective business decisions.

    Assessing portfolio risk and return, market efficiency, and the capital asset pricing model.

    Further explain: Any unanswered questions from this course.

    How will you apply the knowledge and skills you acquired in the course to your professional or personal life?

    What did you like best (or least) about this course?

    Luo, H. A., & Balvers, R. J. (2017). Social Screens and Systematic Investor Boycott Risk.
    _Journal of Financial and Quantitative Analysis, 52_(1), 365-399.
    [https://doi.org/10.1017/S0022109016000910](https://doi.org/10.1017/S0022109016000910)

    Bruno, B., Onali, E., & Schaeck, K. (2018). Market Reaction to Bank Liquidity Regulation.
    _Journal of Financial and Quantitative Analysis, 53_(2), 899-935. https://doi.org/10.1017/S0022109017001089

    **Respond to Discussion ML ( NO more than 150 words)**

    Throughout this course, a few key concepts really stood out to me. Getting a solid grip on financial statement analysis showed me how important it is to make smart and ethical decisions in business. I also appreciated learning both quantitative and qualitative methods, having different tools to tackle business problems feels like a game-changer. Understanding how organizations manage their finances in today’s ever-shifting global landscape was eye-opening. Plus, diving into managerial accounting and capital budgeting gave me a clearer picture of how businesses plan for success. Getting the hang of portfolio risk, market efficiency, and the capital asset pricing model helped me see the bigger picture in finance.

    A concept I can apply is assessing portfolio risk and return, market efficiency, and the capital asset pricing model (CAPM). From a personal investing standpoint, when I build or manage my own investment portfolio, I now better understand how risk and return help me find the balance to fit my comfort level. I can use these ideas to pick investments that offer a good potential return without exposing myself to more risk than I want.

    Learning about market efficiency, it’s clear why it’s tough to consistently beat the market by just picking stocks randomly or trying to time things. Making smarter financial decisions and focusing on long-term strategies like diversified index funds, saving time, stress, and fees.
    My current job doesn’t involve financial analysis or business strategy, but if it did I could use the CAPM to estimate the expected return on new projects or investments relative to their risk.

    Even outside of investing, appreciating how risk and return work together can improve how I assess any opportunity, whether it’s negotiating a deal, launching a product, or planning a big purchase like land in Texas. All in all, this course leveled up my business know-how.

    **Respond to Discussion RO ( NO MORE THAN 150 WORDS)**

    All concepts presented in this course were of great value to me, and I learned a lot each week from the readings, research, and testable material. With that being said, what I liked best was that I was able to understand more clearly when reading and discussing in the forums. Whether it was reading or replying to another student's initial post, both generally provided clarity in one way or another throughout this course, helping me gain a better, more relevant understanding of the material.

    The most important topic was understanding financial statement analysis tools. This process is handled by accountants and financial professionals; however, understanding how to read, interpret, and make informed decisions as a business owner or investor is extremely valuable. The tools help communicate financial performance and identify strengths and weaknesses in the decision-making process, enabling informed, unbiased decisions for the business’s future.

    Another important topic that provides both scientific and leadership support for decision-making is quantitative and qualitative methods. This was important because it combined mathematical statistics and experience-based judgment, enabling greater success in solving complex problems (Render, Stair, Hanna, 2011). Using quantitative and qualitative methods is also valuable in my personal and professional life when applying the decision-making process. Using both methods provides you with multiple data points at multiple levels of leadership, allowing you to make a decision that generally leads to an efficient, sustainable, and prosperous outcome, whether at home or at work.

    This course and all the material I learned will be applied in the decision-making process, whether to start a small business or not. Ideally, I would like to open a small business that solves a customer pain point or problem. Although I am leaning towards opening a self-storage business, using what I learned in this course will help me make the final decision to move forward or redirect to other options, using a structured process that provides data rather than emotion.  Good luck to you all in your future adventures.

    **Social_Screens_and_Systematic_.pdf**

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

    **Market_Reaction_to_Bank_Liquid.pdf**

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

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  • [Solved] Business Management Tutor (APA, NO PLAGARISM, GREAT WORK, ON TIME)

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    Tutor Assignment – ## APA_7th_Template-Week8StrategicPlan.docx – ## week8AssignmentInformation.docx – week4STRATEGICPLANPT1WILLCOLLINS.docx – ExampleStrategicPlan.pdf – Artificial_intelligence_and_or.pdf – CEO_power_and_corporate_strate.pdf – Gender_Marginalization_in_Spornike.pdf – Ethi…

    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

    Tutor Assignment

    – ## APA_7th_Template-Week8StrategicPlan.docx

    – ## week8AssignmentInformation.docx

    – week4STRATEGICPLANPT1WILLCOLLINS.docx
    – ExampleStrategicPlan.pdf
    – Artificial_intelligence_and_or.pdf
    – CEO_power_and_corporate_strate.pdf
    – Gender_Marginalization_in_Spornike.pdf
    – Ethics__AI_A_Systematic_Revi.pdf
    – EBSCO-FullText-11_24_2025nike.pdf
    – CEOs_Poverty_Experience_and_C.pdf
    – The_Relation_among_Organizatio.pdf

    **## APA_7th_Template-Week8StrategicPlan.docx**

    | | |
    | — | — |
    | Running head: GUIDED IMAGERY AND PROGRESSIVE MUSCLE RELAXATION | 2 |

    1

    **Title of Paper in Bold Centered**

    Student Name

    American Public University

    COURSE####: Course Title

    Instructor Name

    Due Date

    Executive Summary

    Begin typing your executive summary paragraph here. This paragraph should not be indented. It should range between 150 and 250 words. After typing your abstract there should be a page break and the body of the paper will begin on the next page. This should be accurate, nonevaluative, readable, and concise. This is the most important single paragraph in this paper. Tell the reader what the paper will do. This paper will analyze xyz….

    **Name of Company**

    **Company Overview (stock ticker symbol)**

    Hit the tab key one time to begin the main body of the paper. The paragraphs of the main document are indented. The computer will wrap your text for you based upon the margin settings established by this document template. It is not necessary for you to hit the Enter or return key at the end of a line of text. Only hit the enter key (one time) when you reach the end of a paragraph.

    Then hit the tab key to indent and then continue typing the paper. In APA any source that you use in your paper must have an in-text citation. In APA these citations include the author’s last name and the year of the publication in parentheses (Name, Year). Comment by Dr. C: Make sure your margins are set to 1’ all around and Times New Roman 12-point font.

    Then hit the tab key to indent and then continue typing the paper. In APA any source that you use in your paper must have an in-text citation. In APA these citations include the author’s last name and the year of the publication in parentheses (Barrett, 2002). If the source you are using does not identify an author, use a shortened version of the source title rather than the author name (“E-Portfolios for Education,” 2006). Comment by Dr. Chambers: Pay attention to proper in-text references. If you have questions on certain references, outside of a book, revisit the APA Owl website.

    https://owl.english.purdue.edu/owl/resource/560/02/
    https://owl.english.purdue.edu/owl/resource/560/03/

    **Company History**

    Begin typing here…….

    **Products and or Services**

    Begin typing here……

    **Operations**

    Begin typing here…….

    **Vision**

    Begin typing here…….

    **Mission Statement**

    Begin typing here…….

    **Corporate Values & Culture**

    Begin typing here…….

    **Strength, Weaknesses, Opportunities, & Threats (SWOT) Analysis**

    Begin typing here…….

    **Competition**

    Begin typing here…….

    **Management team/Leadership**

    Begin typing here…….

    **Financial Outlook**

    Begin typing here…….

    **Strategies**

    Begin typing here…….

    **Conclusion** Comment by Dr. C: Conclusion does not go on separate page; follows essay body.

    Begin to summarize the main points of your topic in three to five sentences. The conclusion of your paper should re-phrase the points of what your reader should be left remembering, nothing new, concise and to the point.

    **References** Comment by Dr. C: There is a page break used so you do not have to worry about the reference page; it will always be on its own page.

    Lastname, C. (2008). Title of the source without caps except Proper Nouns or: First word after colon.
    _The Journal or Publication Italicized and Capped_, Vol#(Issue#), Page numbers.

    Lastname, O. (2010). Online journal using DOI or digital object identifier.
    _Main Online Journal_

    _Name_, Vol#(Issue#), 159-192. doi: 10.1000/182

    Lastname, W. (2009). If there is no DOI use the URL of the main website referenced.
    _Article_

    _Without DOI Reference_, Vol#(Issue#), 166-212. Retrieved from

    [http://www.mainwebsite.org](http://www.mainwebsite.org/)

    **## week8AssignmentInformation.docx**

    | | |
    | — | — |
    | |
    | | |
    | |
    | | |
    | **Course Objective:** Develop the skills to assess the success of the plan.<br> <br>· Evaluate strategic initiatives to leverage opportunities and mitigate threats to small businesses.<br>· Demonstrate how to build a competitive advantage through functional level strategy<br>**Prompt:**<br>Prepare a strategic plan based on the organization you selected in Week 1, that contains the following sections (several of which have already been covered in the Week 4 Mid-Term Essay):<br>· Executive Summary<br>· Company Overview<br>· Company History<br>· Vision & Mission Statements<br>· Management Team (roles & responsibilities)<br>· Products and/or Services<br>· SWOT Analysis<br>· Recommended action resulting from SWOT Analysis<br>· Competition<br>· Operations<br>· Financial Outlook (financial predictors)<br>· Strategies<br>· Conclusion<br>**Instructions:**<br>· <br>**Do not submit this assignment until after you have received feedback for Part 1 of the Strategic Plan from Week 4, in case any modifications are needed for the sections that are included within Part 1.**<br>· Paper must be written in <br>_7th Edition_ APA format using headers, headings, in-text references, reference page, 1' margins (<br>**use provided template**)<br> <br>· Make sure you use adequate, credible and reliable APA source citations to support your work.<br>· This strategic plan will incorporate what you have learned over the past 7 weeks. It is the full version that includes all sections, including those you previously completed for Part 1 in Week 4. You can modify the content of the sections you previously completed for Part 1 based on any feedback you may have received for that assignment, as well as any additional insight you may have gained since that assignment. <br>· This is to be a practical paper, so the focus should not be on theoretical aspects, but rather on aspects that are specific to your chosen company.<br>· You may review the sample strategic plans shared in the<br>**_resource section_** and use them as a guide in developing your strategic plan. Submittals of assignments/papers to previous courses are not accepted.<br> <br>· Review the example listed below prior to submittal.<br>**_DO NOT SIMPLY COPY AND PASTE MATERIAL FROM THE COMPANY WEBSITE._**<br>**Important Notes:**<br>· You must include a minimum of 10 sources and at least 5 must be from a peer-reviewed source (library/journal articles)<br>· Your paper should be in essay format, <br>not bulleted format.<br> <br>· Minimum 12 full pages of content (Word Document only no PDFs accepted) of strategic material (does not include cover page, executive summary nor reference pages); DO NOT GO OVER 14 pages of actual CONTENT (max content).<br>· All charts, graphs and pictures are to go in appendix (not a substitute for content).<br>· Once you submit your document to the assignment folder it will automatically be loaded to TURNITIN.COM within the course. Given that this submission will include content from the previously submitted Part 1 from Week 4, the match percentage may be high. As long as the matches are to your own original work, there will be no issue.<br>· Due Day 7, Week 8 by 11:59 pm ET.<br>· <br>**READ AND UNDERSTAND WHAT CHEATING/PLAGIARISM/ACADEMIC DISHONESTY ENTAILS:** [Prohibited Student Conduct | Student Handbook American Public University (apus.edu)](https://www.apu.apus.edu/student-handbook/university-policies-and-code-of-conduct/apus-student-code-of-conduct/prohibited-student-conduct/)<br>**_Please make sure you review the below links on what constitutes a paragraph, when to use a comma and the use of 1st person PRIOR to submitting your week one written assignment:_**<br>· <br>[APA 7th Edition](https://owl.purdue.edu/owl/research_and_citation/apa_style/apa_formatting_and_style_guide/apa_changes_7th_edition.html)<br>References<br>Brahma, S., & Economou, F. (2024). CEO power and corporate strategies: a review of the literature.<br>_Review of Quantitative Finance and Accounting, 62_(3), 1069-1143. <br>[https://doi.org/10.1007/s11156-023-01231-7](https://doi.org/10.1007/s11156-023-01231-7)<br>Li, F., Ruijs, N., & Lu, Y. (2023). Ethics & AI: A Systematic Review on Ethical Concerns and Related Strategies for Designing with AI in Healthcare.<br>_Ai, 4_(1), 28. <br>[https://doi.org/10.3390/ai4010003](https://doi.org/10.3390/ai4010003)<br>Norton, L. W. (2025). Artificial intelligence and organizational strategy: Ethical and governance implications.<br>_Consulting Psychology Journal, 77_(2), 131-141. <br>[https://doi.org/10.1037/cpb0000280](https://doi.org/10.1037/cpb0000280)<br>Lam, L., Nguyen, P., Le, N., & Tran, K. (2021). The Relation among Organizational Culture, Knowledge Management, and Innovation Capability: Its Implication for Open Innovation.<br>_Journal of Open Innovation : Technology, Market, and Complexity, 7_(1), 66. <br>[https://doi.org/10.3390/joitmc7010066](https://doi.org/10.3390/joitmc7010066)<br>Xu, S., & Ma, P. (2022). CEOs’ Poverty Experience and Corporate Social Responsibility: Are CEOs Who Have Experienced Poverty More Generous?: JBE.<br>_Journal of Business Ethics, 180_(2), 747-776. https://doi.org/10.1007/s10551-021-04899-w<br> <br>Week 1(Organization selected in week <br>The for-profit organization I previously worked for was Nike. Nike was founded in 1964 and is based in the surrounding region of Beaverton, Oregon.<br>The four components of the balanced scorecard would apply as follows: <br>Financial Perspective: NIKE Incorporated has over $51 billion in revenue and is the largest supplier of athletic equipment, shoes and apparel.<br>Customer Perspective: Nike consumers are continuously seeking athletic apparel due to Nikes creativity and modern innovation. Nike’s sports equipment and sneakers are outstanding in terms of comfort, durability and performance.<br>Internal Business Processes Perspective: Nike's internal strengths are its brand equity, Research & Development spending, and its digital platform. Threats include Under Armour, Puma, Reebok and Adidas.<br>Learning and Growth Perspective: Nike has insisted that offering solutions, and not symbols, should be the target for sustainability in buying power. In addition, diversifying and expanding into categories such as digital fitness and health technology. |

    **week4STRATEGICPLANPT1WILLCOLLINS.docx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week4strategicplanpt1willcollins-docx)

    **ExampleStrategicPlan.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/examplestrategicplan-pdf-10473003)

    **Artificial_intelligence_and_or.pdf**

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    **CEO_power_and_corporate_strate.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/ceo-power-and-corporate-strate-pdf)

    **Gender_Marginalization_in_Spornike.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/gender-marginalization-in-spornike-pdf-10472993)

    **Ethics__AI_A_Systematic_Revi.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/ethics-ai-a-systematic-revi-pdf)

    **EBSCO-FullText-11_24_2025nike.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/ebsco-fulltext-11-24-2025nike-pdf-10472995)

    **CEOs_Poverty_Experience_and_C.pdf**

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    **The_Relation_among_Organizatio.pdf**

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    **The_Relation_among_Organizatio.pdf**

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    **## APA_7th_Template-Week8StrategicPlan.docx**

    | | |
    | — | — |
    | Running head: GUIDED IMAGERY AND PROGRESSIVE MUSCLE RELAXATION | 2 |

    1

    **Title of Paper in Bold Centered**

    Student Name

    American Public University

    COURSE####: Course Title

    Instructor Name

    Due Date

    Executive Summary

    Begin typing your executive summary paragraph here. This paragraph should not be indented. It should range between 150 and 250 words. After typing your abstract there should be a page break and the body of the paper will begin on the next page. This should be accurate, nonevaluative, readable, and concise. This is the most important single paragraph in this paper. Tell the reader what the paper will do. This paper will analyze xyz….

    **Name of Company**

    **Company Overview (stock ticker symbol)**

    Hit the tab key one time to begin the main body of the paper. The paragraphs of the main document are indented. The computer will wrap your text for you based upon the margin settings established by this document template. It is not necessary for you to hit the Enter or return key at the end of a line of text. Only hit the enter key (one time) when you reach the end of a paragraph.

    Then hit the tab key to indent and then continue typing the paper. In APA any source that you use in your paper must have an in-text citation. In APA these citations include the author’s last name and the year of the publication in parentheses (Name, Year). Comment by Dr. C: Make sure your margins are set to 1’ all around and Times New Roman 12-point font.

    Then hit the tab key to indent and then continue typing the paper. In APA any source that you use in your paper must have an in-text citation. In APA these citations include the author’s last name and the year of the publication in parentheses (Barrett, 2002). If the source you are using does not identify an author, use a shortened version of the source title rather than the author name (“E-Portfolios for Education,” 2006). Comment by Dr. Chambers: Pay attention to proper in-text references. If you have questions on certain references, outside of a book, revisit the APA Owl website.

    https://owl.english.purdue.edu/owl/resource/560/02/
    https://owl.english.purdue.edu/owl/resource/560/03/

    **Company History**

    Begin typing here…….

    **Products and or Services**

    Begin typing here……

    **Operations**

    Begin typing here…….

    **Vision**

    Begin typing here…….

    **Mission Statement**

    Begin typing here…….

    **Corporate Values & Culture**

    Begin typing here…….

    **Strength, Weaknesses, Opportunities, & Threats (SWOT) Analysis**

    Begin typing here…….

    **Competition**

    Begin typing here…….

    **Management team/Leadership**

    Begin typing here…….

    **Financial Outlook**

    Begin typing here…….

    **Strategies**

    Begin typing here…….

    **Conclusion** Comment by Dr. C: Conclusion does not go on separate page; follows essay body.

    Begin to summarize the main points of your topic in three to five sentences. The conclusion of your paper should re-phrase the points of what your reader should be left remembering, nothing new, concise and to the point.

    **References** Comment by Dr. C: There is a page break used so you do not have to worry about the reference page; it will always be on its own page.

    Lastname, C. (2008). Title of the source without caps except Proper Nouns or: First word after colon.
    _The Journal or Publication Italicized and Capped_, Vol#(Issue#), Page numbers.

    Lastname, O. (2010). Online journal using DOI or digital object identifier.
    _Main Online Journal_

    _Name_, Vol#(Issue#), 159-192. doi: 10.1000/182

    Lastname, W. (2009). If there is no DOI use the URL of the main website referenced.
    _Article_

    _Without DOI Reference_, Vol#(Issue#), 166-212. Retrieved from

    [http://www.mainwebsite.org](http://www.mainwebsite.org/)

    **## week8AssignmentInformation.docx**

    | | |
    | — | — |
    | |
    | | |
    | |
    | | |
    | **Course Objective:** Develop the skills to assess the success of the plan.<br> <br>· Evaluate strategic initiatives to leverage opportunities and mitigate threats to small businesses.<br>· Demonstrate how to build a competitive advantage through functional level strategy<br>**Prompt:**<br>Prepare a strategic plan based on the organization you selected in Week 1, that contains the following sections (several of which have already been covered in the Week 4 Mid-Term Essay):<br>· Executive Summary<br>· Company Overview<br>· Company History<br>· Vision & Mission Statements<br>· Management Team (roles & responsibilities)<br>· Products and/or Services<br>· SWOT Analysis<br>· Recommended action resulting from SWOT Analysis<br>· Competition<br>· Operations<br>· Financial Outlook (financial predictors)<br>· Strategies<br>· Conclusion<br>**Instructions:**<br>· <br>**Do not submit this assignment until after you have received feedback for Part 1 of the Strategic Plan from Week 4, in case any modifications are needed for the sections that are included within Part 1.**<br>· Paper must be written in <br>_7th Edition_ APA format using headers, headings, in-text references, reference page, 1' margins (<br>**use provided template**)<br> <br>· Make sure you use adequate, credible and reliable APA source citations to support your work.<br>· This strategic plan will incorporate what you have learned over the past 7 weeks. It is the full version that includes all sections, including those you previously completed for Part 1 in Week 4. You can modify the content of the sections you previously completed for Part 1 based on any feedback you may have received for that assignment, as well as any additional insight you may have gained since that assignment. <br>· This is to be a practical paper, so the focus should not be on theoretical aspects, but rather on aspects that are specific to your chosen company.<br>· You may review the sample strategic plans shared in the<br>**_resource section_** and use them as a guide in developing your strategic plan. Submittals of assignments/papers to previous courses are not accepted.<br> <br>· Review the example listed below prior to submittal.<br>**_DO NOT SIMPLY COPY AND PASTE MATERIAL FROM THE COMPANY WEBSITE._**<br>**Important Notes:**<br>· You must include a minimum of 10 sources and at least 5 must be from a peer-reviewed source (library/journal articles)<br>· Your paper should be in essay format, <br>not bulleted format.<br> <br>· Minimum 12 full pages of content (Word Document only no PDFs accepted) of strategic material (does not include cover page, executive summary nor reference pages); DO NOT GO OVER 14 pages of actual CONTENT (max content).<br>· All charts, graphs and pictures are to go in appendix (not a substitute for content).<br>· Once you submit your document to the assignment folder it will automatically be loaded to TURNITIN.COM within the course. Given that this submission will include content from the previously submitted Part 1 from Week 4, the match percentage may be high. As long as the matches are to your own original work, there will be no issue.<br>· Due Day 7, Week 8 by 11:59 pm ET.<br>· <br>**READ AND UNDERSTAND WHAT CHEATING/PLAGIARISM/ACADEMIC DISHONESTY ENTAILS:** [Prohibited Student Conduct | Student Handbook American Public University (apus.edu)](https://www.apu.apus.edu/student-handbook/university-policies-and-code-of-conduct/apus-student-code-of-conduct/prohibited-student-conduct/)<br>**_Please make sure you review the below links on what constitutes a paragraph, when to use a comma and the use of 1st person PRIOR to submitting your week one written assignment:_**<br>· <br>[APA 7th Edition](https://owl.purdue.edu/owl/research_and_citation/apa_style/apa_formatting_and_style_guide/apa_changes_7th_edition.html)<br>References<br>Brahma, S., & Economou, F. (2024). CEO power and corporate strategies: a review of the literature.<br>_Review of Quantitative Finance and Accounting, 62_(3), 1069-1143. <br>[https://doi.org/10.1007/s11156-023-01231-7](https://doi.org/10.1007/s11156-023-01231-7)<br>Li, F., Ruijs, N., & Lu, Y. (2023). Ethics & AI: A Systematic Review on Ethical Concerns and Related Strategies for Designing with AI in Healthcare.<br>_Ai, 4_(1), 28. <br>[https://doi.org/10.3390/ai4010003](https://doi.org/10.3390/ai4010003)<br>Norton, L. W. (2025). Artificial intelligence and organizational strategy: Ethical and governance implications.<br>_Consulting Psychology Journal, 77_(2), 131-141. <br>[https://doi.org/10.1037/cpb0000280](https://doi.org/10.1037/cpb0000280)<br>Lam, L., Nguyen, P., Le, N., & Tran, K. (2021). The Relation among Organizational Culture, Knowledge Management, and Innovation Capability: Its Implication for Open Innovation.<br>_Journal of Open Innovation : Technology, Market, and Complexity, 7_(1), 66. <br>[https://doi.org/10.3390/joitmc7010066](https://doi.org/10.3390/joitmc7010066)<br>Xu, S., & Ma, P. (2022). CEOs’ Poverty Experience and Corporate Social Responsibility: Are CEOs Who Have Experienced Poverty More Generous?: JBE.<br>_Journal of Business Ethics, 180_(2), 747-776. https://doi.org/10.1007/s10551-021-04899-w<br> <br>Week 1(Organization selected in week <br>The for-profit organization I previously worked for was Nike. Nike was founded in 1964 and is based in the surrounding region of Beaverton, Oregon.<br>The four components of the balanced scorecard would apply as follows: <br>Financial Perspective: NIKE Incorporated has over $51 billion in revenue and is the largest supplier of athletic equipment, shoes and apparel.<br>Customer Perspective: Nike consumers are continuously seeking athletic apparel due to Nikes creativity and modern innovation. Nike’s sports equipment and sneakers are outstanding in terms of comfort, durability and performance.<br>Internal Business Processes Perspective: Nike's internal strengths are its brand equity, Research & Development spending, and its digital platform. Threats include Under Armour, Puma, Reebok and Adidas.<br>Learning and Growth Perspective: Nike has insisted that offering solutions, and not symbols, should be the target for sustainability in buying power. In addition, diversifying and expanding into categories such as digital fitness and health technology. |

    **week4STRATEGICPLANPT1WILLCOLLINS.docx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week4strategicplanpt1willcollins-docx)

    **ExampleStrategicPlan.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/examplestrategicplan-pdf-10473003)

    **Artificial_intelligence_and_or.pdf**

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

    **CEO_power_and_corporate_strate.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/ceo-power-and-corporate-strate-pdf)

    **Gender_Marginalization_in_Spornike.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/gender-marginalization-in-spornike-pdf-10472993)

    **Ethics__AI_A_Systematic_Revi.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/ethics-ai-a-systematic-revi-pdf)

    **EBSCO-FullText-11_24_2025nike.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/ebsco-fulltext-11-24-2025nike-pdf-10472995)

    **CEOs_Poverty_Experience_and_C.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/ceos-poverty-experience-and-c-pdf)

    **The_Relation_among_Organizatio.pdf**

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

    **## APA_7th_Template-Week8StrategicPlan.docx**

    | | |
    | — | — |
    | Running head: GUIDED IMAGERY AND PROGRESSIVE MUSCLE RELAXATION | 2 |

    1

    **Title of Paper in Bold Centered**

    Student Name

    American Public University

    COURSE####: Course Title

    Instructor Name

    Due Date

    Executive Summary

    Begin typing your executive summary paragraph here. This paragraph should not be indented. It should range between 150 and 250 words. After typing your abstract there should be a page break and the body of the paper will begin on the next page. This should be accurate, nonevaluative, readable, and concise. This is the most important single paragraph in this paper. Tell the reader what the paper will do. This paper will analyze xyz….

    **Name of Company**

    **Company Overview (stock ticker symbol)**

    Hit the tab key one time to begin the main body of the paper. The paragraphs of the main document are indented. The computer will wrap your text for you based upon the margin settings established by this document template. It is not necessary for you to hit the Enter or return key at the end of a line of text. Only hit the enter key (one time) when you reach the end of a paragraph.

    Then hit the tab key to indent and then continue typing the paper. In APA any source that you use in your paper must have an in-text citation. In APA these citations include the author’s last name and the year of the publication in parentheses (Name, Year). Comment by Dr. C: Make sure your margins are set to 1’ all around and Times New Roman 12-point font.

    Then hit the tab key to indent and then continue typing the paper. In APA any source that you use in your paper must have an in-text citation. In APA these citations include the author’s last name and the year of the publication in parentheses (Barrett, 2002). If the source you are using does not identify an author, use a shortened version of the source title rather than the author name (“E-Portfolios for Education,” 2006). Comment by Dr. Chambers: Pay attention to proper in-text references. If you have questions on certain references, outside of a book, revisit the APA Owl website.

    https://owl.english.purdue.edu/owl/resource/560/02/
    https://owl.english.purdue.edu/owl/resource/560/03/

    **Company History**

    Begin typing here…….

    **Products and or Services**

    Begin typing here……

    **Operations**

    Begin typing here…….

    **Vision**

    Begin typing here…….

    **Mission Statement**

    Begin typing here…….

    **Corporate Values & Culture**

    Begin typing here…….

    **Strength, Weaknesses, Opportunities, & Threats (SWOT) Analysis**

    Begin typing here…….

    **Competition**

    Begin typing here…….

    **Management team/Leadership**

    Begin typing here…….

    **Financial Outlook**

    Begin typing here…….

    **Strategies**

    Begin typing here…….

    **Conclusion** Comment by Dr. C: Conclusion does not go on separate page; follows essay body.

    Begin to summarize the main points of your topic in three to five sentences. The conclusion of your paper should re-phrase the points of what your reader should be left remembering, nothing new, concise and to the point.

    **References** Comment by Dr. C: There is a page break used so you do not have to worry about the reference page; it will always be on its own page.

    Lastname, C. (2008). Title of the source without caps except Proper Nouns or: First word after colon.
    _The Journal or Publication Italicized and Capped_, Vol#(Issue#), Page numbers.

    Lastname, O. (2010). Online journal using DOI or digital object identifier.
    _Main Online Journal_

    _Name_, Vol#(Issue#), 159-192. doi: 10.1000/182

    Lastname, W. (2009). If there is no DOI use the URL of the main website referenced.
    _Article_

    _Without DOI Reference_, Vol#(Issue#), 166-212. Retrieved from

    [http://www.mainwebsite.org](http://www.mainwebsite.org/)

    **## week8AssignmentInformation.docx**

    | | |
    | — | — |
    | |
    | | |
    | |
    | | |
    | **Course Objective:** Develop the skills to assess the success of the plan.<br> <br>· Evaluate strategic initiatives to leverage opportunities and mitigate threats to small businesses.<br>· Demonstrate how to build a competitive advantage through functional level strategy<br>**Prompt:**<br>Prepare a strategic plan based on the organization you selected in Week 1, that contains the following sections (several of which have already been covered in the Week 4 Mid-Term Essay):<br>· Executive Summary<br>· Company Overview<br>· Company History<br>· Vision & Mission Statements<br>· Management Team (roles & responsibilities)<br>· Products and/or Services<br>· SWOT Analysis<br>· Recommended action resulting from SWOT Analysis<br>· Competition<br>· Operations<br>· Financial Outlook (financial predictors)<br>· Strategies<br>· Conclusion<br>**Instructions:**<br>· <br>**Do not submit this assignment until after you have received feedback for Part 1 of the Strategic Plan from Week 4, in case any modifications are needed for the sections that are included within Part 1.**<br>· Paper must be written in <br>_7th Edition_ APA format using headers, headings, in-text references, reference page, 1' margins (<br>**use provided template**)<br> <br>· Make sure you use adequate, credible and reliable APA source citations to support your work.<br>· This strategic plan will incorporate what you have learned over the past 7 weeks. It is the full version that includes all sections, including those you previously completed for Part 1 in Week 4. You can modify the content of the sections you previously completed for Part 1 based on any feedback you may have received for that assignment, as well as any additional insight you may have gained since that assignment. <br>· This is to be a practical paper, so the focus should not be on theoretical aspects, but rather on aspects that are specific to your chosen company.<br>· You may review the sample strategic plans shared in the<br>**_resource section_** and use them as a guide in developing your strategic plan. Submittals of assignments/papers to previous courses are not accepted.<br> <br>· Review the example listed below prior to submittal.<br>**_DO NOT SIMPLY COPY AND PASTE MATERIAL FROM THE COMPANY WEBSITE._**<br>**Important Notes:**<br>· You must include a minimum of 10 sources and at least 5 must be from a peer-reviewed source (library/journal articles)<br>· Your paper should be in essay format, <br>not bulleted format.<br> <br>· Minimum 12 full pages of content (Word Document only no PDFs accepted) of strategic material (does not include cover page, executive summary nor reference pages); DO NOT GO OVER 14 pages of actual CONTENT (max content).<br>· All charts, graphs and pictures are to go in appendix (not a substitute for content).<br>· Once you submit your document to the assignment folder it will automatically be loaded to TURNITIN.COM within the course. Given that this submission will include content from the previously submitted Part 1 from Week 4, the match percentage may be high. As long as the matches are to your own original work, there will be no issue.<br>· Due Day 7, Week 8 by 11:59 pm ET.<br>· <br>**READ AND UNDERSTAND WHAT CHEATING/PLAGIARISM/ACADEMIC DISHONESTY ENTAILS:** [Prohibited Student Conduct | Student Handbook American Public University (apus.edu)](https://www.apu.apus.edu/student-handbook/university-policies-and-code-of-conduct/apus-student-code-of-conduct/prohibited-student-conduct/)<br>**_Please make sure you review the below links on what constitutes a paragraph, when to use a comma and the use of 1st person PRIOR to submitting your week one written assignment:_**<br>· <br>[APA 7th Edition](https://owl.purdue.edu/owl/research_and_citation/apa_style/apa_formatting_and_style_guide/apa_changes_7th_edition.html)<br>References<br>Brahma, S., & Economou, F. (2024). CEO power and corporate strategies: a review of the literature.<br>_Review of Quantitative Finance and Accounting, 62_(3), 1069-1143. <br>[https://doi.org/10.1007/s11156-023-01231-7](https://doi.org/10.1007/s11156-023-01231-7)<br>Li, F., Ruijs, N., & Lu, Y. (2023). Ethics & AI: A Systematic Review on Ethical Concerns and Related Strategies for Designing with AI in Healthcare.<br>_Ai, 4_(1), 28. <br>[https://doi.org/10.3390/ai4010003](https://doi.org/10.3390/ai4010003)<br>Norton, L. W. (2025). Artificial intelligence and organizational strategy: Ethical and governance implications.<br>_Consulting Psychology Journal, 77_(2), 131-141. <br>[https://doi.org/10.1037/cpb0000280](https://doi.org/10.1037/cpb0000280)<br>Lam, L., Nguyen, P., Le, N., & Tran, K. (2021). The Relation among Organizational Culture, Knowledge Management, and Innovation Capability: Its Implication for Open Innovation.<br>_Journal of Open Innovation : Technology, Market, and Complexity, 7_(1), 66. <br>[https://doi.org/10.3390/joitmc7010066](https://doi.org/10.3390/joitmc7010066)<br>Xu, S., & Ma, P. (2022). CEOs’ Poverty Experience and Corporate Social Responsibility: Are CEOs Who Have Experienced Poverty More Generous?: JBE.<br>_Journal of Business Ethics, 180_(2), 747-776. https://doi.org/10.1007/s10551-021-04899-w<br> <br>Week 1(Organization selected in week <br>The for-profit organization I previously worked for was Nike. Nike was founded in 1964 and is based in the surrounding region of Beaverton, Oregon.<br>The four components of the balanced scorecard would apply as follows: <br>Financial Perspective: NIKE Incorporated has over $51 billion in revenue and is the largest supplier of athletic equipment, shoes and apparel.<br>Customer Perspective: Nike consumers are continuously seeking athletic apparel due to Nikes creativity and modern innovation. Nike’s sports equipment and sneakers are outstanding in terms of comfort, durability and performance.<br>Internal Business Processes Perspective: Nike's internal strengths are its brand equity, Research & Development spending, and its digital platform. Threats include Under Armour, Puma, Reebok and Adidas.<br>Learning and Growth Perspective: Nike has insisted that offering solutions, and not symbols, should be the target for sustainability in buying power. In addition, diversifying and expanding into categories such as digital fitness and health technology. |

    **week4STRATEGICPLANPT1WILLCOLLINS.docx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week4strategicplanpt1willcollins-docx)

    **ExampleStrategicPlan.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/examplestrategicplan-pdf-10473003)

    **Artificial_intelligence_and_or.pdf**

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

    **CEO_power_and_corporate_strate.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/ceo-power-and-corporate-strate-pdf)

    **Gender_Marginalization_in_Spornike.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/gender-marginalization-in-spornike-pdf-10472993)

    **Ethics__AI_A_Systematic_Revi.pdf**

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    **EBSCO-FullText-11_24_2025nike.pdf**

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    **CEOs_Poverty_Experience_and_C.pdf**

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  • [Solved] Business Finance – Management Week 4 Assignment- Managerial Finance

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    **Financial Management Decision Making- Part 3** **Note:** In Weeks 1 and 2, you submitted Parts 1 and 2 of your Company Profile. This week, you will complete Part 3 of the profile as well as your recommendations to the managers of the mutual fund. As a reminder of the scenario, you have been hired …

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    **Financial Management Decision Making- Part 3**
    **Note:** In Weeks 1 and 2, you submitted Parts 1 and 2 of your Company Profile. This week, you will complete Part 3 of the profile as well as your recommendations to the managers of the mutual fund.
    As a reminder of the scenario, you have been hired by a mutual fund as a management consultant to evaluate a publicly held company that the fund is considering adding to its holdings. Specifically, you will appraise the company’s work environment/organizational culture, financial stability, domestic and international financial growth opportunities, ethical practices, diversity/composition of its board of directors, corporate social responsibility practices, and evidence-based decision-making practices. Based on your evaluation, you will develop an 8- to 10-page report (in total throughout Weeks 1–4) for the managers of the mutual fund that will include your recommendations as to whether this company aligns with the mutual fund’s investment philosophy, which emphasizes companies that are recognized for their practices related to ethics, social responsibility, and global expansion.
    In your report, be sure to include relevant citations from the Learning Resources, the Walden Library, and/or other appropriate academic sources to support your work.
    **To prepare for this Assignment:**
    – Return to your Module 1 Assignment Template to complete Part 3 of your Company Profile, as well as your recommendations to the Mutual Fund Managers.
    **Submit** your evaluation of value to shareholders, to include the following:
    **Company Profile, Part 3 (1 page)**
    Evaluate the company on its value to shareholders in the following area, being sure to provide relevant examples, details, and citations to support your evaluation:
    – Evidence-based decision-making practices
    **Recommendations to Mutual Fund Managers (1–2 pages)**
    – Based on your assessment of the company, synthesize your recommendations of whether or not to add the company to the holdings of the mutual fund. Be sure to justify your recommendations, with appropriate supporting details and references to relevant sources.
    \
    Week4AssignmentLearningResources-ManagerialFinance.docx](https://www.sweetstudy.com/files/week4assignmentlearningresources-managerialfinance-docx "Week4AssignmentLearningResources-ManagerialFinance.docx")
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    Module1AssignmentTemplate.docx](https://www.sweetstudy.com/files/module1assignmenttemplate-docx "Module1AssignmentTemplate.docx")

  • [Solved] Week 5 Discussion- Delivery of Healthcare

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    **Continuum of Care Scenario: Team A Discussion 2** For this team Discussion, you will have the opportunity to review the work of others and provide them with peer-reviewed feedback, as well as consider how their continuum of care might be improved. Further, you will be able to compare and contrast …

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    **Continuum of Care Scenario: Team A Discussion 2**
    For this team Discussion, you will have the opportunity to review the work of others and provide them with peer-reviewed feedback, as well as consider how their continuum of care might be improved. Further, you will be able to compare and contrast the other countries identified by your team members, outside of the United States, that are recognized for measuring outcomes and cost for every patient, the second element of a value-based care model.
    In this Discussion, you will continue to analyze your continuum of care scenario using the value-based care model, the IOM Aims, and a country comparison. You will continue to work with Team A and share your suggestions for improvements. Then, you will provide peer-review feedback on your colleagues’ suggestions, and they will do the same for you. This feedback will be incorporated into the Week 6 Assignment, which you should continue to update this week.
    **To prepare for this Discussion:**
    – Continue to collaborate with Team A to ensure that each member of your team receives peer-review feedback from at least two colleagues.
    – Locate your Community Profile and Continuum of Care document that you developed in Week 3 and return to your continuum of care scenario. Research how your community and specific diagnosis relate the following:
    – The value-based care element of: Measure outcomes and cost for every patient.
    – The IOM Aim of: Be effective.
    – Additionally, research and identify a country outside of the United States that has a healthcare delivery model that closely aligns with the value-based care element of “measure outcomes and cost for every patient.”
    **Post** your evaluation of a continuum of care scenario and country comparison based on your Week 3 Community Profile and Continuum of Care scenario, to address the following:
    – In one sentence, briefly identify the city/state in which your health community is located, the specific diagnosis for your identified health issue, and the country you used as a comparison.
    – Using at least one scholarly source, propose at least one improvement that could be made based on the following elements of the value-based care model:
    – Measure outcomes and cost for every patient
    – Using at least one scholarly source, propose at least one improvement that could be made based on the following IOM Aim:
    – Be effective
    – Using at least one scholarly source, compare your community’s model of healthcare delivery to the delivery model of the country that closely aligns with the value-based care element of “measure outcomes and cost for every patient.” What lessons—positive or negative—could your community learn from other countries?
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    Week5LearningResources-DeliveryofHealthcare.docx](https://www.sweetstudy.com/files/week5learningresources-deliveryofhealthcare-docx "Week5LearningResources-DeliveryofHealthcare.docx")
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    WK3Assgn_Campbell_L2.docx](https://www.sweetstudy.com/files/wk3assgn-campbell-l2-docx "WK3Assgn_Campbell_L2.docx")

  • [Solved] Week 5 Discussion- Managerial Finance

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    **The Financial Health of An Organization** How do you determine if an organization is healthy, from a financial perspective? For example, an organization might bring in a phenomenal number of sales in a given year, and, at first glance, most people might consider that organization to be in a health…

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    **The Financial Health of An Organization**
    How do you determine if an organization is healthy, from a financial perspective? For example, an organization might bring in a phenomenal number of sales in a given year, and, at first glance, most people might consider that organization to be in a healthy position. But how might that perspective change if it were discovered that the overhead costs were out of control? Or, what if the organization took out an enormous amount of debt? Are these circumstances negative or positive, or does that depend on other factors and interpretations? In this Discussion, you will use your own definition of _financial health_ to consider examples of financial health practices for a selected organization.
    **To prepare for this Discussion:**
    – Reflect on any knowledge or experience you have related to the concept of financial health.
    – Consider an example from an organization with which you are familiar. ( **Note:** It could be one where you have worked, or about which you have sufficient information to bring one or      more examples into this Discussion.) Then select two or more examples of practices employed by that organization that were reflective of financial health or a lack of financial health.
    – **Reminder:** Be sure to be aware of any personal biases you may have about the      organization or definitions of financial health you discuss this week. Also, be sure to support your assertions using an evidence-based approach.
    **Post** an analysis of a selected organization’s financial health practices, being sure to address the following:
    – Briefly define, in your own terms, what _financial health_ means from an organizational standpoint. Include in your definition the specific factors that would be taken into consideration      when assessing an organization’s financial health and stability. In other words, what would you need to show to demonstrate that an organization is healthy?
    – Identify two or more financial practices (good or bad) of an organization with which you are familiar, and categorize each practice based on your definition of organizational financial health, including a rationale for each categorization. Be sure to provide specific examples.
    **Note:** When using specific examples from your professional experience, be sure to disguise the names of any individual or organization and/or any proprietary or sensitive information.
    \
    Week5LearningResources-ManagerialFinance.docx](https://www.sweetstudy.com/files/week5learningresources-managerialfinance-docx "Week5LearningResources-ManagerialFinance.docx")
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    WAL_MBAX_6070_Module02_Part1_assignmentTemplate.xlsx](https://www.sweetstudy.com/files/wal-mbax-6070-module02-part1-assignmenttemplate-xlsx "WAL_MBAX_6070_Module02_Part1_assignmentTemplate.xlsx")
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    WAL_MBAX_6070_Module02_Part2_assignmentTemplate.docx](https://www.sweetstudy.com/files/wal-mbax-6070-module02-part2-assignmenttemplate-docx "WAL_MBAX_6070_Module02_Part2_assignmentTemplate.docx")

  • [Solved] Week 4 Discussion Response- Delivery of Healthcare

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    **Colleague 1** Angela Smith **One-sentence identification** My health community is Atlanta, GA (health issue: Accidents — unintentional injuries), and I compared it to Montgomery, AL. **Improvement to “Organize care around medical conditions”** **Proposed improvement:** Create an Integrated Practic…

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    **Colleague 1**
    Angela Smith
    **One-sentence identification**
    My health community is Atlanta, GA (health issue: Accidents — unintentional injuries), and I compared it to Montgomery, AL.
    **Improvement to “Organize care around medical conditions”**
    **Proposed improvement:** Create an Integrated Practice Unit (IPU) for injury care — a multidisciplinary, condition-focused team that manages the full cycle of care for patients with unintentional injuries (from prehospital triage and acute management through rehabilitation and return-to-function). The IPU would include trauma surgeons, emergency physicians, orthopedics, interventional radiology, rehabilitation therapists, case managers, social work, and data analysts working from shared protocols, outcome metrics, and bundled payment arrangements.
    **Why this is supported / evidence:** Porter and Teisberg’s value-based health care framework recommend organizing care around medical conditions using Integrated Practice Units to improve outcomes and reduce waste; IPUs concentrate expertise, standardize pathways, and measure outcomes across the entire care cycle (Porter & Lee, 2013). Recent literature on value-based integrated care and IPUs shows that condition-focused organization and integrated care pathways are central facilitators for improved value (van Hoorn et al., 2024; Teisberg, 2019). Integrated care pathways have been shown to standardize care and improve process and outcome measures in primary and acute care settings (Jerjes et al., 2024).
    Practical steps to implement (brief):
    1. Convene a cross-disciplinary steering group to define the injury care bundle and outcome set.
    2. Map the full patient journey (prehospital → ED → OR/IR → ICU → rehab → outpatient) and identify handoff points.
    3. Pilot the IPU on one high-volume injury type (e.g., motor vehicle trauma) with bundled financing and outcome measurement.
    4. Use rapid PDSA cycles to refine workflows and scale.
    **Improvement to the IOM Aim “Be patient-centered”**
    **Proposed improvement:** Implement a patient-centered trauma navigation and outcomes program that combines (a) routine collection of patient-reported outcome measures (PROMs) and patient-reported experience measures (PREMs) for injured patients, (b) dedicated patient navigators / care coordinators to manage follow-up and social needs, and (c) shared decision-making tools tailored to injury recovery trajectories.
    **Why this is supported / evidence:** The Institute of Medicine (IOM) long ago made patient-centered care a foundational aim — care must be respectful of and responsive to individual patient preferences, needs, and values (IOM, 2001). Research shows that collecting PROMs and using care navigators improves recovery planning, patient satisfaction, and can reveal social determinants that impede recovery (Edgman-Levitan, 2021; Tzelepis et al., 2015). Patient navigation and systematic PROM/PREM measurement help tailor care to what matters most to patients (function, pain, return to work), and they support shared decision making and continuity — core patient-centered practices (NAM, 2020–2021 commentary).
    Practical steps to implement (brief):
    1. Select validated PROMs relevant to injury (pain, physical function, return-to-work scales).
    2. Train and deploy injury navigators (nurse or social-work background) to coordinate outpatient rehab, home supports, and appointments.
    3. Incorporate PROM/PREM data into clinical huddles and IPU performance dashboards so care plans reflect patient goals.
    **Comparison: Atlanta (community model) vs Montgomery, AL (comparison community) lessons for organizing care around medical conditions**
    Current models (brief evidence):
    · Atlanta, GA has high-capacity, integrated trauma resources (e.g., Grady Memorial’s Marcus Level I Trauma Center) with strong academic-clinical linkages and multidisciplinary trauma teams that provide rapid, centralized, high-volume care for severe injuries (Grady Health System, n.d.; Emory/Grady affiliations).
    · Montgomery, AL has capable regional hospitals (e.g., Baptist Medical Center South, Jackson Hospital) that provide broad acute and specialty services but do not match Atlanta’s Level I trauma volume or regional trauma resources (Jackson Hospital; Baptist Medical Center South web pages).
    Lessons (positive and negative) and how Atlanta could learn from Montgomery (and vice versa):
    · Positive lessons Montgomery → Atlanta (scaling community responsiveness):
    o Local access and continuity: Montgomery hospitals emphasize community-level access and outpatient linkages. Atlanta’s large, centralized systems can sometimes feel distant to patients in outlying neighborhoods; Atlanta IPUs should ensure partnerships with community hospitals and outpatient providers to maintain local continuity and timely follow-up (Jackson Hospital; Baptist Health info). Embedding outreach clinics or formal transfer/return pathways preserves patient-centered access across the region.
    · Positive lessons Atlanta → Montgomery (regionalization & specialization):
    o Regionalized trauma expertise improves survival: Strong evidence shows that regionalized trauma systems and care at high-volume trauma centers reduce mortality (MacKenzie et al., 2006; Sampalis et al., 1999). Montgomery can benefit from formalized transfer agreements, shared protocols, and tele trauma support to access Atlanta’s expertise when needed. Tele-trauma and telemedicine programs have been associated with improved initial trauma care and faster definitive disposition (Hashmi et al., 2023; UAB research highlights).
    · Potential negative lessons / cautions:
    o Resource intensity and equity: Atlanta’s high-resource, high-volume trauma center model is expensive and may centralize services in ways that create access gaps for nearby communities. Montgomery must weigh the costs of creating specialty centers against scalable alternatives (tele trauma, targeted pathway development) that preserve local access.
    o Implementation complexity: Creating IPUs or regionalized networks requires governance, data sharing agreements, and financing models (bundled payments) that smaller systems may find difficult; phased pilots and tele-health can mitigate this.
    Bottom line: Atlanta’s strength in centralized, high-volume trauma care positions it well to implement an IPU around unintentional injuries; Montgomery can be a practical partner by improving transfer pathways and adding tele-trauma support. Both communities can learn from each other: Atlanta should preserve local access and equity while Montgomery can adopt scaled integrated practices and tele-health linkages to benefit patients without needing a full Level I center locally.
    **References:**
    Edgman-Levitan, S. (2021). Patient-centered care: Achieving higher quality by designing care around the patient. BMJ Evidence-Based Medicine. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7934513/
    Grady Health System. (n.d.). Marcus Trauma Center / Trauma and ER. https://www.gradyhealth.org/services/trauma-and-er/
    Hashmi, Z. G., et al. (2023). Using telehealth to improve access to trauma care among rural patients. Journal of the American College of Surgeons (Viewpoint). https://pubmed.ncbi.nlm.nih.gov/37672235/
    Jerjes, W., et al. (2024). Enhancing primary care through integrated care pathways. BMC Primary Care. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC11669714/
    MacKenzie, E. J., et al. (2006). A national evaluation of the effect of trauma-center care on mortality. New England Journal of Medicine, 354, 366–378. https://www.nejm.org/doi/full/10.1056/NEJMsa052049
    Porter, M. E., & Lee, T. H. (2013). The strategy that will fix health care. Harvard Business Review. https://hbr.org/2013/10/the-strategy-that-will-fix-health-care
    Sampalis, J. S., et al. (1999). Trauma care regionalization: a process–outcome evaluation. Journal of Trauma. https://pubmed.ncbi.nlm.nih.gov/10217218/
    Teisberg, E. (2019). Defining and implementing value-based health care. Health Affairs / NEJM Catalyst. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7185050/
    Tzelepis, F., et al. (2015). Measuring the quality of patient-centered care. BMC Health Services Research. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4484696/
    van Hoorn, E. S., et al. (2024). Value-Based Integrated Care: A systematic literature review. International Journal of Integrated Care. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC11016279/
    Jackson Hospital. (n.d.). Jackson Hospital — Montgomery, AL. https://www.jackson.org/
    Baptist Medical Center South. (n.d.). Baptist Health / Montgomery, AL. https://www.baptistfirst.org/locations/ (see Baptist Medical Center South).
    **Colleague 2**
    Keona Wilson
    **Continuum of Care and Country Comparison**
    This discussion board post will build on my Week 3 community profile and continuum-of-care analysis of unintentional motor-vehicle crashes in Des Moines, Iowa, and compare the local healthcare delivery model with Sweden’s coordinated trauma and injury-prevention system.
    **Organized Care Around Medical Conditions (Value-Based Care Element)**
    As I highlighted in my week 3 community profile report, individuals injured in motor vehicle crashes in the city of Des Moines will move through multiple settings across the continuum of care, including emergency medical services, acute trauma care, inpatient rehabilitation, outpatient specialty clinics, and prevention initiatives. While all these services provide essential care for injured patients, they primarily operate as separate components rather than as an integrated, condition-focused system. One improvement that could align with value-based care is the development of standardized, diagnosis-specific trauma care pathways that formally link these specialties to promote positive patient outcomes. According to Porter & Lee, organizing care around the patient's medical condition rather than individual care settings will improve outcomes, reduce duplication of services and tests, and enhance efficiency. (Porter & Lee, 2013). Sweden has a trauma system that exemplifies this approach by coordinating care across the injury continuum, supported by national trauma registries and regional care networks. (World Health Organization,2023) If the city of Des Moines implemented similar coordinated pathways, it could improve continuity of care and overall value.
    **Be Patient-Centered (Institute of Medicine Aim)**
    To better meet the IOM aim of being patient-centered, my assigned city could strengthen patient-engagement and provide post-discharge support, primarily during the transitions between acute care to rehabilitation and outpatient services. Patient-centered care defined by the Institute of Medine emphasizes that shared-decision making, clear communication, and having respect for individuals’ needs and preferences is most beneficial for healthcare departments to poses. (Institute of Medicine,2001) Evidence from the peer-based article suggested that trauma patients whose doctors communicate effective discharge methods and share coordinated follow-up plans are more likely to adhere to rehabilitation plans while improving functional outcomes. (Berwick et al.,2008) Further enhancing patient-centered practices within an existing continuum could reduce care gaps and improve patient satisfaction and recovery.
    **Comparison with Sweden’s Healthcare Delivery Model**
    Compared to the healthcare delivery model for Des Moines, Sweden has a system that closely aligns with the value-based care principle of organizing care around medical conditions. Sweden also has a Vision Zero initiative, which treats motor-vehicle injuries as a preventable public health issue and aims to integrate prevention efforts, emergency response, hospital care, rehabilitation, and long-term recovery into a unified system. (Vision Zero Network, 2013). This contrasts directly with the Des Moines model, to the extent that prevention efforts are led by the Iowa DOT and clinical care is delivered by the healthcare organization, resulting in a parallel system rather than a fully integrated one. Research from the OECD International Transport Forum indicated that Sweden’s coordinated approach has contributed substantially to lower traffic-related mortality rates than those in the United States. (OECD,2024). Des Moines could learn from Sweden by emphasizing system-wide coordination, standardized trauma pathways, and the integration of prevention with clinical care.
    **Resources:**
    Berwick, D. M., Nolan, T. W., & Whittington, J. (2008). The Triple Aim: Care, health, and Cost. _Health Affairs (Project Hope)_, _27_(3), 759–769. [https://doi.org/10.1377/hlthaff.27.3.759Links to an external site.](https://doi.org/10.1377/hlthaff.27.3.759)
    Institute of Medicine. (2001). _Crossing the Quality Chasm: A New Health System for the 21st Century_. National Academies Press. [https://doi.org/10.17226/10027Links to an external site.](https://doi.org/10.17226/10027)
    Porter, M., & Lee, T. (2013). _The strategy that will fix health care_. Harvard Business Review. [https://hbr.org/2013/10/the-strategy-that-will-fix-health-careLinks to an external site.](https://hbr.org/2013/10/the-strategy-that-will-fix-health-care)
    Ronan. (2024, December 18). _Road Safety Annual Report 2024_. ITF. [https://www.itf-oecd.org/road-safety-annual-report-2024Links to an external site.](https://www.itf-oecd.org/road-safety-annual-report-2024)
    Vision Zero Network. (2013). _What is Vision Zero?_ Visionzeronetwork.org; Vision Zero Network. [https://visionzeronetwork.org/about/what-is-vision-zero/Links to an external site.](https://visionzeronetwork.org/about/what-is-vision-zero/)
    World Health Organization. (2023, December 13). _Global status report on road safety 2023_. Www.who.int. [https://www.who.int/publications/i/item/9789240086517Links to an external site.](https://www.who.int/publications/i/item/9789240086517)
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    Week4LearningResources-DeliveryofHealthcare.docx](https://www.sweetstudy.com/files/week4learningresources-deliveryofhealthcare-docx-10472451 "Week4LearningResources-DeliveryofHealthcare.docx")

  • [Solved] BUSINESS( NO PLAGARISM A+ WORK, ON TIME)

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    tutor discussion & assignment – ## BUSN604Week7Template2025.docx – ## wkds7.docx – EBSCO-FullText-12_18_2025.pdf – Too_Big_To_Ignore_A_feasibi.pdf – TechnicalEconomic_Feasibility.pdf **## BUSN604Week7Template2025.docx** 2 Week 7 Assignment Name University Course BUSN604: Fundamentals of Busi…

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    tutor discussion & assignment

    – ## BUSN604Week7Template2025.docx

    – ## wkds7.docx

    – EBSCO-FullText-12_18_2025.pdf
    – Too_Big_To_Ignore_A_feasibi.pdf
    – TechnicalEconomic_Feasibility.pdf

    **## BUSN604Week7Template2025.docx**

    2

    Week 7 Assignment

    Name

    University

    Course BUSN604: Fundamentals of Business Analysis

    Instructor

    Date

    **Introduction**

    Introduce the topic for this paper. Discuss the
    _how, what, why, where, who_ as you determine the feasibility of investing in a new product line in a foreign country, or keeping operations in the U.S. Choose a specific product line as an example in the analysis.

    **Factors**

    A.
    **Qualitative**

    In this section, define qualitative factors. Identify and describe a minimum of 3 factors you could use in your analysis. Why did you choose these factors? Why is it important to include qualitative measures in decision-making?

    B.
    **Quantitative**

    In this section, define quantitative factors. Identify and describe a minimum of 3 factors you could use in your analysis. Why did you choose these factors? Why is it important to include quantitative measures in decision-making?

    C.
    **Similarities**

    Evaluate the similarities when considering keeping an investment in the U.S. or expanding to a foreign country. Include a discussion on free trade.

    D.
    **Differences**

    Discuss the differences when considering keeping an investment in the U.S. or expanding to a foreign country. Include a discussion on free trade.

    **Recommendation**

    Determine the various financial, operational, and strategic factors needed to support a recommendation for or against company expansion.

    **Conclusion**

    Wrap up major points you would share with others in the Finance Department.

    References (start on next page)

    Include a minimum of 3 references.

    AI tool(s) used must be referenced.

    **## wkds7.docx**

    1

    **JR RESPOND ( NO MORE THAN 150-200 WORDS)**

    Apple Inc. has a history of making efforts to include ethical considerations in its strategic decision-making. As a global technology firm with complex supply chains, data collection and privacy concerns, and significant market influence, Apple’s business operations have been subjected to higher ethical expectations. Leadership has tried – with varying degrees of success or failure – to integrate ethics in three main areas: privacy, supply chain and environmental concerns, and corporate governance.

    Apple has made a consistent effort to include privacy as an ethical priority in strategic planning and communication. The leadership team has claimed privacy as a “fundamental human right” on several occasions, and this has manifested itself in the architecture of Apple’s products. The prioritization of on-device data processing, App Tracking Transparency, and privacy-enhancing technologies such as default encryption have clearly been chosen due to ethical commitments. The company has allocated significant resources to this strategic direction, while also choosing to forgo advertising and data-mining profits that some competitors pursue. In this case, there has been no trade-off with profitability, as privacy has been translated into competitive advantage and brand trust.

    Apple’s ethical efforts have also been visible in its approach to environmental sustainability and carbon neutrality. Leadership has made commitments to not only make Apple’s corporate operations carbon neutral, but also the entire lifecycle of its products. This strategic approach is operationalized in a number of initiatives that are becoming more visible in new products: recycled materials, renewable energy purchasing and investments, supply chain emissions reductions, and circular economy initiatives. The capital investment and strategic requirements for this suggest a prioritization of public ethical commitments, though also a calculation that there is minimal cost in the long-term as renewables and recycling become more competitive. Still, the relatively rapid change in corporate language around this issue has led some critics to accuse Apple of “greenwashing”.

    Apple’s integration of ethics into its global supply-chain strategy and labor practices has had more mixed results. Although it has put into place a code of conduct and supplier audit system, there have been well-documented and repeated scandals about violations of these ethical commitments by its overseas manufacturing partners. Apple has been connected to labor abuses such as forced labor, excessive overtime, and unsafe working conditions. Leadership has tried to adapt to these controversies by increasing audits, producing transparency reports, and in some cases moving production out of certain countries. Yet the strategic reality is that Apple’s business model is highly dependent on low-cost and efficiency-driven manufacturing at scale, primarily in China. The ethical requirements of transparent, living-wage, and rights-based labor are often in tension with this strategic economic and political dependency. Leadership has tried to improve working conditions and align more with local legal frameworks where possible, but structural change in this area is challenging and increases costs, threatens production schedules, and can reduce profit margins.

    Apple has also been challenged on market power and antitrust issues, especially as they are applied to its App Store policies, which are seen as unfair by some developers and limiting competition and consumer choice. The company has argued that its commissions and store policies are required for security and overall quality. However, regulators in multiple countries have challenged this, with mixed success. Leadership has pushed back hard on changes to its platform, in part to protect its profit share. This is another area where ethics is more challenging to align with strategic interests and profitability.

    In summary, Apple’s leadership has made some meaningful attempts to integrate ethics into its strategic planning, especially when it comes to privacy and environmental sustainability. In these areas, public ethical commitments have been translated into a competitive advantage. Labor practices and supply-chain transparency, however, as well as market dominance, have proven more challenging, as has incorporating ethical concerns into longer-term shareholder expectations. Apple’s strategic approach to ethics shows that it is not a fixed state but an ongoing process that is subject to technological, economic, and geopolitical changes.

    **DD RESPOND ( NO MORE THAN 150-200 WORDS)**

    The incorporation of ethical principles into strategic planning is especially important for defense contractors, and General Dynamics (GD) offers a very good case study on the way in which leadership takes the effort to balance profitability with social responsibility. As a major defense contractor operating in highly regulated markets, GD's implementation of ethics in its business strategy is reflected in formal governance structures, compliance systems and leadership oversight. The company has an extensive Code of Conduct and mandatory ethics training along with internal reporting systems designed to help guide decision making in all business units. These tools help ensure that strategic initiatives are aligned with financial objectives, as well as legal and ethical obligations and/or national security requirements.

    Leadership at General Dynamics has done a fairly good job in institutionalizing ethical considerations by making them a part of risk assessment, contract selection, and long term investment decisions. For example, before ever setting foot in or expanding contracts, GD examines compliance with U.S. defense regulations, export controls, and anti corruption laws. Ethical leadership also impacts the allocation of resources, with large investments in infrastructure for compliance, cyber security and employee ethics training. I think that these actions are reflective of a deontological approach to ethics, which focuses on one's duty, responsibility, and adherence to principles even when the cost of complying with them is higher.

    Nonetheless, having to balance between profitability and social responsibility is an ongoing challenge. One particular tension is based on government dependence on defense spending, which can include weapons systems or military technologies that trigger ethical concerns from the public as well as advocacy groups. While these contracts are legal and as important as they are strategically, they may contradict broader societal debates on issues of militarization, arms sales, and global conflict. Additionally, operating internationally brings its own risks in terms of supply chain ethics, labor standards and geopolitical instability, and constant monitoring is necessary to prevent reputational and ethical breakdowns.

    **ASSIGNMENT ( NO MORE THAN 675-700 WORDS)( USE TEMPLATE)**

    Prompt:

    You are an employee in the Financial Department of a medium-sized company of your choice. The company must determine the feasibility of the company making an investment in a new product line overseas or keeping it in the US. Propose the methods or techniques used to make proper capital budgeting decisions.

    Assignment Directions:

    Important: Use the template provided for this assignment. Include citations in each section.

    You will NOT develop the actual case analysis and provide an outcome.

    For this assignment, apply AI tools to research a company for a product line. In a minimum of 675 content words:

    Describe the product.

    Identify 3 qualitative and 3 quantitative factors to consider and justify why you included each in analyzing the scenario presented.

    Evaluate the similarities and differences between investing in the US and in a foreign country and include a discussion on free trade.

    Determine the various financial, operational, and strategic factors needed to support a recommendation for or against company expansion.

    Cardiec, F., Bertrand, S., Witt, M. J., Metcalfe, K., Godley, B. J., McClellan, C., Vilela, R., Parnell, R. J., & François le Loc’h. (2020). “Too Big To Ignore”: A feasibility analysis of detecting fishing events in Gabonese small-scale fisheries.
    _PLoS One, 15_(6)
    [https://doi.org/10.1371/journal.pone.0234091](https://doi.org/10.1371/journal.pone.0234091)

    Xing, Y., Tan Aditya, D. S., & Ma, Y. (2022). Technical–Economic Feasibility Analysis of Subsea Shuttle Tanker.
    _Journal of Marine Science and Engineering, 10_(1), 20. https://doi.org/10.3390/jmse10010020

    **EBSCO-FullText-12_18_2025.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/ebsco-fulltext-12-18-2025-pdf)

    **Too_Big_To_Ignore_A_feasibi.pdf**

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

    **TechnicalEconomic_Feasibility.pdf**

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

    **TechnicalEconomic_Feasibility.pdf**

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

    **## BUSN604Week7Template2025.docx**

    2

    Week 7 Assignment

    Name

    University

    Course BUSN604: Fundamentals of Business Analysis

    Instructor

    Date

    **Introduction**

    Introduce the topic for this paper. Discuss the
    _how, what, why, where, who_ as you determine the feasibility of investing in a new product line in a foreign country, or keeping operations in the U.S. Choose a specific product line as an example in the analysis.

    **Factors**

    A.
    **Qualitative**

    In this section, define qualitative factors. Identify and describe a minimum of 3 factors you could use in your analysis. Why did you choose these factors? Why is it important to include qualitative measures in decision-making?

    B.
    **Quantitative**

    In this section, define quantitative factors. Identify and describe a minimum of 3 factors you could use in your analysis. Why did you choose these factors? Why is it important to include quantitative measures in decision-making?

    C.
    **Similarities**

    Evaluate the similarities when considering keeping an investment in the U.S. or expanding to a foreign country. Include a discussion on free trade.

    D.
    **Differences**

    Discuss the differences when considering keeping an investment in the U.S. or expanding to a foreign country. Include a discussion on free trade.

    **Recommendation**

    Determine the various financial, operational, and strategic factors needed to support a recommendation for or against company expansion.

    **Conclusion**

    Wrap up major points you would share with others in the Finance Department.

    References (start on next page)

    Include a minimum of 3 references.

    AI tool(s) used must be referenced.

    **## wkds7.docx**

    1

    **JR RESPOND ( NO MORE THAN 150-200 WORDS)**

    Apple Inc. has a history of making efforts to include ethical considerations in its strategic decision-making. As a global technology firm with complex supply chains, data collection and privacy concerns, and significant market influence, Apple’s business operations have been subjected to higher ethical expectations. Leadership has tried – with varying degrees of success or failure – to integrate ethics in three main areas: privacy, supply chain and environmental concerns, and corporate governance.

    Apple has made a consistent effort to include privacy as an ethical priority in strategic planning and communication. The leadership team has claimed privacy as a “fundamental human right” on several occasions, and this has manifested itself in the architecture of Apple’s products. The prioritization of on-device data processing, App Tracking Transparency, and privacy-enhancing technologies such as default encryption have clearly been chosen due to ethical commitments. The company has allocated significant resources to this strategic direction, while also choosing to forgo advertising and data-mining profits that some competitors pursue. In this case, there has been no trade-off with profitability, as privacy has been translated into competitive advantage and brand trust.

    Apple’s ethical efforts have also been visible in its approach to environmental sustainability and carbon neutrality. Leadership has made commitments to not only make Apple’s corporate operations carbon neutral, but also the entire lifecycle of its products. This strategic approach is operationalized in a number of initiatives that are becoming more visible in new products: recycled materials, renewable energy purchasing and investments, supply chain emissions reductions, and circular economy initiatives. The capital investment and strategic requirements for this suggest a prioritization of public ethical commitments, though also a calculation that there is minimal cost in the long-term as renewables and recycling become more competitive. Still, the relatively rapid change in corporate language around this issue has led some critics to accuse Apple of “greenwashing”.

    Apple’s integration of ethics into its global supply-chain strategy and labor practices has had more mixed results. Although it has put into place a code of conduct and supplier audit system, there have been well-documented and repeated scandals about violations of these ethical commitments by its overseas manufacturing partners. Apple has been connected to labor abuses such as forced labor, excessive overtime, and unsafe working conditions. Leadership has tried to adapt to these controversies by increasing audits, producing transparency reports, and in some cases moving production out of certain countries. Yet the strategic reality is that Apple’s business model is highly dependent on low-cost and efficiency-driven manufacturing at scale, primarily in China. The ethical requirements of transparent, living-wage, and rights-based labor are often in tension with this strategic economic and political dependency. Leadership has tried to improve working conditions and align more with local legal frameworks where possible, but structural change in this area is challenging and increases costs, threatens production schedules, and can reduce profit margins.

    Apple has also been challenged on market power and antitrust issues, especially as they are applied to its App Store policies, which are seen as unfair by some developers and limiting competition and consumer choice. The company has argued that its commissions and store policies are required for security and overall quality. However, regulators in multiple countries have challenged this, with mixed success. Leadership has pushed back hard on changes to its platform, in part to protect its profit share. This is another area where ethics is more challenging to align with strategic interests and profitability.

    In summary, Apple’s leadership has made some meaningful attempts to integrate ethics into its strategic planning, especially when it comes to privacy and environmental sustainability. In these areas, public ethical commitments have been translated into a competitive advantage. Labor practices and supply-chain transparency, however, as well as market dominance, have proven more challenging, as has incorporating ethical concerns into longer-term shareholder expectations. Apple’s strategic approach to ethics shows that it is not a fixed state but an ongoing process that is subject to technological, economic, and geopolitical changes.

    **DD RESPOND ( NO MORE THAN 150-200 WORDS)**

    The incorporation of ethical principles into strategic planning is especially important for defense contractors, and General Dynamics (GD) offers a very good case study on the way in which leadership takes the effort to balance profitability with social responsibility. As a major defense contractor operating in highly regulated markets, GD's implementation of ethics in its business strategy is reflected in formal governance structures, compliance systems and leadership oversight. The company has an extensive Code of Conduct and mandatory ethics training along with internal reporting systems designed to help guide decision making in all business units. These tools help ensure that strategic initiatives are aligned with financial objectives, as well as legal and ethical obligations and/or national security requirements.

    Leadership at General Dynamics has done a fairly good job in institutionalizing ethical considerations by making them a part of risk assessment, contract selection, and long term investment decisions. For example, before ever setting foot in or expanding contracts, GD examines compliance with U.S. defense regulations, export controls, and anti corruption laws. Ethical leadership also impacts the allocation of resources, with large investments in infrastructure for compliance, cyber security and employee ethics training. I think that these actions are reflective of a deontological approach to ethics, which focuses on one's duty, responsibility, and adherence to principles even when the cost of complying with them is higher.

    Nonetheless, having to balance between profitability and social responsibility is an ongoing challenge. One particular tension is based on government dependence on defense spending, which can include weapons systems or military technologies that trigger ethical concerns from the public as well as advocacy groups. While these contracts are legal and as important as they are strategically, they may contradict broader societal debates on issues of militarization, arms sales, and global conflict. Additionally, operating internationally brings its own risks in terms of supply chain ethics, labor standards and geopolitical instability, and constant monitoring is necessary to prevent reputational and ethical breakdowns.

    **ASSIGNMENT ( NO MORE THAN 675-700 WORDS)( USE TEMPLATE)**

    Prompt:

    You are an employee in the Financial Department of a medium-sized company of your choice. The company must determine the feasibility of the company making an investment in a new product line overseas or keeping it in the US. Propose the methods or techniques used to make proper capital budgeting decisions.

    Assignment Directions:

    Important: Use the template provided for this assignment. Include citations in each section.

    You will NOT develop the actual case analysis and provide an outcome.

    For this assignment, apply AI tools to research a company for a product line. In a minimum of 675 content words:

    Describe the product.

    Identify 3 qualitative and 3 quantitative factors to consider and justify why you included each in analyzing the scenario presented.

    Evaluate the similarities and differences between investing in the US and in a foreign country and include a discussion on free trade.

    Determine the various financial, operational, and strategic factors needed to support a recommendation for or against company expansion.

    Cardiec, F., Bertrand, S., Witt, M. J., Metcalfe, K., Godley, B. J., McClellan, C., Vilela, R., Parnell, R. J., & François le Loc’h. (2020). “Too Big To Ignore”: A feasibility analysis of detecting fishing events in Gabonese small-scale fisheries.
    _PLoS One, 15_(6)
    [https://doi.org/10.1371/journal.pone.0234091](https://doi.org/10.1371/journal.pone.0234091)

    Xing, Y., Tan Aditya, D. S., & Ma, Y. (2022). Technical–Economic Feasibility Analysis of Subsea Shuttle Tanker.
    _Journal of Marine Science and Engineering, 10_(1), 20. https://doi.org/10.3390/jmse10010020

    **EBSCO-FullText-12_18_2025.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/ebsco-fulltext-12-18-2025-pdf)

    **Too_Big_To_Ignore_A_feasibi.pdf**

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

    **TechnicalEconomic_Feasibility.pdf**

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

    **## BUSN604Week7Template2025.docx**

    2

    Week 7 Assignment

    Name

    University

    Course BUSN604: Fundamentals of Business Analysis

    Instructor

    Date

    **Introduction**

    Introduce the topic for this paper. Discuss the
    _how, what, why, where, who_ as you determine the feasibility of investing in a new product line in a foreign country, or keeping operations in the U.S. Choose a specific product line as an example in the analysis.

    **Factors**

    A.
    **Qualitative**

    In this section, define qualitative factors. Identify and describe a minimum of 3 factors you could use in your analysis. Why did you choose these factors? Why is it important to include qualitative measures in decision-making?

    B.
    **Quantitative**

    In this section, define quantitative factors. Identify and describe a minimum of 3 factors you could use in your analysis. Why did you choose these factors? Why is it important to include quantitative measures in decision-making?

    C.
    **Similarities**

    Evaluate the similarities when considering keeping an investment in the U.S. or expanding to a foreign country. Include a discussion on free trade.

    D.
    **Differences**

    Discuss the differences when considering keeping an investment in the U.S. or expanding to a foreign country. Include a discussion on free trade.

    **Recommendation**

    Determine the various financial, operational, and strategic factors needed to support a recommendation for or against company expansion.

    **Conclusion**

    Wrap up major points you would share with others in the Finance Department.

    References (start on next page)

    Include a minimum of 3 references.

    AI tool(s) used must be referenced.

    **## wkds7.docx**

    1

    **JR RESPOND ( NO MORE THAN 150-200 WORDS)**

    Apple Inc. has a history of making efforts to include ethical considerations in its strategic decision-making. As a global technology firm with complex supply chains, data collection and privacy concerns, and significant market influence, Apple’s business operations have been subjected to higher ethical expectations. Leadership has tried – with varying degrees of success or failure – to integrate ethics in three main areas: privacy, supply chain and environmental concerns, and corporate governance.

    Apple has made a consistent effort to include privacy as an ethical priority in strategic planning and communication. The leadership team has claimed privacy as a “fundamental human right” on several occasions, and this has manifested itself in the architecture of Apple’s products. The prioritization of on-device data processing, App Tracking Transparency, and privacy-enhancing technologies such as default encryption have clearly been chosen due to ethical commitments. The company has allocated significant resources to this strategic direction, while also choosing to forgo advertising and data-mining profits that some competitors pursue. In this case, there has been no trade-off with profitability, as privacy has been translated into competitive advantage and brand trust.

    Apple’s ethical efforts have also been visible in its approach to environmental sustainability and carbon neutrality. Leadership has made commitments to not only make Apple’s corporate operations carbon neutral, but also the entire lifecycle of its products. This strategic approach is operationalized in a number of initiatives that are becoming more visible in new products: recycled materials, renewable energy purchasing and investments, supply chain emissions reductions, and circular economy initiatives. The capital investment and strategic requirements for this suggest a prioritization of public ethical commitments, though also a calculation that there is minimal cost in the long-term as renewables and recycling become more competitive. Still, the relatively rapid change in corporate language around this issue has led some critics to accuse Apple of “greenwashing”.

    Apple’s integration of ethics into its global supply-chain strategy and labor practices has had more mixed results. Although it has put into place a code of conduct and supplier audit system, there have been well-documented and repeated scandals about violations of these ethical commitments by its overseas manufacturing partners. Apple has been connected to labor abuses such as forced labor, excessive overtime, and unsafe working conditions. Leadership has tried to adapt to these controversies by increasing audits, producing transparency reports, and in some cases moving production out of certain countries. Yet the strategic reality is that Apple’s business model is highly dependent on low-cost and efficiency-driven manufacturing at scale, primarily in China. The ethical requirements of transparent, living-wage, and rights-based labor are often in tension with this strategic economic and political dependency. Leadership has tried to improve working conditions and align more with local legal frameworks where possible, but structural change in this area is challenging and increases costs, threatens production schedules, and can reduce profit margins.

    Apple has also been challenged on market power and antitrust issues, especially as they are applied to its App Store policies, which are seen as unfair by some developers and limiting competition and consumer choice. The company has argued that its commissions and store policies are required for security and overall quality. However, regulators in multiple countries have challenged this, with mixed success. Leadership has pushed back hard on changes to its platform, in part to protect its profit share. This is another area where ethics is more challenging to align with strategic interests and profitability.

    In summary, Apple’s leadership has made some meaningful attempts to integrate ethics into its strategic planning, especially when it comes to privacy and environmental sustainability. In these areas, public ethical commitments have been translated into a competitive advantage. Labor practices and supply-chain transparency, however, as well as market dominance, have proven more challenging, as has incorporating ethical concerns into longer-term shareholder expectations. Apple’s strategic approach to ethics shows that it is not a fixed state but an ongoing process that is subject to technological, economic, and geopolitical changes.

    **DD RESPOND ( NO MORE THAN 150-200 WORDS)**

    The incorporation of ethical principles into strategic planning is especially important for defense contractors, and General Dynamics (GD) offers a very good case study on the way in which leadership takes the effort to balance profitability with social responsibility. As a major defense contractor operating in highly regulated markets, GD's implementation of ethics in its business strategy is reflected in formal governance structures, compliance systems and leadership oversight. The company has an extensive Code of Conduct and mandatory ethics training along with internal reporting systems designed to help guide decision making in all business units. These tools help ensure that strategic initiatives are aligned with financial objectives, as well as legal and ethical obligations and/or national security requirements.

    Leadership at General Dynamics has done a fairly good job in institutionalizing ethical considerations by making them a part of risk assessment, contract selection, and long term investment decisions. For example, before ever setting foot in or expanding contracts, GD examines compliance with U.S. defense regulations, export controls, and anti corruption laws. Ethical leadership also impacts the allocation of resources, with large investments in infrastructure for compliance, cyber security and employee ethics training. I think that these actions are reflective of a deontological approach to ethics, which focuses on one's duty, responsibility, and adherence to principles even when the cost of complying with them is higher.

    Nonetheless, having to balance between profitability and social responsibility is an ongoing challenge. One particular tension is based on government dependence on defense spending, which can include weapons systems or military technologies that trigger ethical concerns from the public as well as advocacy groups. While these contracts are legal and as important as they are strategically, they may contradict broader societal debates on issues of militarization, arms sales, and global conflict. Additionally, operating internationally brings its own risks in terms of supply chain ethics, labor standards and geopolitical instability, and constant monitoring is necessary to prevent reputational and ethical breakdowns.

    **ASSIGNMENT ( NO MORE THAN 675-700 WORDS)( USE TEMPLATE)**

    Prompt:

    You are an employee in the Financial Department of a medium-sized company of your choice. The company must determine the feasibility of the company making an investment in a new product line overseas or keeping it in the US. Propose the methods or techniques used to make proper capital budgeting decisions.

    Assignment Directions:

    Important: Use the template provided for this assignment. Include citations in each section.

    You will NOT develop the actual case analysis and provide an outcome.

    For this assignment, apply AI tools to research a company for a product line. In a minimum of 675 content words:

    Describe the product.

    Identify 3 qualitative and 3 quantitative factors to consider and justify why you included each in analyzing the scenario presented.

    Evaluate the similarities and differences between investing in the US and in a foreign country and include a discussion on free trade.

    Determine the various financial, operational, and strategic factors needed to support a recommendation for or against company expansion.

    Cardiec, F., Bertrand, S., Witt, M. J., Metcalfe, K., Godley, B. J., McClellan, C., Vilela, R., Parnell, R. J., & François le Loc’h. (2020). “Too Big To Ignore”: A feasibility analysis of detecting fishing events in Gabonese small-scale fisheries.
    _PLoS One, 15_(6)
    [https://doi.org/10.1371/journal.pone.0234091](https://doi.org/10.1371/journal.pone.0234091)

    Xing, Y., Tan Aditya, D. S., & Ma, Y. (2022). Technical–Economic Feasibility Analysis of Subsea Shuttle Tanker.
    _Journal of Marine Science and Engineering, 10_(1), 20. https://doi.org/10.3390/jmse10010020

    **EBSCO-FullText-12_18_2025.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/ebsco-fulltext-12-18-2025-pdf)

    **Too_Big_To_Ignore_A_feasibi.pdf**

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

    **TechnicalEconomic_Feasibility.pdf**

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

    – 1
    – 2
    – 3
    – 4
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    **Planning and Decision-Making in Public Health Organizations, Public Health and the Fundamentals of Managing It, Ethics for Public Health Managers and Workforce Diversity**
    **Pick one interest to discuss…..**
    – Reflect on an aspect(s) of this course that was or were of particular interest to you or might have implications for choices that you make for your career in healthcare.
    – Be sure to respond to at least one of your classmates’ posts.