Syllabus Navigation: Bus-421: Business Administration Capstone

BUS-421: BUSINESS ADMINISTRATION CAPSTONE
Guided Study Syllabus
SYLLABUS NAVIGATION
SYLLABUS MODULE 4
● Course Description ● Overview
● Course Objectives ● Objectives
● Course Materials ● Study Materials
● Course Structure ● Activities
● Assessment Methods
● Grading and Evaluation MODULE 5
● Strategies for Success ● Overview
● Academic Policies ● Objectives
● Study Materials
COURSE CALENDAR ● Activities
● Summary of Activities and
Assessments MODULE 6
● Week-By-Week Calendar ● Overview
● Objectives
MODULE 1 ● Study Materials
● Overview ● Activities
● Objectives
● Study Materials MODULE 7
● Activities ● Overview
● Objectives
● Objectives
● Study Materials MODULE 8
● Activities ● Overview
● Objectives
● Objectives
● Study Materials FINAL PROJECT
● Activities ● Guidelines
● Writing Resources
Syllabus
BUSINESS ADMINISTRATION CAPSTONE
Copyright © 2019 by Thomas Edison State University. All rights reserved.

COURSE DESCRIPTION
Business Administration Capstone is a senior-level capstone course that focuses on the development
and implementation of strategy as a means to success in business. This course integrates concepts and
applications from various functional areas of business. Relying heavily on case studies, the focus is on
how managers engage in strategic thinking, planning, analysis, and execution to gain a sustained
competitive advantage in the marketplace.
ADVISORY
Being the capstone course in the undergraduate business program, this course requires knowledge of
accounting, finance, marketing, economics, and management. Thus, the following courses or their
equivalents should be successfully completed before this course is taken:
FIN-301: Principles of Finance

MAN-301: Principles of Management
MAR-301: Introduction to Marketing
ACC-101 and ACC-102: Principles of Financial and Managerial Accounting
ECO-111 and ECO-112: Macroeconomics and Microeconomics
COURSE OBJECTIVES
After completing this course, you should be able to:
CO1 Explain the importance of vision, mission, and objectives in crafting a company strategy and
its relationship to the company’s business model.
CO2 Integrate strategic management concepts, theories, and techniques as well as internal and
external environmental elements in formulation of a comprehensive strategy.
CO3 Compare and contrast alternative competitive strategies and behaviors and international
aspects if appropriate
CO4 Incorporate exemplary ethical principles, and socially responsible management values in the
strategic plan.
CO5 Explain the key elements necessary to successfully execute a strategic plan.
COURSE MATERIALS
You will need the following materials to complete your coursework. Some course materials may be free,
open source, or available from other providers. You can access free or open-source materials by clicking
the links provided below or in the module details documents. To purchase course materials, please visit
the University's textbook supplier.

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Required Textbook
● Thompson, A. A., Peteraf, M. A., Gamble, J. E., & Strickland, A. J. III (2018). Crafting and
executing strategy: The quest for competitive advantage, concepts and cases (21st ed.). New
York, NY: McGraw-Hill.
ISBN-13: 978-1259732782
COURSE STRUCTURE
Business Administration Capstone is a three-credit online course, consisting of eight modules.

Modules include an overview, learning objectives, study materials, and activities. Module titles are listed
below.
● Module 1: Vision, Mission, Objectives, and Strategy

Course objectives covered in this module: CO1
● Module 2: Evaluating a Firm’s External Environment

● Module 3: Evaluating a Firm’s Internal Capabilities

Course objectives covered in this module: CO2, CO3
● Module 4: Alternative Competitive Strategies and Behaviors

● Module 5: Competing Internationally

● Module 6: Diversification Strategies

● Module 7: Ethics and Social Responsibility

● Module 8: Strategy Execution

BEFORE YOU START YOUR RESEARCH
One or more of the assignments in this course may involve original research. Research on persons other
than yourself may require approval by the Institutional Review Board (IRB) of Thomas Edison State
University prior to beginning your research. Examples of research types that may need IRB review are
questionnaires, surveys, passive observation of individuals, interviews, and experimental procedures.
Research involving vulnerable populations will always need IRB review. An IRB review is designed to
protect research subjects from potential harm.

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The following links fully explain the purpose of the Institutional Research Board as well as how to
determine if your research requires IRB review. If you are in doubt, always ask for guidance from the
University.
● Institutional Review Board (general)

● Types of IRB Review
● IRB Forms
● Policies and Procedures
● FAQs and Resources
ASSESSMENT METHODS
For your formal work in the course, you are required to complete written assignments, take a proctored
midterm examination, and complete a final project. See below for details.
Consult the Course Calendar for due dates.
Promoting Originality
One or more of your course activities may utilize a tool designed to promote original work and evaluate
your submissions for plagiarism. More information about this tool is available in this document.
Written Assignments
Business Administration Capstone requires you to complete eleven graded written assignments (one
each in Modules 2, 4, and 5, and two each in Modules 3, 6, 7, and 8).
Case Study Assignments

You are required to complete seven case study assignments. The case study assignments draw on
cases from the textbook and typically involve thoughtful, well-developed responses to case analysis
questions. These assignments allow you to apply the strategic concepts and practices studied in the text
and to sharpen your analytical, evaluative, and overall case analysis skills in preparation for the final
project—a written case analysis report.
Prepare your case study assignments using whatever word processing program you have on your
computer. Include your name at the top of the paper, as well as the course name and code and the
semester and year in which you are enrolled.
Before submitting your first assignment, check with your mentor to determine whether your word
processing software is compatible with your mentor's software. If so, you can submit your work as you
prepared it. If not, save your assignment as a rich-text (.rtf) file, using the Save As command of your
software program. Rich text retains basic formatting and can be read by any other word processing

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program.
When satisfied that your assignment represents your best work, submit it to your mentor.
Midterm Examination
For a list of key concepts that may appear on your exam(s), refer to the study guide(s) available in the
Examinations section of the course website. There is also a practice examination to help you prepare.
You are required to take a proctored midterm examination.
The midterm is two hours long and consists of multiple-choice and essay questions. It is closed-book and
covers all reading and assignments from Modules 1 through 4.
In studying for the exam, be sure to review all core concepts and to reread the key points at the end of
each chapter in the textbook. For practice, also consider taking each chapter's self-scoring, multiple-
choice practice test.
Online exams are administered through the course website.
For the midterm, you are required to use the University's Online Proctor Service (OPS). Please refer to
the "Examinations and Proctors" section of the Online Student Handbook (see General Information area
of the course website) for further information about scheduling and taking online exams and for all exam
policies and procedures. You are strongly advised to schedule your exam within the first week of the
semester.
Statement about Cheating

You are on your honor not to cheat during the exam. Cheating means:
● Looking up any answer or part of an answer in an unauthorized textbook or on the Internet, or

using any other source to find the answer.
● Copying and pasting or in any way copying responses or parts of responses from any other
source into your online test. This includes but is not limited to copying and pasting from other
documents or spreadsheets, whether written by yourself or anyone else.
● Plagiarizing answers.
● Asking anyone else to assist you by whatever means available while you take the exam.
● Copying any part of the exam to share with other students.
● Telling your mentor that you need another attempt at the exam because your connection to the
Internet was interrupted when that is not true.
If there is evidence that you have cheated or plagiarized in your exam, the exam will be declared invalid,
and you will fail the course.

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Final Project: Analytical Report
You are required to prepare a final project and submit it at the end of the semester. Your final project will
be in the form of an analytical report produced with the intention of making a recommendation to the CEO
of a company.
The final project draws on concepts and knowledge gained from the entire course. To allow yourself
sufficient time to complete an exemplary report, consider beginning the project soon after the start of
Module 7. See the Final Project section of the syllabus for more information..
ETS Proficiency Profile

This course requires that you complete an assessment called the ETS® Proficiency Profile. This test,
offered through Educational Testing Service (ETS), measures general academic knowledge and skills in
the core areas of reading, mathematics, writing, and critical thinking. It is a widely accepted standardized
assessment tool that will provide the University with important data to assess its overall quality and
effectiveness in meeting the general education needs of our students. It serves as a valuable tool in
helping us measure progress in achieving established learning goals and evaluate the effectiveness of
our programs.
The ETS Proficiency Profile is administered in a non-proctored, online format. It should take you no longer
than 45 minutes to complete. The confidentiality of your responses and scores will be protected. Your
individual score will not be recorded, but you will receive a certain percentage of your overall grade (see
Syllabus for details) for completing the assessment. Consult the Course Calendar for the due dates for
taking this test.
Please use the following link that explains the steps involved in taking the exam, including the system
checks that must be completed prior to taking the exam: ETS Proficiency Exam Instructions. Please read
all instructions prior to taking the exam and allow extra time to complete the system checks.
To receive credit for completing the ETS Proficiency Profile, write a brief note about the test and your
experience taking it and submit to the Proficiency Assessment assignment. In your submission, indicate
the date on which you took and completed the test. Your mentor will verify your participation and will give
you credit for it. Upon completing the test, you will receive a confirmation email from ETS. Retain this
email for your records as verification that you completed the test.
GRADING AND EVALUATION

Your grade in the course will be determined as follows:
● Written assignments (11)—15 percent

● Case study assignments (7)—35 percent
● Midterm exam (proctored, Modules 1–5)—25 percent
● Proficiency assessment—5 percent

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● Final project—20 percent
All activities will receive a numerical grade of 0–100. You will receive a score of 0 for any work not
submitted. Your final grade in the course will be a letter grade. Letter grade equivalents for numerical
grades are as follows:
A = 93–100 C+ = 78–79
A– = 90–92 C = 73–77
B+ = 88–89 C– = 70–72
B = 83–87 D = 60–69
B– = 80–82 F = Below 60
To receive credit for the course, you must earn a letter grade of C or better (for an area of study course)
or D or better (for a course not in your area of study), based on the weighted average of all assigned
course work (e.g., exams, assignments, discussion postings, etc.).
STRATEGIES FOR SUCCESS
First Steps to Success

To succeed in this course, take the following first steps:
● Read carefully the entire Syllabus, making sure that all aspects of the course are clear to you and
that you have all the materials required for the course.
● Take time to read the entire Guided Study Student Handbook. The Handbook answers many
questions about how to proceed through the course, how to schedule exams, and how to get the
most from your educational experience at Thomas Edison State University.
● Arrange to take your examination(s) by following the instructions in this Syllabus and the Guided
Study Student Handbook.
● Familiarize yourself with the learning management systems environment—how to navigate it and
what the various course areas contain. If you know what to expect as you navigate the course,
you can better pace yourself and complete the work on time.
● If you are not familiar with web-based learning be sure to review the processes for submitting
assignments before class begins.
Study Tips
Consider the following study tips for success:
● To stay on track throughout the course, begin each week by consulting the Course Calendar
section of the Syllabus. The Calendar provides an overview of the course and indicates due dates

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for submitting assignments and scheduling and taking examinations.
● Check Announcements regularly for new course information.
ACADEMIC POLICIES
To ensure success in all your academic endeavors and coursework at Thomas Edison State University,
familiarize yourself with all administrative and academic policies including those related to academic
integrity, course late submissions, course extensions, and grading policies.
For more, see:
● University-wide policies
● Undergraduate course policies and regulations
● Graduate academic policies
● Nursing student policies
● Academic code of conduct
COURSE CALENDAR
The Course Calendar provides an overview of assignment due dates and when to begin each module.
For details on each assignment, go to the course website and click the associated module.
Go to Week-by-Week Dates to see specific dates for the current semester.
SUMMARY OF ACTIVITIES AND ASSESSMENTS
Syllabus Section in Which to Find

Activity/Assessment Week Due
Requirements
● Case Study 1 Assignment 1 Module 1
● Written Assignment 1
2 Module 2
● Case Study 2 Assignment
● Written Assignment 2 3 Module 3

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4 Module 3
5 Module 4
● Written Assignment 6 Module 6

7
● Midterm Exam Syllabus
8 Module 6
● Proficiency Assessment
● Written Assignment 11 Module 8

● Case Study 7 Assignment 12 Module 8
● Final Project Final Project
WEEK-BY-WEEK CALENDAR
Week 1
● Monday—BEGIN MODULE 1
● Tuesday—
● Wednesday—
● Thursday—
● Friday—
● Saturday—
● Sunday—Case Study 1 Assignment due
Week 2
● Tuesday—
● Wednesday—
● Thursday—

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● Friday—
● Saturday—Written Assignment 1 due
Week 3
● Tuesday—
● Wednesday—
● Thursday—
● Friday—
● Saturday—
● Sunday—Written Assignment 2 due
Week 4
● Monday—
● Tuesday—
● Wednesday—
● Thursday—
● Friday—Written Assignment 3 due
● Saturday—
Week 5
● Tuesday—
● Wednesday—
● Thursday—
● Friday—
Week 6
● Tuesday—
● Wednesday—

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● Thursday—
● Friday—
● Sunday—
Week 7
Midterm Exam Week: Take exam by Saturday of Week 7.
● Tuesday—
● Wednesday—
● Thursday—
● Friday—
● Saturday—
Week 8
● Monday—
● Tuesday—
● Wednesday—
● Thursday—
● Saturday—
Week 9
● Tuesday—
● Wednesday—
● Thursday—
● Friday—
● Saturday—
Week 10
Take the ETS Proficiency Profile by Saturday of Week 10.

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● Monday—
● Tuesday—
● Wednesday—
● Thursday—
● Saturday—
Week 11
● Tuesday—
● Wednesday—
● Thursday—
● Friday—
● Saturday—
Week 12
● Monday—
● Tuesday—
● Wednesday—
● Thursday—Written Assignment 11 due
● Friday—Case Study 7 Assignment due
● Saturday—
● Sunday—Final Project due
Module 1—Vision, Mission, Objectives, and Strategy
OVERVIEW
Hello and welcome to Module 1 of the course. Module 1 provides both an introduction and an overview of
what this course is about.
In Module 1 you will learn the concept of strategy, why it is important, how it is crafted, and how it is
successfully implemented in a company. Organizations the world over are looking to build an approach
that helps them grow their businesses and gain an edge over their competitors. A strategy is needed to
achieve that outcome.
Strategic planning and implementation is decided at the senior leadership level of a company. Thus, in
this course, you will be looking at issues as if you were the CEO of a company. Consequently, an ability

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to consider all the various aspects of a company’s operations and its interactions with its operating
environment is essential if a strategy is to be developed and successfully executed.
Module 1 draws from two chapters in the textbook. In Chapter 1, you will examine the concept of strategy
and its various dimensions, the relationship between strategy and business model, and the elements of a
successful strategy. Chapter 2 discusses the importance of vision, mission, and objectives in determining
the strategic direction of the company. Module 1 will also take a look at how everyone in an organization
is involved in implementing a strategic plan and the role of senior leadership in this very crucial
undertaking.
In this module you will complete the first written (case study) assignment. Please be sure to review the
case preparation notes in the course and the scoring rubric so that your case can be prepared to the best
of your ability. The case should be a comprehensive case analysis, not a series of questions and
answers. You may want to do additional outside research to help support your case. Please submit it in
APA format, and be sure to provide citations and a reference list. Enjoy the module!
OBJECTIVES
After successfully completing Module 1, you should be able to:
MO1.1 Explore the concept of corporate strategy.
MO1.2 Evaluate the importance of crafting and executing strategy.
MO1.3 Examine the alignment of vision, mission, and objectives with business practices
MO1.4 Discuss how a strategy is crafted.
MO1.5 Analyze the relationship between a company’s business model and its strategy.
Course objectives covered in this module include CO1
STUDY MATERIALS
Textbook Readings and Other Resources

● Read Chapters 1 and 2 in Thompson, Crafting and Executing Strategy.
● Review the chapter PowerPoints:
○ Chapter 1 PowerPoint
● Read your textbook publisher’s Guide to Case Analysis.

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ACTIVITIES
Module 1 has one activity. Please consult the Course Calendar for the due dates.
Case Study 1
The case study assignment for Module 1 draws on the following case study in your textbook:
Case 4: Costco Wholesale in 2016: Mission, Business Model, and Strategy, by Arthur A.
Thompson (page C-26)
Read the case and then respond to the case questions provided below. (See Guide to Case Analysis for
further guidance on writing a case analysis.)
In addition to reading the case study provided in the textbook, research the company further to find any
relevant events that have transpired since the writing of the case study. Use the company's website,
Internet search engines such as Google, online data services, or other sources to locate the latest articles
about the company including press releases and current financial information. Be sure to cite all sources
according to APA guidelines.
Note: For assistance with analyzing any financial data in this case, Table 4-1 (Key Financial Ratios: How
to Calculate Them and What They Mean) in your textbook is a useful reference.
Please limit your analysis to 4 pages (1000 to 1100 words), double-spaced.
Students please note: Feel free to bring in any recent news or current events concerning this company
into your answer.
Case Questions
1. The first chapter of your textbook begins with a quote from Jack Welch, former CEO of General
Electric: “Strategy means making clear-cut choices about how to compete.” Do the efforts,
actions, and practices of Costco support Welch’s statement? Explain your answer. Be specific,
and provide examples to support your views in your response.
2. One of the planks in Costco’s principles and operational approaches states that the firm “take[s]
care of our employees.” Do Costco’s compensation and workforce practices align with this
principle? Explain your answer.
3. Does Costco enjoy a competitive advantage over BJ’s Wholesale? If so, what is the nature of its
competitive advantage? Does Costco have a winning strategy? Support your answer.
4. For a set of organizational strategies, goals, and objectives to have a chance of success there
must be pervasive support by/from the organizational culture. Which of the practices of Costco do
you feel has the most direct influence on its business culture? Explain the foundation for your
response. Is the nature of that influence positive or negative for Costco’s organizational culture?

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Support your position.
5. Which revenue stream do you think is most important to the Costco business model and
strategy? Provide details of your selection as well as the rationale for your choice.
[MO1.1, MO1.2, MO1.3, MO1.4, MO1.5]
Module 2—Evaluating a Firm’s External Environment

OVERVIEW
Welcome to Module 2 of the course. Module 2 examines the environment in which a company functions.
A company interacts with many external forces in conducting its business. These include rival firms,
suppliers, buyers, substitute products, or new competitors. The external environment also includes
broader forces such as government and legal regulations, technological changes, international
competition, the general state of the economy, demographic trends, and the natural environment, among
others. Understanding the external environment is necessary for managers if they are to craft a strategy
that can be successfully implemented. A diagnosis of the external environment provides a “big picture” of
the world in which the company exists and has to operate.
This module introduces you to several important analytical tools to help managers get a meaningful sense
of the external environment. These include the five forces model of competition, strategic group mapping,
competitive intelligence, and key success factors, among others. These tools enable managers to
determine how their company is positioned to compete successfully and what changes and adaptations
may be necessary.
Module 2 should encourage you to follow the news every day. National and international business as well
as political, legal, economic, social, cultural, and environmental issues all impact how companies function,
react, and adapt to an environment that is dynamic and often unpredictable.
OBJECTIVES
MO2.1 Analyze the external forces that impact a firm’s competitive position.
MO2.2 Apply analytical tools such as the five forces framework and strategic group mapping to
assess a firm’s competitive situation.
MO2.3 Assess the forces that impact industry change and key success factors.

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STUDY MATERIALS
● Read Chapter 3 in Thompson, Crafting and Executing Strategy; familiarize yourself with the five
generic competitive strategies in Chapter 5.
● Review the chapter PowerPoint:
ACTIVITIES
Module 2 has two activities. Please consult the Course Calendar for the due dates.
Written Assignment 1
In Written Assignment 1, respond to the following questions.
1. Why should a U.S.-based company be concerned if an earthquake, tsunami, or nuclear power

plant accident occurs in Japan?
2. With rapid changes in technology, the boundaries of industries are being redefined. What industry
is the company Google in? Who are Google’s main competitors today and where might new
competition come from?
Case Study 2
Case 13: Panera Bread Company in 2016—Is the Company’s Strategy to Rejuvenate Its
Growth Working? by Arthur A. Thompson (page C-142)
Read the case and then respond to the case questions provided below. (See Guide to Case Analysis for
further guidance on writing a case analysis.)
In addition to reading the case study provided in the textbook, research the company further to find any

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into your answer.
Case Questions
1. What does a SWOT analysis of Panera Bread reveal about the overall attractiveness of its
situation? Does the company have any core competencies or distinctive competencies?
2. Select one of the Fast-Casual restaurant competitors to Panera Bread. Compare the two
companies utilizing competitive analysis principles and practices. Which company is better
prepared to be a major force in the Fast-Casual restaurant space? Detail your rationale for your
conclusion.
3. Does Panera Bread’s Pay-What-You-Want bakery-café concept constitute an adequate

demonstration of Panera’s stance on social responsibility? Explain your perspectives.
.
4. What strategic issues and problems does Panera Bread management need to address?
[MO 2.1,MO2.2, MO2.3]
Module 3—Evaluating a Firm’s Internal Capabilities
OVERVIEW
Welcome to Module 3 of the course. In the previous module you learned about the many forces that
define the environment in which a business operates. This module looks inside the company—at its
strengths, capabilities, resources, and weaknesses. Internal analysis enables managers to assess
whether their strategy makes sense—will it work or does it need to be revised? The goal is to craft a
strategy that fits the company’s abilities. It means focusing on building the strengths the company has and
reducing the weaknesses the company has. Together with the analysis of the external environment, the
internal analysis helps managers to position the firm to take advantages of the opportunities in the
competitive environment and be prepared to deal with the threats that may exist.
In this module you will learn how to measure and assess a company’s capabilities using various tools
(such as value chain analysis and SWOT). Combining insights about the external environment with an
understanding of the company’s capabilities provides the foundation for building a strategy that can help
the business gain competitive advantage over its rivals.
OBJECTIVES

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After successfully completing Module X, you should be able to:
MO3.1 Assess the resources and capabilities that contribute to a company’s competitive success.
MO3.2 Perform a SWOT (Strengths, Weaknesses, market Opportunities, external Threats)

analysis.
MO3.3 Examine how a company's value chain activities affect its efficiency and competitiveness.
MO3.4 Assess a company’s competitive strength in relation to that of its rivals.
Course objectives covered in this module include CO2, CO3
STUDY MATERIALS
● Read Chapter 4 in Thompson, Crafting and Executing Strategy.
ACTIVITIES
Module 3 has three activities. Please consult the Course Calendar for the due dates.
There are many successful and well-regarded companies, such as Honda, FedEx, Amazon.com,
and Whole Foods. What is each one’s core competency? How might they lose their core
competency, and what do they need to do to hold on to it?
[MO3.1, MO3.4]
Listed below are 10 industries. Classify each one as (a) emerging, (b) rapid-growth, (c) mature/slow-
growth, (d) stagnant/declining, (e) high-velocity/turbulent, or (f) fragmented. Do research on the Internet, if

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needed, to locate information on industry conditions, and reach a conclusion on what classification to
assign each of the following. Defend your conclusion by giving reasons for your answer.
1. Health care industry

2. Dry cleaning industry
3. Energy drinks, sports drinks, and vitamin-enhanced beverage industry
4. Camera film and film-developing industry
5. Wine, beer, and liquor retailing
6. U.S domestic airline industry
7. Retail banking industry
8. Retail bookstore industry
9. Computer video games industry
10. Newspaper industry
[MO3.2]
Case Study 3
Case 3: Amazon.com’s Business Model and Its Evolution, by Syeda Maseeha Qumer and
Debapratim Purkayastha (page C-10)
Read the case and then respond to the case questions given below. (See Guide to Case Analysis for
further guidance on written case analysis.)
In addition to using the case study provided in the textbook, research the company further to find any
into your answer.
Case Questions
1. Amazon’s business operations depend heavily upon the use and application of technology.
Review the following quote *(from Jeff Bezos) found in the case study, and comment on the wide
variety of technologies employed in Amazon’s operations. Focus on how these technologies act
as strengths and contribute to competitive success.
We use high-performance transactions systems, complex rendering and object caching, workflow

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and queuing systems, business intelligence and data analytics, machine learning and pattern
recognition, neural networks and probabilistic decision making, and a wide variety of other
techniques[. . .]. Many of the problems we face have no textbook solutions, and so we—happily—
invent new approaches. [. . .] Technology infuses all of our teams, all of our processes, our
decision-making, and our approach to innovation in each of our businesses. It is deeply
integrated into everything we do. Invention is in our DNA and technology is the fundamental tool
we wield to evolve and improve every aspect of the experience we provide our customers.”
2. Discuss the significance of the leadership of Jeff Bezos to Amazon’s business strategies. Be both
specific and thorough in your response.
3. Conduct a SWOT analysis of Amazon. What outcomes of the analysis stand out, and how do the
identified outcomes influence the business success of Amazon? Be specific, and provide an
example to support your conclusion.
4. Conduct a value chain analysis using the example within “The Concept of a Company Value
Chain” in your text as a guide. What conclusions can you draw from your analysis?
5. Patrick O’Brien, a lead analyst at Verdict Retail is quoted in the case study saying: “They’ve
[Amazon] managed to get top of mind on every category without doing anything creative –
Amazon’s 20 years isn’t a marketing story, it’s all about availability and scale.” Do you agree or
disagree with O’Brien’s assessment? Explain your response and provide at least one example
that supports your perspective.
[MO3.1, MO3.2, MO3.3,MO 3.4]
Module 4—Alternative Competitive Strategies and Behaviors
OVERVIEW
Welcome to Module 4 of the course. Module 4 introduces the topic of competitive strategies and how
firms grow. All companies try to gain an advantage over their rivals by trying to provide customers more
value than the other companies can. Superior value may come from offering a lower price, more features
to a product or service, or meeting a very specialized need. But all of this requires producing the good or
service very efficiently and developing competencies that rivals cannot match.
In Chapter 5, you will learn of the five most common competitive strategies firms use to set themselves
apart from rivals.
After selecting which of these five generic competitive strategies to employ, the company has to decide
on several additional key actions: Should the firm be aggressive in its effort to win market share, or should
it try to be defensive and hold on to what it has? Should it be the first one in a new product category or
market, or should it be a follower? Should it grow on its own, or should it buy other companies or form
alliances with others? Should it expand vertically—either backward or forward? And should it outsource
parts of its value chain? These ideas are discussed in Chapter 6.

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As you read these two chapters, think of the many companies (and their products and services) that you
are familiar with. You will be able to determine which of the common competitive strategies a firm such as
Walmart is using or why Fiat has bought Chrysler or why Exxon prospects, drills, pumps out, ships,
refines, distributes, and sells oil and oil products.
OBJECTIVES
MO4.1 Relate the five generic competitive strategies to particular companies and situations.
MO4.2 Assess the value and uses of the five generic competitive strategies.
MO4.3 Select from a variety of tools to devise an aggressive strategy or a defensive strategy.
MO4.4 Assess the advantages of being a first-mover or a follower.
MO4.5 Choose between different ways of expanding.
MO4.6 Evaluate the costs and benefits of outsourcing.
STUDY MATERIALS
● Read Chapters 5 and 6 in Thompson, Crafting and Executing Strategy.

ACTIVITIES
Module 4 has two activities. Please consult the Course Calendar for the due dates.

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For each of the following brands/products, determine which of the five generic strategies are being used.
Give your reasons.
● Swatch watch
● McDonald’s Dollar Menu
● Starbucks coffee
● Subaru cars
● University of Phoenix online academic degrees
● Dick’s Sporting Goods store
● LensCrafters eyeglasses
● Walmart
● Tide detergent
[MO4.1, MO4.2]
Case Study 4
Case 16: Tesla Motors in 2016: Will Its Strategy Be Defeated by Low Gasoline Prices and
Mounting Competition? by Arthur A. Thompson (page C-197)
Read the case and then respond to the case questions given below.
into your answer.
Case Questions
1. Evaluate the business processes and strategies of Tesla. Determine which of the five generic
competitive strategies best applies to the company. Explain and justify your selection.
2. Musk has stated that the near-term strategy of Tesla was to sell about 500,000 vehicles by the
year 2020. Explain how this goal can be impacted by the external forces brought by competition
and/or gasoline prices.
3. Can Tesla be clearly described as a “first mover”? Review the five conditions where first-mover

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advantages can be realized. Be sure to provide examples of such conditions at work at Tesla.
4. As the current time, Tesla has largely rejected creating any definitive strategic alliances, except
for some single-source suppliers and purveyors of specialized services. Is such a “stand alone”
orientation serve Tesla well, or not? Justify your response.
5. Examine and describe the concept of outsourcing value-chain actions in within business
operations. Such practices can have a strategic benefit in several ways. Of those strategies,
identify one that can be applied to Tesla and provide an example of how that strategy is utilized at
Tesla.
[MO 4.1, MO4.3, MO4.4, MO4.5, MO4.6]
Module 5—Competing Internationally
OVERVIEW
Welcome to Module 5 of the course, which examines the importance of doing business outside the
borders of one’s own country. The international business environment differs in a few important ways
from the domestic market, most notably with respect to different currencies, different laws and
regulations, and different business and social cultures. Understanding these differences is essential to
avoid stumbling when doing business abroad.
The attractions of expanding outside one’s own home country are many. These include the potential of
new markets, sources of resources, and larger profits. There are many ways of expanding globally:
exporting or importing, licensing or franchising, setting up joint ventures, or buying foreign firms outright.
An ongoing issue in international business strategy is whether to tailor products and strategy for the
foreign country the company plans to operate in or adopt a global strategy where there is little or no
modification to the product or service wherever it is sold.
As domestic markets have matured, companies are developing strategies to compete effectively in
foreign markets and against foreign firms, and they are using foreign locations to gain a competitive
advantage.
Check foreign exchange rates regularly and see how changes can affect not only the profitability of a
business but how a firm that has significant international operations alters its strategies.
OBJECTIVES
MO5.1 Distinguish between global and multidomestic strategies.
MO5.2 Evaluate different ways of entering a foreign market.

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MO5.3 Determine how a company can leverage doing business internationally to gain a
competitive advantage.
STUDY MATERIALS
ACTIVITIES
Module 5 has one activity. Please consult the Course Calendar for the due dates.
Assume you are in charge of developing the strategy for a beer-making company in the United
States. You are looking at expanding your sales outside the United States where incomes are
rising fast. One issue is whether you should pursue a multidomestic or a global strategy. Explain
which strategy will be appropriate to increase the sales of your beer in foreign markets. Give
reasons for your answer. How can entering foreign markets help your company gain a
competitive advantage?
[MO5.1, MO5.2, MO5.3]
Module 6—Diversification Strategies
OVERVIEW
Welcome to Module 6 of the course. Until now, this course has largely focused on companies that are
single-business enterprises. Module 6 looks at strategy issues that face diversified companies. Diversified
companies are collections of individual businesses. As you can imagine, strategy crafting and strategy
implementation in these companies would be much more complicated. Managers in diversified companies
not only have to develop business strategies for each of the individual businesses but also a company-

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wide or corporate strategy for the overall enterprise.
In this module, you will learn about the advantages of diversifying and why and how firms diversify. You
will also learn about the importance of a good “fit” among the different businesses and how that fit can
occur. The module also introduces you to analytical tools to evaluate the strategy of a diversified
company and use them to determine whether the fit is good, whether the company should be
restructured, or whether individual units should be divested. The strategic issues surrounding
diversification into unrelated businesses pose additional challenges for managers.
As you read Chapter 8, think of the examples that are used. It is often a surprise to learn that companies
you are familiar with are related to the same organization. Yum! Brands, for example, owns Pizza Hut,
KFC, and Taco Bell. Think also of the strategic challenges faced by managers.
OBJECTIVES
MO6.1 Assess when and how diversification can enhance business value.
MO6.2 Evaluate strategic alternatives for diversifying.
MO6.3 Assess strategic fit among the various businesses of a diversified company.
STUDY MATERIALS
ACTIVITIES

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Suppose that a business conducts operations in both horizontal and vertical markets. When
adding products or services to either market, leadership may consider diversification. What are
the strategic alternatives to diversification? Under what circumstances might these alternatives
yield better results than diversification?
[MO6.2]
The Marriott Corporation is in the following businesses, among others:
● Hotels of different types

● Long-stay residential hotels
● Luxury resorts
● Time-share properties
● Airline catering
● Institutional food services
● Franchised operations
● Credit card tie-ins
● Travel operations
Given the above listing, would you say that Marriott’s business lineup reflects a strategy of related or
unrelated diversification? Explain your answer in terms of the extent to which the value chains of
Marriott's different businesses seem to have competitively valuable cross-business relationships.
[MO6.3]
Case Study 5
The case study assignment for Module 6 draws on the following textbook case:
Case 22: LMVH in 2016: Its Diversification into Luxury Goods, by John E. Gamble (page C-
290)

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into your answer.
Case Questions
1. As detailed in the case, LVMH has achieved business success leveraging a diversification
strategy. What strategic approach do you think was the most influential contributor to LVMH
success? Be both detailed and expansive in your response.
2. What is the relevance of shareholder value-chain activities in consideration of the acquisition of a

related business diversification? Be descriptive and expansive in your response.
3. Discuss the advantages and disadvantages of achieving diversification by acquisition of an

existing business. How did LVMH use this business acquisition strategy in efforts to expand and
diversify the company portfolio?
4. While focused upon the luxury good marketplace, LVMH did not focus only on one product, but
on a great number of products and services. In executing such perspectives did LVMH have a
diversification strategy that was too broad in scope and/or potentially cumbersome? Why or why
not?
[MO 6.1, MO6.2, MO6.3]
Module 7—Ethics and Social Responsibility
OVERVIEW
Module 7 acknowledges that management decisions and corporate behavior have to be grounded in a set
of ethical beliefs and social responsibilities that are consistent with the values of the society in which a
company operates. While the primary goal of a company is to make a profit and grow, a company also
has a responsibility to meet and uphold societal standards of conduct.
Unethical and irresponsible conduct imposes costs on a company ranging from fines and sanctions to
negative publicity and loss of reputation. Managing a business involves constant tension between
pursuing corporate goals on the one hand while being ethical and socially responsible on the other.
Chapter 9 addresses different ethical frameworks, the importance of being ethical, and how a company
can incorporate ethics and social responsibility in its corporate strategy formulation and implementation.

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OBJECTIVES
MO7.1 Evaluate ways to promote universal ethical principles in an international context.
MO7.2 Articulate the benefits to a company that has an ethical and socially responsible corporate
policy.
MO7.3 Examine ways that a company can engage in socially responsible behavior that is
consistent with its strategic plans.
STUDY MATERIALS
ACTIVITIES
Module 7 has four activities. Please consult the Course Calendar for the due dates.
● In today’s social and business environments, some organizations only “talk the talk” regarding
ethics and ethical conduct rather than “walk” the ethical organizational path.
○ In what ways can ethical and unethical behaviors and actions impact a company or
business? Be specific.
○ Multinational companies often encounter customs and standards of behavior that may be
contrary to those in their home country and/or culture. What should be a firm’s policy
regarding alignment of itself and its operations to the norms of other nations? Explain
your answer.
○ What does the term CSR refer to? Why are such practices important for any business?

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[MO7.1, MO7.2, MO7.3]
There are mutual funds that invest in stocks of socially responsible or ethical or green companies.
Perform a web search to identify at least three such funds and look up their performance. How
have these funds performed over the past five years compared to funds that invest more broadly?
Explain the findings.
[MO7.2, MO7.3]
Case Study 6
The case study assignment for Module 7 draws on the following textbook case:
Case 6: TOMS Shoes in 2016: An Ongoing Dedication to Social Responsibility, by

Margaret A. Peteraf, Sean Zhand, and Meghan L. Cooney (page C-57)
relevant events that have transpired since the writing of the case study. Use the TOMS website, Internet
search engines such as Google, online data services, or other sources to locate the latest articles about
the company including press releases and current financial information. Be sure to cite all sources
into your answer.
Case Questions
1. Consider the expression “timing is everything” in relation to the building of the TOMS
brand. Besides the influence of recovering economic conditions and the increased
affluence of potential customers, what forces contributed most significantly to TOMS
growth and market share? In your answer, consider the following:
a. Which cultural/social concepts and/or norms influenced a potential buyer to

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purchase TOMS products? Detail the impact of your identified concept/norm on
TOMS growth.
b. Do you think that most businesses can successfully leverage the same
cultural/social concepts and/or norms that TOMS did? Be descriptive in your
response, and, if appropriate, identify a company/business that has put such
principles to work to their advantage.
2. Review the TOMS website (especially the section on “Impact”) and access the “Code of
Business Practices” via the link below. Of the elements of the Code, select three and
review them in terms of ethical behavior and corporate social responsibility (CSR).
Explain how they will affect customers, suppliers, employees, or society at large.
TOMS CODE OF BUSINESS PRACTICES
3. Explain what is meant by the term sustainability. Describe actions, principles, and
practices of TOMS that are consistent with sustainability. Also describe any of the
practices or actions of TOMS that might fail to qualify as sustainable. In other words,
provide relevant examples of both sides of sustainability at TOMS.
4. TOMS Founder and CEO Blake Mycoskie identified a problem, synergized an approach
for resolution, and created an infrastructure for execution. Mycoskie built his company on
the promise of “One for One,” donating shoes on par with shoes purchased. Evaluate
how well that slogan encapsulated Mycoski’s vision and corporate commitment. Be both
specific and expansive in your response, providing examples to support your
perspectives. For reference, see the linked article on Mycoskie’s recent reimagining of
TOMS’ mission.
The Founder of TOMS on Reimagining the Company’s Mission
5. TOMS is not the only company that employs CSR thinking to avoid producing a negative
impact on society. Choose one of the following companies:
● Ford Motor Company

● Merck & Co. (pharmaceuticals)
● Burt’s Bees, Inc. (personal care products)
● The Bellagio Las Vegas (hotel/resort/casino)
● Yum! Brands (restaurants)
Conduct an Internet search of your selected company and determine its level of
commitment to CSR. Write several paragraphs explaining what you found.
[MO7.1, MO7.2, MO7.3]
ETS Proficiency Profile

This course requires that you complete an assessment called the ETS® Proficiency Profile. This test,
offered through Educational Testing Service (ETS), measures general academic knowledge and skills in

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the core areas of reading, mathematics, writing, and critical thinking. It is a widely accepted standardized
assessment tool that will provide the University with important data to assess its overall quality and
effectiveness in meeting the general education needs of our students. It serves as a valuable tool in
helping us measure progress in achieving established learning goals and evaluate the effectiveness of
our programs.
The ETS Proficiency Profile is administered in a non-proctored, online format. It should take you no longer
than 45 minutes to complete. The confidentiality of your responses and scores will be protected. Your
individual score will not be recorded, but you will receive a certain percentage of your overall grade (see
Syllabus for details) for completing the assessment. Consult the Course Calendar for the due dates for
taking this test.
Please use the following link that explains the steps involved in taking the exam, including the system
checks that must be completed prior to taking the exam: ETS Proficiency Exam Instructions. Please read
all instructions prior to taking the exam and allow extra time to complete the system checks.
To receive credit for completing the ETS Proficiency Profile, write a brief note about the test and your
experience taking it and submit to the Proficiency Assessment assignment. In your submission, indicate
the date on which you took and completed the test. Your mentor will verify your participation and will give
you credit for it. Upon completing the test, you will receive a confirmation email from ETS. Retain this
email for your records as verification that you completed the test.
Module 8—Strategy Execution
OVERVIEW
Module 8 focuses on executing strategy—more specifically, on identifying what is needed for a company
to be able to successfully carry out the strategy it has crafted. This means the company needs to have the
capability and appropriate organizational design, the right people and skills, the proper policies, reward
systems that recognize performance, a suitable corporate culture, and strong senior leadership. It is one
thing to design a good strategy; it is something else to implement the strategy successfully.
Module 8 is built around three chapters in the textbook. Chapter 10 identifies the basic managerial tasks
that undergird strategy execution. One essential requirement is having the right people with the right
competencies on the job. In addition, the organization’s structure has to be designed in a way that fits the
strategy. There are different types of organizational designs to choose from. Another key issue is whether
decision making should be centralized or decentralized.
In Chapter 11, the focus is on instituting policies and procedures that facilitate the successful execution of
strategy. In a competitive environment, the company has to find ways to do even more efficiently those
things that it already does well. Thus, business techniques such as total quality management (TQM) and
Six Sigma are important tools to improve how the company operates. Designing a compensation system
that ties individual job performance with meeting strategic goals ensures that employees know what will
be rewarded and thus shapes behavior.
Chapter 12 looks at how corporate culture can help or hinder the execution of strategy. Corporate culture

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may need to be changed, and top leadership plays a vital role in ensuring that.
In this course, you have studied the importance of strategic thinking in business, learned the tools to
analyze both the external environment and internal capabilities, evaluated different types of competitive
strategies and how a company can grow and shrink—both domestically and internationally. You have also
examined the key role of top management in crafting strategy and setting the tone—whether it is with
respect to being ethical and socially responsible or creating a supportive and strong culture. You now
know what key tools and processes need to be in place to ensure the successful implementation of a
strategy.
This course has enabled you to see the company from the CEO’s seat. From that vantage point, you have
learned what is needed to move the company forward. The CEO must have the ability to bring together all
aspects of the company—operations, human resources, finance, marketing, and so forth—and to be
successful, not only to have a great idea about where the company should be headed but also put in
place all the processes and capabilities needed to actually reach the destination. You should be able to
apply the insights and knowledge you have learned here in your professional life successfully.
You have an additional assignment beyond this module—your final project.
OBJECTIVES
MO8.1 Assess the role of management and organizational structure in effective strategy execution.
MO8.2 Apply various process management tools for continuous improvement of operations.
MO8.3 Evaluate the importance of corporate culture and managerial leadership in the execution of
a strategy.
STUDY MATERIALS
● Read Chapters 10, 11, and 12 in Thompson, Crafting and Executing Strategy.

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ACTIVITIES
In recent years, major auto companies have had to recall millions of cars because of defects. Use
the Internet to determine the reasons for these quality problems. How do you think these auto
companies could effectively use business process engineering tools such as total quality
management (TQM) and Sigma Six quality programs to reduce defects?
[MO8.2]
Some companies are associated with larger-than-life founders or CEOs. Take, for example,
Apple Computers and Steve Jobs or Virgin and Richard Branson. To what extent do these
individuals so dominate the companies they have created that when they pass from the scene,
the future of these companies may be uncertain?
[MO8.1, MO8.3]
Case Study 7
Case 25: Southwest Airlines in 2016: Culture, Values, and Operating Practices, by Arthur
A. Thompson and John E. Gamble (page C-311)
In addition to using the Southwest Airlines case study provided in the textbook, research the company
further to find any relevant events that have transpired since the writing of the case study. Use the
company's website, Internet search engines such as Google, online data services, or other sources to
locate the latest articles about the company including press releases and current financial information. Be
sure to cite all sources according to APA guidelines.
Please limit your writing to 4 pages (1000 to 1100 words), double-spaced.

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into your answer.
Case Questions
1. One could say that former CEO Herb Kelleher was eccentric, given his public affinity for Hawaiian
shirts, whiskey, and pranks. Review Kelleher’s leadership tenure at SWA as CEO, and determine
whether he was the “right person at the right time” to lead SWA. Be sure to explain your
perceptions.
2. It is important for a company to achieve good execution of its strategies. What are the two best
indications that a company is meeting or beating its performance targets? Does SWA exhibit
these signs? How?
3. It seems apparent that SWA senior leadership has established and maintained an organizational
culture that directly supports SWA organizational goals. Do you agree/disagree with that
assessment? Provide the rationale behind your response.
4. The text states that “Well-conceived policies and procedures aid the task of strategy execution”
and goes on to provide three efforts that can provide such support. Describe one of these efforts
utilized by SWA. Has the use/application of the effort you’ve selected been successful? Why or
why not?
5. What are the defined company values for SWA? How do these values influence the achievement
and realization of SWA strategies? Detail the nature of the influence as well as an example of the
influence in action.
[MO8.1, MO8.2, MO8.3]
Final Project: Analytical Report
Throughout the course you have used the concepts and tools of strategic management to analyze case
studies and respond to them with your recommendations. Your final project will draw upon this
experience, and you will write an original analytical report and make recommendations to the CEO of a
company.
Your report and recommendations will be based on one of the three scenarios listed below. Your report
will require you to do independent research (primarily on the Internet), formulate positions on particular
issues, and to justify those positions in a formal document prepared for your target audience. Thus, the
production of your report will require critical thinking and your final draft should display good
communication (persuasive) skills.
Case Scenario 1

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Given the increasing regulation of the Internet and e-mail by the government of China, recommend to the
CEO of Google whether the company should continue to operate in China, among the world’s largest
growth markets.
Case Scenario 2
Given the likelihood of huge cuts in the procurement of military equipment by the U.S. government over
the next 10 years, recommend to the CEO of Lockheed Martin how the company should prepare for the
loss of its most important customer.
Case Scenario 3
Given the damage to a nuclear power plant caused by an earthquake and tsunami and the real and
potential danger of a radiation leak, recommend to the CEO of a utility company whether it should
continue to rely on nuclear power plants for electricity or base its electricity generation on fossil fuels
instead.
For your analytical report and recommendations, you will need to:
● Research the company, organizations, industry, operating environment, and so forth, involved.
● Review the vision, mission, goals or objectives, and business model of your organization, and
note how these relate to your scenario.
● Identify strategic management concepts and the internal and external environment, including
international aspects of the organization important to your scenario.
● List the alternative competitive strategies that could be taken to address the scenario.
● Identify ethical principles and socially responsible management values that are relevant to your
scenario.
● Explain the key elements necessary to execute your recommended strategic plan.
Based on this analysis you need to:

● Succinctly identify key issues in your scenario.
● Recommend an action plan to management.
GUIDELINES
For this final project, thoroughly discuss the topics described above and, when possible, provide specific
examples or recommendations.
Your paper should:

● Be 14 to 20 pages (3500 to 5500 words) in length. It must be prepared using Calibri 11-font or
Arial 11-font with 1-inch margins.
● Include the author’s full name appearing in the paper’s footer left margin, along with the page
number centered, and the course at the right margin.
● Include a cover sheet, a table of contents, and an appropriate Endnotes section in addition to its
content pages. (Word 2007+ versions have a simplified tool to make sure that Endnotes are
done properly. Select the References menu.)
● Follow academic research approaches and APA citation format, including in-text citations and a
References list. All references must have integrity of source (i.e., professional journals,

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newspapers, books, and media sources). Encyclopedias, including Wikipedia, college textbooks,
and dictionaries are not acceptable sources for college writing.
● Be well developed and convey your understanding of the readings and concepts.
● Be organized, coherent, and unified.
● Be free of spelling, structure, and grammatical errors.
● Demonstrate comprehension and analysis of course topics and objectives.
If you have questions about the requirements of the report, be sure to discuss them with your mentor well
in advance of the final submission. Consult the Course Calendar for due dates.
WRITING RESOURCES
The following links provide online writing aids to help you with your paper assignments.
● OWL (Online Writing Lab) at Purdue University

● Writer's Handbook, the Writing Center at the University of Wisconsin–Madison
● APA Guidelines

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BUS-421: BUSINESS ADMINISTRATION CAPSTONE

Guided Study Syllabus

BUSINESS ADMINISTRATION CAPSTONE

Copyright © 2019 by Thomas Edison State University. All rights reserved.

FIN-301: Principles of Finance

After completing this course, you should be able to:

Copyright © 2019 by Thomas Edison State University. All rights reserved.

Business Administration Capstone is a three-credit online course, consisting of eight modules.

● Module 1: Vision, Mission, Objectives, and Strategy

● Module 2: Evaluating a Firm’s External Environment

● Module 3: Evaluating a Firm’s Internal Capabilities

● Module 4: Alternative Competitive Strategies and Behaviors

● Module 5: Competing Internationally

● Module 6: Diversification Strategies

● Module 7: Ethics and Social Responsibility

● Module 8: Strategy Execution

BEFORE YOU START YOUR RESEARCH

Copyright © 2019 by Thomas Edison State University. All rights reserved.

● Institutional Review Board (general)

Consult the Course Calendar for due dates.

Case Study Assignments

Copyright © 2019 by Thomas Edison State University. All rights reserved.

You are required to take a proctored midterm examination.

Online exams are administered through the course website.

Statement about Cheating

● Looking up any answer or part of an answer in an unauthorized textbook or on the Internet, or

Copyright © 2019 by Thomas Edison State University. All rights reserved.

ETS Proficiency Profile

GRADING AND EVALUATION

● Written assignments (11)—15 percent

Copyright © 2019 by Thomas Edison State University. All rights reserved.

STRATEGIES FOR SUCCESS

First Steps to Success

Copyright © 2019 by Thomas Edison State University. All rights reserved.

● Check Announcements regularly for new course information.

For more, see:

Go to Week-by-Week Dates to see specific dates for the current semester.

SUMMARY OF ACTIVITIES AND ASSESSMENTS

Syllabus Section in Which to Find

● Case Study 1 Assignment 1 Module 1

● Written Assignment 2 3 Module 3

Copyright © 2019 by Thomas Edison State University. All rights reserved.

● Written Assignment 5 6 Module 5

● Written Assignment 6 Module 6

● Written Assignment 8 9 Module 7

● Written Assignment 10 11 Module 8

● Written Assignment 11 Module 8

Copyright © 2019 by Thomas Edison State University. All rights reserved.

Copyright © 2019 by Thomas Edison State University. All rights reserved.

Copyright © 2019 by Thomas Edison State University. All rights reserved.

Module 1—Vision, Mission, Objectives, and Strategy

Copyright © 2019 by Thomas Edison State University. All rights reserved.

MO1.1 Explore the concept of corporate strategy.

MO1.2 Evaluate the importance of crafting and executing strategy.

MO1.4 Discuss how a strategy is crafted.

Course objectives covered in this module include CO1

Textbook Readings and Other Resources

Copyright © 2019 by Thomas Edison State University. All rights reserved.