The balanced score card (BSC) Assignment

The balanced score card (BSC)

Order Instructions:

Dear Admin,

The balanced scorecard’s (BSC) four focus areas are financial, customer, process, and learning and growth. The scorecard incorporates measures derived from an organisation’s strategy. Although retaining financial measures of past performance, the balanced scorecard also introduces the drivers of future financial performance.

Address the following issues/questions:

Critically evaluate the advantages of using the BSC approach to performance measurement and identify critical areas in terms of implementation of the BSC. Should public sector or not-for-profit organisations develop a BSC? Use examples to illustrate your points as well as suitable academic references.

And consider the following questions:

•What are the advantages of using the balanced scorecard?

•What are the critical areas that should be considered in its implementation?

•Should the balanced scorecard be used across different organisations?

Also,

1) The answer must raise appropriate critical questions.

2) Do include all your references, as per the Harvard Referencing System,

3) Please don’t use Wikipedia web site.

4) I need examples from peer reviewed articles or researches.

5) Turnitin.com copy percentage must be 10% or less.

Appreciate each single moment you spend in writing my paper

Best regards

SAMPLE ANSWER

Introduction

Balance scorecard approach is a strategic system of management and planning that is widely used in the business environment with the sole aim being to have all the activities of an organization well aligned with the vision of the organization. Further, this approach helps to ensure that the communications of the organization both internal and external are improved. The third and equally important goal of balanced score card is to help assess the performance of the organization against the already laid don strategies and goals.

Advantages

The balanced score card has a couple of benefits to the business. As the name suggests, it is a business strategy whose aim is to bring about balance within an organization. The traditional strategies that have been in place have only concentrated on only certain aspects of an organization (Niven 2010). This has often led to imbalance and the resulting effect is that it is not possible to fully assess the performance of the organization. With the balanced score card, every aspect of the organization is carefully considered and assessed. The balanced score card has four main areas of focus. These are processes, customer, finances and growth. All these aspects spread out to cover all other areas of an organization.

Due to the fact that each area is assessed separately, departments have to become creative and generate new ideas that will ensure that they remain afloat. Unlike in the past where departments in an organization depended on each other for performance, each department is now assessed independently. This has encouraged need for every department to perform as expected.

Although there is separation of departments, there is a chain of activities that are interconnected and run across departments. As such, instead of having unhealthy competition among departments, teamwork is encouraged. The cyclic nature of interdependence in activities means that each department must be supportive of each other (Gerard, 2012). This has been identified as one of the strong pillars of the balanced score card approach.

With a balanced score card, it helps to give the management, at a glimpse, the nature of operations of the organization (Kaplan & Norton 2013). The approach helps to summarize and consolidate under a single platform of the activities and operations of an organization. As such, monitoring becomes easier and does the assessment. This makes it easy to assess whether or not the organization is meeting its goals as projected in the vision and the strategic plans of the organization.

Implementation

In implementing the balanced sore, there are areas that must be carefully considered. The first is the how well the strategy blends with the vision and mission of the company. Any strategy that does not support the projected goals of the organization will not contribute to such an achievement (Smith 2010). It is therefore crucial that care is taken to ensure that there is proper alignment of the two.

Further, in the implementation of the same, it is important to consider the contributions towards performance of the business (Niven 2010). The business core card that is set in place must have its primary objective as boosting and improving performance of the organization. A company’s performance determines its future. In performance, there are very many issues that are considered including customer satisfaction. It is not just the profit margins that are considered but also how well the customers of the business are served. Customers are the biggest asset of any organization. Their satisfaction largely determines the performance of the organization.

Use of Balanced Score Card

Although the balanced scorecard is often used in business organizations, it is often applicable in nonprofit making organizations. The balanced score card’s aim is not just to ensure that profit margins come up (Brown, 2007). Rather, the aim is to ensure that an organization can match its performance to its goals, long term and short term and its vision. Further, it helps make the management’s work easier by consolidating the activities of the organization. In so doing, the performance of the company goes up.

Certainly, the balanced score card has been as being very effective in profit making organizations. Every aspect of the business and especially the finances are out in check and this helps to push the profit margins considerably.

Conclusion

In an era where organizations are seeking to improve performance management, business scorecard is an idea that cannot go unnoticed. The pivotal role played by this strategy has helped increase the ability of organizations reach their intended goals. It has been realized that proper implementation of the balanced score card helps improve customer satisfaction. The overall value of services and products of the company also goes up. Besides bringing harmony in the activities of an organization, it also helps to streamline the in-house activities of the organization. Teamwork becomes more evident and this in turn boosts performance Channels of communication are also opened up. This means even in organizations where there is structural bureaucracy, those down in the ladder can still communicate to the top management. Balanced score card is business idea that has been tried and tested and has proven practicable.

References

Brown, M, 2007, Beyond the balanced score card: improving business intelligence with analytics, New York, Analytics Press.

Gerard, B, 2012, Balanced scorecard 100 success secrets, New York, Prentice Hall

Kaplan, & Norton D, 2013, Alignment: using the balanced scorecard to create corporate synergies, London, Sage.

Niven, R, 2010, Balanced score card: step by step, California, John Wiley and Sons

Smith, R, 2010, Business process management and the balanced score card, California, John Wiley and Sons

We can write this or a similar paper for you! Simply fill the order form!

Organisational Change Management Case Study

Organisational Change Management

Case study to be written in four(4) sections
talking about Triggers for change , including wider Macro environment (PESTLE)

SECTION ONE: Introduction to the report (600 words)
The introduction allows your busy client/ reader to preview the nature of the project you have undertaken for your busy client/ reader. Essentially, the introduction forecasts the basic organization of the report. The following questions should be addressed and/or considered in the introduction to the report:
• What are the underlying and wider case study problems and key issues facing the SCC organisation?
Be specific and concise. Clearly and initially explain and outline how different external environmental pressures are causing the need for urgent change at
SCC. Then clearly explain how some different internal problems might arise from the need for change.
This means that the opening of your report should outline and explain the relationship between the internal and external environment, concisely using
theories, concepts and examples which are referenced.
Your goal here is to show the reader that you understand the problem or opportunity, as well as the relationships or events that will affect the problem and
its solution.
• What is the purpose of the report proposal?
Even through it might seem obvious to you, the purpose of the proposal is to describe a problem or opportunity and propose a course of action. Be specific in explaining what you want to do. A good report will provide the client with a clear selling point which clearly and concisely tells the reader what the
overall report will conclude and decide. This purpose of providing the reader with a clear selling point is to capture a busy client’s attention and interest.
• What is the organization of the proposal?
Provide concise signposts which clearly indicate what will be explored in each section. Signposts are important because they clarify for the reader/ client
how the report will be logically structured and what the report will focus upon in each section.
section 2 (2400 words)

SECTION TWO: Background
Because not all clients will necessarily be competent in your field, the background section needs to clearly articulate the context behind your research.
The Background Sections require you to conduct comprehensive research. Your suggestions need to be based on the research that you have conducted, and this research needs to be demonstrated to your client.
Again, your ethos as a sound provider of business advice is largely based on the research that supports your findings and ideas.

Background Sections
Normally all of the categories of background information listed in the report introduction can be fully developed. This means that the different report
sections will be logically linked.
Please use the following background sections as a guide for the focus and structure of section two of the report. The order of these sections can be varied
if such an alteration makes sense.
• How possibly might your client address the underlying problems faced outlined during the introduction?
Problems – Findings (750 words): In this sub-section of the report clearly outline and explain how your client can address the underlying problems, and theburning platform issue of the need for urgent change.
You might consider in this section Kotter’s idea of developing a guiding coalition to align top down down and bottom up change. This section will need to
connect more broadly with the relationship between organisational development and employee involvement. For example, a guiding coalition involves developing a group of managers/ leaders such as a management team. Therefore, involving groups relates to the collective character of change. A guiding coalition as a group relates also to the political character of change. Furthermore, individual members of a guiding coalition also requires change agency skills which also
relate, more broadly to both the management and leadership of change.

Solutions Focus – Findings (750 words) In this sub-section of the report clearly outline and explain what specific change management practices and
interventions such as organisational development methods might be used. Then outline how long the possible time scales or time frames (when) for these change management practices and interventions might be. In this section you might consider for example what specific time based organisational development (OD) methods such as future search and open space might be used, and when (time scale).

SECTION THREE: Conclusions
Limitations (450 words) Critically reflect upon and recognize the limitations of your proposed possible solutions. This section should present a balanced
conclusion to your work, and reflect your analysis in the preceding sections.
This section might consider the ongoing problems of continuous change for people in organisations such as the psychological contract, engagement and
insecurity, and practical difficulties of OD and employee involvement.

SECTION FOUR: Recommendations
Implementation – recommendations (450 words) In this final sub-section of the report clearly outline and explain how and in what ways your solutions outlined above can or will actually be executed or implemented.
This section of the report might consider leadership development programs which enable continuous change in the longer term to be addressed, and changes to leadership styles which enable more effective leadership of change. Other examples of what might be considered include:
• Employee Assistance programs (EAP) – these are OD and EI methods which directly address problems of employees coping with change, and link to softer
approaches to change
• External consultants or Envoys – You might consider SCC employing external change experts such as envoys (see ACAS) who can provide specialist knowledge and expertise regarding different aspects of restructuring and change.
• Team working/ building: You might consider recommending developing group working through use of T groups to help people cope with changing roles and relationships, or communities of practice to developing knowledge working and innovation and thus new product development
• Management accounting frameworks: You might consider linking accounting frameworks such as the balanced scorecard and intellectual capital to soft aspects of change such as leadership and people management.

Case study – CEO memo
County council staff warned over major job cuts
HUNDREDS of jobs will go at Suffolk County Council – but staff are not doing enough to prepare for the brave new world.
That is the blunt message to thousands of council staff from chief executive Andrea Hill in her latest newsletter.
Mrs Hill warns that while the council has developed a policy entitled “A New Strategic Direction,” staff have been far too slow in putting it into practice.
She said: “I am more convinced than ever that our new strategic direction is right.
“We spent many months co-authoring it and sharing it. My concern is that we are not delivering it.
“People know the ‘burning platform’ of financial crisis is coming, but we are acting as if it’s off the shores of Louisiana – too remote to affect us.”
She warned that losing jobs was not the answer to the council’s financial problems – a gap of £153 million is expected to open up in the council’s budget by
2013.
She said in the newsletter: “This will mean fewer people will work for the council in the future. There will be job losses. I don’t know how many – if I did,
I would tell you – but we need to reduce our staffing costs.
“Just reducing our headcount however won’t close our budget gap: I thought it would, but I was wrong. If we cut our managers by 30% – that’s about 400 posts
– it would save £55m. So cutting jobs alone is not enough.
“I don’t expect us to be running a big redundancy programme because we can’t afford it.”
Mrs Hill says she wants to reduce the demand on the council’s services: “To prevent the £153m budget gap, we need to switch off the demand for our services in two ways: by addressing the root cause of social problems and fixing them once and for all; and by building social capital to strengthen communities to help themselves.
“Where services still need to be provided, we will work collaboratively with district councils, health, police and the voluntary sector to join up services
across the public sector using lean systems thinking to cut out waste and meet real (rather than perceived) customer needs.
“Currently the council is not fit to do this.”
Opposition leader Kathy Pollard was surprised by the tone of the newsletter.
She said: “I’m not sure what she means about switching off the demand for services – how do you switch off the demand for children’s services? How do you stop people becoming old and frail? Do you stop them from using libraries? It just doesn’t make sense.
“And we pointed out that the council took on a lot of new members of staff last year. Is that all going to be pushed into reverse?”
Council leader Jeremy Pembroke has said that the county badly needs to change the way it operates, and that Mrs Hill was hired because of her skill at coming
up with radical solutions to serious problems facing the county.
“That is why we felt we had to pay for the best when it came appointing a new chief executive,” he said.
The full text of Mrs Hill’s newsletter:
Reshaping the council: A call to action
On Friday, whilst the country was excitedly watching the outcome of the General Election and who might form the next government, there was as much energy and excitement in a community hall in Kesgrave. Why? Because 175 managers from across the council were working out how to implement the New Strategic Direction.
We know a new government signals a new era of financial austerity. With the General Election Campaign over, politicians of all parties will need to get real about the size of the spending cuts to come. I’m not expecting our budgets to increase for the next 6 years, but our costs will. If we do nothing, our budget gap will be £153 million by 2013.
I am more convinced than ever that our New Strategic Direction is right. We spent many months co-authoring it and sharing it. My concern is that we are not delivering it. Friday’s workshop proved that at least 175 colleagues understand the direction. People know the ‘burning platform’ of financial crisis is coming, but we are acting as if it’s off the shores of Louisiana – too remote to affect us. So Friday was a call to action – the start of a new programme of
change that will reduce our costs.
The New Strategic Direction is about radically redesigning public services across Suffolk to achieve the Suffolk Story priorities in the new, reduced,
financial context. It is about challenging our spend and dramatically reducing our costs. To prevent the £153m budget gap, we need to switch off the demand
for our services in two ways: by addressing the root cause of social problems and fixing them once and for all; and by building social capital to strengthen
communities to help themselves. Where services still need to be provided, we will work collaboratively with district councils, health, police and the
voluntary sector to join up services across the public sector using lean systems thinking to cut out waste and meet real (rather than perceived) customer
needs. Currently the council is not fit to do this: that’s why I wrote ‘Reshaping the Council’ to challenge us into a new way of thinking. That’s why I’ve brought in a new Director for Organisational Change (Max Wide) to develop a hardnosed programme to implement the New Strategic Direction.
I believe the council needs to change. It is too slow, too complex, over elaborate, risk adverse, designed more for the regulator than the customer, and now
– in a new financial climate – too expensive. I know it will need to be leaner, smaller, cheaper, more creative, and more innovative. That means we need to radically rethink what we do and how we do it. We have to develop more commercial skills to understand our costs better and drive them down.
This will mean fewer people will work for the council in the future. There will be job losses. I don’t know how many – if I did, I would tell you – but we
need to reduce our staffing costs. I heard a rumour last week that some people thought if they got on the invite list for Friday’s workshop, their jobs were
safe. Not true. Those who attended heard me tell them that. I want our most creative, innovative, hardworking colleagues to stay in the council. I’ll try to encourage that to happen. Just reducing our headcount however won’t close our budget gap: I thought it would, but I was wrong. If we cut our managers by 30%
– that’s about 400 posts – it would save £55m. So cutting jobs alone is not enough.
I don’t expect us to be running a big redundancy programme because we can’t afford it. Nor do I think we have the public sympathy to spend taxpayers’ money on paying people to leave. So we’ll need to think more creatively about how we get staffing costs down – we certainly can’t afford to keep recruiting people (we recruited 1,800 new staff last year) or to allow non-performance to go unchallenged.
The great thing about Friday’s workshop is it showed managers across the council know that the council needs to change. The reality of the financial crisis
is well known. The need for change is accepted – what we now need to focus upon is how to change. How to “de-treacle” the council without alienating the regulators. How to radically rethink whether we should still deliver all services. How to reduce demand for our services in the future. How to rethink our current assumptions.
Andrea Hill
Chief Executive

We can write this or a similar paper for you! Simply fill the order form!

Bob Marley Artist Work Analysis Paper

Bob Marley

Select a significant performer e.g Bob Marley, songwriter, band or producer. Analyze several of the artists’ works to explain their significance and then discuss the artists’ relationship with the American culture. What cultural and/or commercial factors shaped the popularity of the artist? What was the cultural or commercial impact of the artist?

We can write this or a similar paper for you! Simply fill the order form!

Advantages of using BSC approach to measure performance

Order Instructions:

Dear Admin,

Address the following issues/questions:

And consider the following questions:

•What are the advantages of using the balanced scorecard?

•What are the critical areas that should be considered in its implementation?

•Should the balanced scorecard be used across different organisations?

Also,
1) The answer must raise appropriate critical questions.
2) Do include all your references, as per the Harvard Referencing System,

3) Please don’t use Wikipedia web site.
4) I need examples from peer reviewed articles or researches.
5) Turnitin.com copy percentage must be 10% or less.

Note: To prepare for this essay please read the required articles that is attached or sent by email.

Appreciate each single moment you spend in writing my paper

Best regards

SAMPLE ANSWER

Advantages of using BSC approach to measure performance

The success of any business organization in any given sector entirely depends on how all stakeholders and employees of the organization work together for the achievement of the organization’s goals and objectives. The journey towards success starts by the formulation of the mission, vision, and goals of the organization, which are the driving forces (Hill and Jones 2012). The purpose of an organization is achieved by implementing measures and actions that will work towards the achievement of organizational goals, continuous assessment, and improvement of the processes involved. The balanced score card (BSC) is the most efficient tool which can be used by any given organization for strategic management, measure performance and mitigate on areas that the organization needs to concentrate on to achieve success. The strategic vision of any organization requires to be converted into actions that will ensure that the goals are achieved. The balanced score card provides the lead towards the creation of strategic actions and strategies to aid in the performance measurement of the actions deployed towards the achievement of the strategic objectives of the organization (Biazzo and Garengo 2012).

The use of a Balanced Score Card draws huge benefits to any organization and helps the organization to align its resources towards ensuring the objectives are achieved. The balanced score card takes into consideration several perspectives regarding the organization relating to the financial aspect, targeted customers, processes involved and learning and growth of an organization and measures how the actions adopted by the organization towards the achievement of the strategic objectives of the organization (Niven 2010). A balanced score card is critical in ensuring that performance measures are aligned with the organizational strategy that forms the purpose of the organization. The balanced score card helps the management of the organization by pointing out the business operations that need to be adopted and which areas to concentrate efforts on. Through the strategies contained in the business scorecard communication within an organization improves and ensures that all the stakeholders of the organization are aware of the goals and objectives of the organization and clearly understand what they are needed to do.

A balanced score card ensures improved learning and growth in the organization since all the stakeholders are working towards common goals. Assessment and measurement of performance of business operations’ outcomes is easier using the balanced score card since it clearly describes the actions to be adopted by organizations and the expected deliverables (Biazzo and Garengo 2012). The deployment of a balanced score card in business operations improves innovation and creativity of the team and guarantees improvement since feedback can be achieved from the monitoring process and help in the improvement of business operations. A Balanced score card helps in the achievement of competitive advantage, increased satisfaction levels and financial growth for profit making organizations (Hill and Jones 2012).

The implementation of a balanced score card takes into consideration the area of operation and the stakeholders of an organization. The flow of strategies differ in profit making organizations where the financial perspective is above all the other perspectives since organizations need to get a return from their investments. In other sectors such as public sector and not-for-profit organizations, the satisfaction of the stakeholders including the public and the donors is the most important perspective (Redburn, et al. 2015). The availability of the required resources is also critical when implementing the business scorecard. This approach of the measurement of performance can be used across different organizations since any business environment involves resources and customers and performance measurement is very critical regardless of the type of organization (Redburn, et al. 2015).

Works Cited

Biazzo, Stefano, and Patrizia Garengo. Performance Measurement with the Balanced Scorecard: A Practical Approach to Implementation within SMEs. New York: Springer Science & Business Media, 2012.

Hill, Charles, and Gareth Jones. Strategic Management: An Integrated Approach. New York: Cengage Learning, 2012.

Niven, Paul R. Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results. London: John Wiley and Sons, 2010.

Redburn, F Stevens, Robert J. Shea, Terry F. Buss, and David M. Walker. Performance Management and Budgeting: How Governments Can Learn from Experience. London: Routledge, 2015.

We can write this or a similar paper for you! Simply fill the order form!

Dracula Part 2 Essay Paper Available Here

Dracula

1. Write about 1-2 paragraphs regarding one thing that you found interesting/surprising in the second half of Dracula.
2. Write 1-2 paragraphs describing the ways that the idea of “monster” is presented in Dracula compared to Frankenstein.
3. Ask one question about the text. This could be a clarifying question or a discussion question.

We can write this or a similar paper for you! Simply fill the order form!

Analytical Paper Assignment Available

Analytical Paper

There are numerous examples of ethically ambiguous activities featured in the film. These activities may involve actions, affirmative statements, omissions
and/or schemes. Identify and explain one such activity. Include a brief description of the parties involved, what happened, and why it was ethically
questionable. Then, answer the following questions utilizing the framework of the moral philosophies discussed in class and Chapter 6 of the textbook:
(1) Identify the moral philosophy upon which the parties seem to have relied to justify their actions. Define that philosophy and explain how it led them to
act as they did.
(2) Select two alternative moral philosophies that might have led the parties to a different result and, for each one, include a definition of that
alternative philosophy and an analysis of how the actors would have acted had they utilized that moral philosophy. Also discuss the likely outcome of acting
in accordance with each such alternative philosophy.
Your answer should be written in essay format; in other words, it should not be divided into individual answers to the above questions. There is no need to
consult sources beyond your textbook, your class notes, and the film itself.

We can write this or a similar paper for you! Simply fill the order form!

Behavioural Intervention Grading Scheme

The assignment is to write a paper based on previous case study. The current assignment is the attachment entitled “Behavioural Intervention Grading Scheme”
and it is to be based on all of the additional attachments which I had done previously. The course I am taking is Autism and Behavioral Science.

There is no minimum requirements for the number of sources you use however as a general guideline an academic paper can have 1 source per hundred words. In regards to the currency of the references, it is generally expected that sources are within 5 years published age. However if you have sourced a reference that is older than this you must demonstrate how it is relevant in your writing.

We can write this or a similar paper for you! Simply fill the order form!

Employee Development Article Summary

Write a 1-page article summary about this article (http://tinyurl.com/aqccr3h) from Forbes.com. Describe the article’s purpose, summarize the main points, and talk about how it’s related to the Human Resources field in general. The format should be double spaced, one inch top and side margins, and 12 pt. Times New Roman font. Please include an MLA style bibliography for this article as a small second page.

We can write this or a similar paper for you! Simply fill the order form!

Contemporary challenges facing Sufism in Egypt

CONTEMPORARY CHALLENGES FACING SUFISM IN EGYPT

Research Question
An authentic critical analysis of Sufism and how do manifestations of Sufism differ, or not, from modern Islamic movements?

Initial plan:
1.What is Sufism?
2.The Origin of Sufism/ Historical Background
3.Pathway of Sufism and their spiritual practice/ the modern day practices of the Sufi’s
4.Sufi orders in contemporary Egypt and their influence on society
5.Sufism and Modern Movements in Egypt such as Brotherhood, Salafi and how they are difference from each other according to their faith (creed), philosophy
and political ideas.
6.Political context in Egypt and Sufism and the role/representation they played during the national crisis like recent revolution and general election.
What is the state of the Sufis in contemporary Egypt in light of the recent developments? / What role are they likely to play or what was their position?
Transformation of Brotherhood.
7.There are fundamental differences between Sufis and Salafi & Brotherhood as well as secularism. So for whom Sufis and their followers did vote for? Or, not
they did take part in Elections?
How do manifestations of Sufism differ, or not, from modern Islamic movements? –This type of issues will be my research Question.
8.In the end, I would like to put forward some proposal to integrate Sufi orders in the mainstream politics in Egypt in a parallel way of their struggle to
please their Lord Allah.
9.Conclusion

PLEASE ALSO NOTE:
1. I personally believe that, Sufism is spiritual life of Islam. In the most cases they are far away from politics or political Islam; although I believe
that they should take part in politics as Prophet Muhammad build an Islamic state in Madinah after his migration.
2. Please bear in mind that, my dissertation supervisor is a pro Sufism and therefore I would like to present ‘Sufism’ on my dissertation in a positive
manner, I don’t want portrait Sufi and Sufism in a negative way.
3. Please identity challenges clearly from British invention to current period.
4. Mention role of Al Azhar University played in support of Sufism.
5. Personally I’m also not agree with the following points:
• There is no solid arrangement regarding the significance of the word ‘Sufi’ and many authors generally debated about its connotation and its validity.
• It is escalating urban population and dispersal of non-religious based education have resulted in bringing in radical tension within the Muslim communities
especially owing to the influence of western societies. It has been ascertained that there has been constant decline of Sufi order in modernizing Egyptian
society
• Sufism is entirely different from Sunni or Shi’a customs and traditions. (Because Sufi people are within Sunni group and their faith and creed also same.
They don’t follow Wahabism as well as they are against any sort of extremism)
• Sufism is used in incongruence to radical version of Islam.
• Sufism in the modern Muslim community reflects as a position taken on radicalism, integration and traditionalism among others.
• The superstition of the people that spring them to honour the saints. (I believe it is not superstitions but their religious and moral duty to honour their
saints)

We can write this or a similar paper for you! Simply fill the order form!

Consumer Attitudes Towards Online Shopping

The students are expected to display understanding of consumer attitudes and the importance of considering consumer attitudes when designing retail marketing strategies. They should critically evaluate and apply the best model for examining consumer attitudes and discuss the implications of this knowledge for retailers. Students are asked to conduct a research project on consumer behaviour and retail strategy. Students are required to submit a report of 4,000 words for their project.

Your assignment must follow these formatting requirements:

Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.

We can write this or a similar paper for you! Simply fill the order form!