Trident MGT599 2019 MAY Full Course Latest Question # 00601820 Course Code : MGT599 Subject: Business Due on: 05/30/2019 Posted On: 05/30/2019 06:10 AM Tutorials: 0 Rating: 4.8/5

MGT599 Strategic Management

Module 1 Discussion

Strategic
Management: Vision, Mission, and Stakeholders

To begin,
please note that you are required to post each week (i.e., posting in Week 1
and Week 2 of Module 1 is a requirement of this course). We are going to have
discussions on strategic management topics, as they apply to companies.

For this
assignment, we will focus on General Mills, a multinational food manufacturing
company: http://www.generalmills.com/

WEEK 1:

As you
research General Mills, you may want to compare and contrast that company with
the other food service retailers – such as Kraft Foods, Nestle, Tyson Foods,
ConAgra, and Kellogg.

Please
visit the General Mills site, and identify the company’s mission and vision, as
well as their major stakeholders (you may need to interpret and/or make
assumptions here, as all mission and vision statements are not crystal clear –
nor are they always explicitly stated. You should note that the stakeholders
aren’t simply the shareholders. “Stakeholders” include everyone and
anyone who is affected by the success or failure of the company).

WEEK 2:

In consultation
with your peers, analyze how General Mills represents and advances the goals of
its stakeholders.

Note: I
want you to reflect on the above—and I also want you to analyze critically
though you will want to consult the library, some websites, and other
resources. Cite your sources, and do not copy-and-paste material directly from
those resources. Use direct quotations sparingly, if at all.

MGT599 Strategic Management

Module 2 Discussion

Discussion:
SWOT

In Module
2, we focus on SWOT. In order to complete a SWOT, we are required to identify
and analyze the key opportunities and threats in the external environment.
Then, we need to identify and analyze the company’s key strengths and
weaknesses (internal analysis).

WEEK 1:

During Week
1, you are asked to address the following:

a) Evaluate
the operating industry of General Mills using a minimum of two forces included
within Porter’s Five Forces model.

b) Using
PEST, assess General Mills’ remote environment using a minimum of two PEST
forces.

c) Conclude
your assessment about the overall environment. Is it more or less favorable for
General Mills? Give your ranking from 1-10 (in which 1 = vast gloom and doom
for this company; 10 = huge bonus this year!). Where do you think General Mills
fits on this 1-10 scale?

WEEK 2:

a) Assess
what you believe to be the most important aspects of the internal environment
at General Mills. Do not try to analyze every aspect of the internal
organization — rather, identify a minimum of two internal strengths and/or weaknesses.
Do your best not to repeat the observations made by your peers, although you
are encouraged to build on each other’s observations (or to disagree).

b) Complete
your SWOT by integrating the external environmental analysis you completed in
Week 1 with your Week 2 internal analysis. Use your SWOT to conclude whether
the organization’s overall outlook is more – or less – favorable.

It is very
important for a company to assess its strengths so that it can use them to
neutralize (or better yet, to eliminate) environmental threats and take
advantage of opportunities. The organization must recognize (and it must work
to shore up) its weaknesses so that opportunities are not missed, and such that
threats are much less likely to put the company at risk.

Be sure to
respond to the conclusions of your classmates.

MGT599 Strategic Management

Module 3 Discussion

Strategic
Choices

Using the
framework discussed in the background readings, critically analyze General
Mills’ strategic choices at the Corporate level (remember that “corporate”
level is the very highest level of the organization, with lower levels being
the “functional” and the “business” levels).

WEEK 1:

What are
General Mills’ corporate-level strategies? What generic Porter strategy does
the company follow? Are General Mills’ strategic choices aligned with the
Porter generic strategy you believe the company follows?

WEEK 2:

Using the
Grand Strategy Selection Matrix, or GSSM (the GSSM can easily be found via a
Google search), decide which one of the four quadrants General Mills fits best
within? Defend your decision!

MGT599 Strategic Management

Module 4 Discussion

Strategy
Implementation and Strategic Control

Week 1:

In order to
properly implement a strategic plan, organizations use structure, various
control systems (budgets, variance analysis, policies and procedures, company
rules), and culture.

Let us
revisit General Mills and determine the relative effectiveness of the company’s
strategic controls. Choose two implementation controls, and discuss whether or
not you believe the controls you’ve selected effectively support the company’s
strategic choices. Be sure to defend your answer (critical thinking is
required)!

Be sure
that you respond to the postings of your classmates.

Week 2:

Respond to
the following:

As you’ve
learned from the background readings, a key strategic control is that of
organizational culture. Culture must fit with an organization’s strategic
choices. Poor alignment between culture and strategic choice is a sure-fire way
to doom any strategic choice.

Of course,
some organizational theorists would assert that an organization’s culture
cannot be “managed” in the truest sense of how one “manages” the
processes and activities and things that exist within an organization. David
Campbell (2000, p. 28) says that an organization

Is being
constructed continuously on a daily, even momentary [italics added], basis
through individual interactions with others. The organization never settles
into an entity or a thing that can be labelled and described, because it is
constantly changing, or reinventing itself, through the interactions going on
within it. [At the same time, an organization] does have a certain character to
it, such that, like driving on the motorway, not just anything goes (p. x).

Do you
agree or disagree with the above? That is, can culture really be
“managed”? What might this interpretation mean in the context of our
current discussion related to “strategic controls”?

A few
comments on the above: Many individuals believe that, while the notion of
“culture” can be defined, no single individual (irrespective of
his/her legitimate power) is capable of single-handedly moving an
organization’s culture in one direction or another. These individuals suggest
that the sheer number of formal and informal groups, structures, tasks,
functional operations, and individual interactions that exist and occur within
organizations (even moderate-sized ones) render the “management” of culture
impossible (consider the potential number – and combination – of individual to
individual, individual to group, and group to group interactions that are
likely to occur within an organization at each and every moment (and then,
there are endless numbers of contacts / interactions with external stakeholders
as well). The possibilities are seemingly infinite — or at least they are
indefinite. In this view, an organization’s culture is abstract, fragmentary,
fluid — and even relative and momentary – how can such a thing be “managed” in
the same sense that we “manage” people and organizational processes?

Reference:

Campbell,
D. (2000). The socially constructed organization. London: Karnac Books.

MGT599 Strategic Management

Module 4 Reflective Discussion

Course
Integration and Reflection

In this
final Discussion thread, please address the following:

1. What concepts were most interesting
to you?

2. What concepts and ideas will be most
useful to you?

3. How do you believe you will use the
concepts you have learned in MGT599 in the future?

4. What actions will you take in the
future to improve yourself and your abilities in these two areas?

After
responding to the Reflective Discussion questions above, please complete an
anonymous Course Evaluation Survey. Instructors are not able to view course
evaluation reports until after the grade submission period is over. Thank you
for your feedback.

MGT599 Strategic Management

Module 1 Case

STRATEGIC
MANAGEMENT PROCESS/VISION, MISSION, GOALS AND OBJECTIVES

Assignment
Overview

The MGT599
Case is an ongoing exercise, meaning that we will be thoroughly reviewing one
company throughout our four modules. This session, we will be conducting a
strategic analysis of Pepsico.

Most
companies have something that resembles a vision, mission, or set of values; or
stated goals/objectives that define who the company is and how the company
plans to do business. However, organizations may not always label these
statements properly — calling a vision a mission, or calling their values a set
of beliefs. Sometimes, companies do not have a mission statement at all,
operating instead on a set of goals.

Required
Reading

Hammonds,
K. (2007). Michael Porter’s big ideas. Fast Company, 44. Retrieved on August
27, 2014, from https://www.fastcompany.com/42485/michael-porters-big-ideas

Case
Assignment

In this
assignment, you will be critically evaluating the vision, values, mission
statement, and goals/objectives of Pepsico.

Keys to the
Assignment

After
studying the background materials and completing the SLP, you are in an
excellent position to evaluate a company’s published mission, vision, values,
and objectives/goals. This Case asks you to begin your strategic analysis of
Pepsico by evaluating the company’s mission, vision, values, and goals. To do
this, observe the following procedure:

• Step 1: Visit the official website
of Pepsico and identify the company’s vision, mission, values, and goals.
(Hint: You will need to do some exploring and a certain amount of
speculation—as the terms “vision” and “mission” (and
sometimes even the term “company goals”) are used interchangeably.
Explore the “Who We Are” and “Investors” (and other) links.
Also, be sure that you look closely at the most recent Annual Reports.

• Step 2: Critically evaluate the
mission, vision, values, and goals (again, you will likely need to make
decisions as to which is which). Use the criteria in the background materials
to support your assessment of the quality of the company’s mission, vision,
values, and goals.

• Step 3: Determine which (if any) of
the elements consider the goals and needs of specific stakeholder groups. Write
down any examples.

• Step 4: Consider what changes are
needed to improve the vision statement, the mission statement, the statement of
company values, and the company’s objectives and goals.

• Step 5: Write a 6-7 page paper
addressing the above requirements. You must meet minimum length requirements,
by responding to each step above with precision and with depth of critical
thinking.

NOTE THE
FOLLOWING REQUIREMENTS AS WELL:

1. Use of proper APA style is required
in this course. Therefore, prepare your Case with proper documentation of
sources, using in-text citations and a complete end reference list. Refer to
the Well-Written Paper guide if you are not familiar with APA style.

2. Consider the Case as a formal
business report that you are developing for the Board of Directors and CEO as
Pepsico’s external consultant. This is a professional document. Follow the
format below:

3. Note: You must use section headings
to respond to all major requirements in all papers. Your section headings
should appear similar to the following:

• Executive summary: This is a
synopsis of the main points, conclusions, and recommendations made in the
longer report. If you have never written an executive summary before, or would
like a refresher, check this link: http://www.csun.edu/~vcecn006/summary.html

• Introduction: State the main
purpose of the paper (thesis statement), what you hope to accomplish, and how
you will go about doing it.

• Main Body: The “meat” of
the paper. Emphasize analysis, not just description. Don’t just give me facts –
interpret them! Delineate separate topics or sections with appropriate use of
headings.

o Executive Summary

o Introduction

o Company’s Mission Statement and Analysis

o Company’s Vision and Analysis

o Company’s Values and Analysis

o Alignment of Company’s Mission,
Vision, Values, and Goals with Stakeholders’ Interests

o Recommended Changes

o Conclusion

Assignment
Expectations

Your paper
will be evaluated using the grading rubric.

Tips and
Suggestions

Note the
following tips and suggestions:

• Business school case-study
assignments are meant to offer practice opportunities for future business
people who are earning their MBA degrees. Consider yourself a consultant hired
by the company to make these critical assessments. There are no right or wrong
answers to the Case question, so long as your position is well-defended.

• Study the theoretical concepts
provided in the Background materials section of the module, and identify main
strategy concepts.

• Analyze the vision, mission
statement, etc. according to the criteria presented in the Background
materials. Be critical and do not let yourself be influenced by a company’s
“spin.”

• Do not hesitate to criticize the
current statements. In many instances, you may not be able to find information
on the company’s website. Many companies do not get this right.

• Include a cover page and reference
page, in addition to the 6-7 pages of analysis described above.

• Include appropriate section
headings.

• Cite and reference all sources,
including those that you paraphrase. This means include citations and quotation
marks for direct quotes of more than five words, and citations for information
you have “borrowed” or paraphrased from other sources.

• Follow TUI Guidelines for
Well-Written Papers.

• Submit your analysis by the end of
this module.

MGT599 Strategic Management

Module 1 – SLP

STRATEGIC
MANAGEMENT PROCESS/VISION, MISSION, GOALS AND OBJECTIVES

Simulation

To begin
the MGT599 SLP sequence, you first need to first run the simulation using the
Default Decisions. In other words, use the prices and R&D percentages that
are already there (do not change any decisions made by Joe Thomas).

Capture or
collect the results for each product (W1, W2, and W3) for each year that you
run the simulation. Copy (using Excel, by hand, or some other method) the
financial results and marketing results, as well as the information provided by
your Advisor.

REQUIRED
READING:

Read the
following scenario carefully before you proceed:

SCENARIO

It is
December 31, 2016. Joe Thomas, the VP of Marketing at the Wonder Company, is
smugly patting himself on the back for how well he has done with pricing and
product development of the three company products: W1, W2, and W3. Of course,
Joe knows his strategy was not creative at all (i.e., he did not change any
prices or R&D allocations over the past five-year period: 2012 through
2016). But he is certain that he really did not need to change anything anyway,
and that his overall performance is proof of his good work.

Sally
Smothers, the CEO of Wonder Co., knows better, and she fires Joe (but why did
she wait so long?).

On the same
day Joe is fired, you are hired to replace him. And so…here you are, on
December 31, 2016, as the new V.P. of Marketing of the Wonder Company. You are
ready to move the company ahead into 2017. Your boss, Sally Smothers, expects
you to make intelligent and informed product development and pricing decisions
(after all, you are an MBA).

Session
Long Project

Write a 6-
to 7-page paper (not including cover and reference pages), using Sally’s
instructions, which follow:

Sally asks
you to review Joe’s decisions from 2013 through 2016 to see what was going on
in terms of product development, sales, pricing, and performance. Your final
report is due on Sally’s desk by January 15, 2017 – you have only 2 weeks to
run the simulation, analyze your results, and write up the report, so you had
best get started on this now!

Using the
default decisions (i.e., make no changes within the simulation), analyze Joe
Thomas’s decisions and results, and then write the report that Sally is
requesting. Access the Wonder Company simulationand collect the data for each
year. Determine where you believe Joe went wrong, and propose a new strategy.
Support your revised strategy using financial analysis and relevant business
theories.

KEYS TO THE
ASSIGNMENT:

The key
aspects to this assignment that are required to be covered in your paper
include:

1. A review of each product – W1, W2,
and W3 – its life cycle, and how each product stacks up in terms of price and
performance.

2. Financial review of each product –
W1, W2, and W3 – sales, costs, profitability, prices, unit margins, etc.

3. Market review: New Sales, Repeat
Sales, Market Saturation, etc.

4. Propose an alternate strategy: A
general idea of how you might do better with these products: what pricing and
R&D allocations, etc., you would have put in place over the last four
years, 2013 – 2016. In short, what would you have done differently than Joe
Thomas at each decision point? Be specific.

SLP
Assignment Expectations

Your paper
will be evaluated using the grading rubric.

TIPS AND
SUGGESTIONS:

Please note
the following tips and suggestions:

• Include a cover page and reference
page, in addition to the 6-7 pages of written analysis described above.

• Use section headings as
appropriate. Use graphs, charts, or figures strategically – but do not use
these as “space fillers.” Include large tables or graphics in an
Appendix instead.

• Cite and reference all sources that
you use in your work, including those that you paraphrase. This means include
citations and quotation marks for direct quotes, and citations for that
information which you have “borrowed” or paraphrased from other
sources.

• Follow TUI Guidelines for
well-written papers.

NOTE:
Throughout the SLP sequence, you will be asked to make business decisions under
conditions of incomplete information and uncertainty. To do so effectively, you
will need to make assumptions based on what you have learned throughout the MBA
program as it relates to the ways in which markets operate. To this extent, you
need to rely on models, financial analysis, and theories from such classes as
Organization Behavior, Economics, Finance, Accounting, and Marketing. In
addition, the simulation will give you some additional market information as
you progress.

Be sure
that you draw explicitly on concepts and theories from the courses you have
taken throughout the MBA program. That means you must “think like an
MBA” and use the various data you are given. You will have to crunch the
numbers and present your data analysis professionally by creating some simple
tables, charts, and graphs.

MGT599 Strategic Management

Module 2 – Case

THE
EXTERNAL ENVIRONMENT, INTERNAL PROFILE, AND SWOT

Assignment
Overview

Remember
that the Case in this course is an ongoing exercise, meaning that we will be
taking an intensive look at one company over the course of our four modules.
This session, we will be conducting a strategic analysis of Pepsico.

The outcome
of this Case is to use a completed external and internal analysis of Pepsico in
the completion of a SWOT.

Case
Assignment

In a 7- to
10-page paper, integrate your external and internal company analysis, completing
a formal company SWOT.

Keys to the
Assignment

• Step 1: Perform research, and
complete an industry analysis using each of the Five Forces in Porter’s model.
Support your analysis with current financial, operational, and marketing data.

• Step 2: Complete your external
analysis using each of the four elements in the PEST analysis. When considering
economic data, use the most current data you can find.

• Step 3: Write up the results of
your external analysis, and be sure to label the impact of each of the Five
Forces as high, moderate, or low. Taken together, the Five Forces analysis and
the PEST analysis should lead to conclusions about the overall opportunities
and threats facing Pepsico as revealed by your research. All data and factual
information that you report in your Five Forces and PEST analysis must be
properly cited using APA style.

• Step 4: Conduct a critical and
thorough internal analysis of Pepsico, assessing as many of the company’s key
internal strengths and weaknesses as you can. Consider the operations, customer
service, finance, human resources management, and marketing functions. See the
following website, as it will help you decide which strengths and weaknesses
you might wish to evaluate: http://www.businessballs.com/swotanalysisfreetemplate.htm

• Step 5: Discuss the results of your
internal analysis, including your conclusions concerning the strengths and
weaknesses facing Pepsico.

• Step 6: Synthesize your internal
analysis with your external environmental analysis, formulating a complete SWOT
analysis. Provide a SWOT diagram (include as an Appendix – not as part of the
written analysis) in which you show – in each of the four quadrants – the most
important 3-4 company strengths, weaknesses, opportunities, and threats. Each
of these should be discussed thoroughly within your written analysis.

• Based on your SWOT, give very
specific and informed recommendations as to what the company should do. Give
your overall analysis—does the company have more strengths than weaknesses?
More weaknesses than strengths? Whatever you decide, you need to recommend
(with strong, convincing support) what you believe should be the company’s
strategy — in response to your collective assessment of the organization’s
strengths, weaknesses, opportunities, and threats. You must demonstrate
evidence of critical thinking – do not simply restate facts you have learned
about the company. Interpret the data and factual information you have found
instead.

• Step 7: Consider the Case as a
formal business report that you are developing for the Board of Directors and
CEO as Pepsico’s external consultant. This is a professional document. Follow
the format below:

• Executive summary: This is a
synopsis of the main points, conclusions and recommendations made in the longer
report. If you would like a refresher on writing an executive summary, check
this website: http://www.csun.edu/~vcecn006/summary.html

• Introduction: State the main
purpose of the paper (thesis statement), what you hope to accomplish, and how
you will go about doing it.

• Main Body: The “meat” of
the paper. Emphasize analysis, not just description. Delineate separate topics
or sections with section headings.

• Conclusion: Summarize your paper in
the light of your thesis statement.

Assignment
Expectations

Your paper
will be evaluated using the grading rubric.

Tips and
Suggestions

Note the
following tips and suggestions:

• Business school case-study
assignments are meant to offer practice opportunities for future businesspeople
who are earning their MBA degrees. Consider yourself a consultant hired by the
company to make these critical assessments. There are no right or wrong answers
to the Case questions – however, your position must be well-defended.

• Study the theoretical concepts
provided in the Background materials section of the module, and identify main
strategy concepts.

• Conduct additional research on the
organization using IBISWorld in the TUI Library. IBISWorld is accessible
through the Trident Library Access search located at the TLC Home Page. Under
the Library Access search box, click on “Additional Library Sources.” IBISWorld
is included in the list. For navigation help, click here: IBISWorld Navigation
Tips.

• Include a cover page and reference
page, in addition to the 7-10 pages of analysis described above.

• Include section headings in all
papers.

• Cite and reference all sources,
including those that you paraphrase. This means include citations and quotation
marks for direct quotes, and citations for information you have
“borrowed” or paraphrased from other sources.

• Follow Trident Guidelines for
Well-Written Papers.

• Submit your analysis by the end of
this module.

MGT599 Strategic Management

Module 2 – SLP

THE
EXTERNAL ENVIRONMENT, INTERNAL PROFILE, AND SWOT

Simulation

Wonder
Company Simulation

Simulation

The Module
2 SLP requires that you continue with the scenario and simulation you began in
the Module 1 SLP.

SCENARIO
CONTINUATION

SLP2 – It
is January 15, 2017. You have finished analyzing the performance of the Wonder
Company, and you have submitted the report requested by your CEO, Sally
Smothers. You are ready to move forward to 2017, but then…..

….as you
turn on the TV, you notice something very strange. You recognize that the date
is January 1, 2013, and that you get to make the decisions for the Wonder
Company for the 4-year period beginning with 2013. Your challenge is to do
better than Joe Thomas.

At the
beginning of each year (2013-2016), you will determine your pricing, your
R&D allocations, and whether or not to discontinue any products. You are
required to make your decisions for each year, and to report your results to
see what happened. You must keep track of your decisions, making specific notes
supporting each of your decisions.

Run the
Wonder Co. simulation through the end of 2016. When you are finished, the date
will be December 31, 2016. What is your total Score? Did you do better than Joe
Thomas?

You
organize your notes about your decisions, your analysis, and your reasoning
into a well-written report.

Session
Long Project

Run the
Wonder Company simulation with your strategy, making decisions year by year for
prices and R&D allocations. Write a 6- to 7-page paper, not including cover
and reference pages, in which you discuss the decisions and the results for
each year. Discuss why you did better (or worse) than Joe Thomas.

KEYS TO THE
ASSIGNMENT

The key
aspects of this assignment that should be covered and taken into account in
preparing your paper include:

• As you run the simulation, keep
track of your decisions and the results – both financial and marketing. Copy
and paste the results into Excel or into a Word document. You will also want to
record the information that you get from the Advisor. Make a note of your Final
Total Score.

• Include your Final Total Score, some
tables, and/or graphs showing key results. Using sound logic, be sure to
clearly explain the differences from Joe.

• Remember that the key here is
quality of analysis.

• Time Line Summary:

SLP1

• 2016: You are hired on December 31,
2016.

• Turned in first report to the CEO
on January 15, 2017.

SLP2

• You again find yourself in a Time
Warp that takes you back to January 1, 2013.

• You revise the decisions made by
Joe for 2013 – 2016. You make new decisions each year.

• December 31, 2016 – You have gone
through all four years, and you write your second report to summarize how you
did.

SLP
Assignment Expectations

Your paper
will be evaluated using the grading rubric.

TIPS AND
SUGGESTIONS

Please note
the following tips and suggestions:

• Include a cover page and reference
page, in addition to the 6-7 pages of analysis described above:

o Use section headings as
appropriate. Use graphs, charts, or figures strategically – but do not use
these as “space fillers.” Include large graphs, etc., as an Appendix instead.

o Cite and reference all sources that
you use in your work, including those that you paraphrase. This means include
citations and quotation marks for direct quotes, and citations for that
information which you have “borrowed” or paraphrased from other
sources.

o Follow the Trident Guidelines for
well-written papers.

MGT599 Strategic Management

Module 3 – Case

STRATEGIC
CHOICES

Assignment
Overview

The Case in
this course is an ongoing exercise, meaning that we will continue to review one
company over the course of our four modules. In Module 3, we will be conducting
a strategic analysis of Pepsico.

Specifically,
the Module 3 Case requires that you identify the primary business strategy
employed by Pepsico. You will also be providing a critical, written analysis
evaluating that strategy in the context of the strengths, weaknesses,
opportunities, and threats you identified in Module 2.

Required
Reading

Refer to
the required and optional readings related to strategic choices, the theme of
Module 3.

Case
Assignment

In a 6- to
8-page paper, respond to the following:

1. Which of the four generic (Porter)
strategies does Pepsico follow, and how do you know?

2. Integrate the strategy you have
identified above with the strengths, weaknesses, opportunities, and threats you
identified in Module 2 (this exercise should provide you with some specific
actions the company should be taking relative to its strengths, weaknesses,
opportunities, and threats. These actions are referred to as “strategic
choices”). Do Pepsico’s strategic choices align with the firm’s generic
strategy? If not, what are the specific points of disconnect? Think critically
about this step, as no company achieves perfect alignment of its strengths,
weaknesses, opportunities, and threats with its chosen strategy. As the MBA, it
is your job to uncover the discrepancies and problems.

3. How can Pepsico leverage its
strengths and shore up its weaknesses by altering its strategic choices? How
can the company take advantage of environmental opportunities and minimize
environmental threats by altering its strategic choices? Be specific.

4. Complete the paper by commenting on
how your view of Pepsico’s vision and mission has changed or has been
reconfirmed by this process of strategic analysis. Would you make any
suggestions to revise the company’s vision, mission, or values statements, or
to any of its goals/objectives?

5. Consider
the Case as a formal business report that you are developing for the Board of
Directors and CEO as Pepsico’s consultant. This is a professional document.
Follow the format below:

• Executive summary: This is a
synopsis of the main points, conclusions, and recommendations made in the
longer report. If you would like a refresher on writing an executive summary,
check this website: http://www.csun.edu/~vcecn006/summary.html

• Introduction: State the main
purpose of the paper (thesis statement), what you hope to accomplish, and how
you will go about doing it.

• Main Body: The “meat” of
the paper. Emphasize analysis, not just description. Delineate separate topics
or sections with headings.

• Conclusion: Summarize yo