course material

1. (Mt) – JWI 599 Strayer University Business Analytics Paper
Running head: CAPSTONE RESEARCH PROJECT Capstone research project Name Institution
Date 1 CAPSTONE RESEARCH PROJECT 2 Executive summary MEDSI continues to invest
and expands its business in Moscow and other regions. The group primarily generates its
revenue from the sale of goods and rendering services in Russia. The company measures its
revenue at the fair value of the consideration receivable or received. The company has its
revenue being dictated by way of estimation on customer returns, rebates, and other similar
allowances. Revenue recognition associated with the company is reported under the MTS
(wireless, data, video services, and local telephone when services are provided. Another
source of revenue is determined by the fair value consideration received or fees receivable
less the estimated amount of return, discounts, and similar amounts. The sale proceeds
from retail customers also offer the sale of goods in stores, and the revenue is recognized at
the time of receipt is done by the customer. Others include the construction contract
entered by the company in terms of costs, revenue, and reliably recognized in reference to
the stage of completion of the activity of the contract by the end of the reporting period. The
revenue and costs are measured based on the relative estimated costs of the total contract
costs (FASB, 2014). Data We have selected a publicly-traded company that has a readily
available audited financial statements. The company is known as JSC Group of companies”
MEDSI” and is a part of a holding structure PJSC AFK Sistema. The process will involve
accurately scrutinizing the MEDSI under page 43 of its annual financial statement. The
company is an exclusive federal private clinic in Russia that provides a full range of services
in prevention, treatment, and diagnostic of diseases for both adults and children. The
company is also a distributor of unique cosmetology equipment and, at the same time, a
cosmetology clinic which provides services on this equipment. It is settled and operates in
Moscow, Russia (Caratti & Scully, 2016). CAPSTONE RESEARCH PROJECT 3 The reasons for
my choice are apparent: this is a fast-growing company, we have an ambitious goal – to
expand for the Russian market, and we have a strong team of professionals. The main
challenges, which are, in fact, opportunities include expansion to the other Russian rural
market, and, at the same time, to survive in the Russian Moscow market. It is not a secret
that the current situation in the Russian market, in general, is unstable, and it undergoes
turbulence. Last two years, the JSC group of companies was in a trough due to the
dependence on the Russian market, which is in a deep trough with all the Russian economy.
So, the main significant change in the sector is an ongoing decline, which is caused by the
decrease in the purchasing capacity. The issues I would like to explore are marketing,

2. Pricing, Locations of stores and branches, Promotion targeting, Web site customization, and
advertising placement in digital media. In the last financial year, the report indicated that
the assets for the company were 17714 million rubles making the company be the highest
among the 6440 enterprises in the industry (Berman & Knight, 2013). The revenue
collected for t6he year was 9264 million rubles making it the highest. The debt on taxes was
200 rubles only including the additional data from Federal Tax Service. The assets of Medsi
include 25 clinics in Moscow and the Moscow region, such as the clinical hospitals,
children’s clinics, and kliniko-diagnostic centers. The company has eight clinics and provide
service of emergency medical services of home visiting services, medical values, and
sanatoria. Based on the company’s director of the scientific research institute of the
organization of health care and medical management, there are less than 10 centers and
about CAPSTONE RESEARCH PROJECT 4 similar research and development centers while
the number of patients requiring oncology is growing yearly to about 500000 patients. In
2018, the revenue increased to 12.2 billion rubles. The total area under clinics exceeded to
233000 sq.m. In MEDSI, the company has employed more than 2000 doctors. Pediatricians
and Therapists of high qualification work around the clock on calls across Moscow area and
Moscow. All patients can access the call from the doctor as serviced by the individuals who
pay for treatment and those under VHI. For example, the therapist would cost about 3100
rubles while pediatrician would cost about 4500 rubles. The patients are helped using full
modern hardware and quickly. The doctor uses the tablet to see the symptoms being
conveyed by the patient on call. The tablet tool is important in taking into consideration the
medical records of the patient and result of diagnostic testing, doctors’ appointments, and
the history of his appeals to the Medsi clinics. After taking into account the clinical picture of
the patient, the doctor will come on-call quickly and carry on full acceptance and after being
assigned the treatment process administered to the patient. The company is also planning
on spending about 2.4 billion rubles for the creation of its own research laboratories and
centers for nuclear medicine. Outline and plan The strategy being implemented by MEDSI is
to build the largest federal medical chain in Russia that will combine three main
components: the components include research, healthcare, and training. The main purpose
is to create an innovative platform based on the vertically integrated system of medical care
that will consist of elements such as personalized, predictive, preventive and participatory
medicine and hence emerge as a leader in the field of healthcare in Russia. In 2018, MEDSI
became the leader among the private clinics across the Moscow region in terms of how it
provided services to its more than 11000 people suffering from cancer. The CAPSTONE
RESEARCH PROJECT 5 revenue for the company has grown by 52.1% from 17.7 billion
rubles supported by increased capacity utilization and increased revenue from the CDC in
Moscow. The average revenue increased by 43.4% to 2100 rubles due to an increased
proportion of complex procedures in the in-patient segment and the diagnostic segment
and also due to the impact of increased prices in line with the trends in the market (Abbas,
2017). The facility is planning to undertake particular priorities starting from 2019 and
expanding the spectrum and capacity of services being offered at the CDC Krasnaya Presnya
and launching the finalized project at MSMC Michurinsky. Other clinics in the neighborhood
are being renovated by the company and are expected to be opened by the end of the year.

3. By the end of 2019, the company is planning to launch other clinics in other regions of the
country. The company is also partnering with the company’s agenda such as it being
included with the Ministry of Health Hi-Tech Healthcare Providers List that would open up
access to federal financing and also bring hi-tech care to MEDSI hospitals from 2020
onwards. The company has launched a telemedicine platform developed with other
organization such as MTS. The company has also developed a special mobile app and
evolved the solution through new services. As of 2019, the company had 19 clinics in
Moscow and Moscow region, 2 clinical hospitals, 70 first aid posts all over the country, 12
clinics in regions and 3 large kliniko-diagnostic centers. Other facilities include department
of family medicine fitness and the velnes-centers and 2 sanatoria and emergency medical
services. Financial analysis details The return on assets for the company is 6.7% compared
to the industry average of 12%. The lower return on assets for the JSC group of companies
implies that the company is still less efficient in managing its operational expenses and
assets compared to the industry average. The CAPSTONE RESEARCH PROJECT 6 net profit
margin for the company was 11.5% compared to the industry average of 6.7%. The return
on sales for the company was 0.8% compared to the industry average of 7.9%. The current
ratio for the company is 1.7 compared to the industry average of 1.6. This implies that the
company is able to pay its obligations when they fall due. The quick ratio of 1.5 is higher
than the industry average of 1.2, implying that the company has enough cash and other
marketable securities that can quickly pay off its obligations when they fall due. The
liquidity ratio for the company of 1.1 is higher than the industry average of 0.2, implying
that the company is in a better position to meet its obligation when they fall due. In general,
the company is highly solvent, and liquidity and hence cannot be subjected to bankruptcy
any time soon. I conducted a comparative analysis of the report on the financial results and
the balance sheet of the JSC group of companies MEDSI for 2017 under the Federal State
Statistics Service of the Russian Federation. The main purpose of this company is to conduct
hospital organization under OKVED Code 86.10). During the analysis and the period, key
financial indicators of the organization were compared with the average (median) values of
these indicators for the specific industry based on the type of activity being carried and all
sectors of the Russian Federation. The industry average and the average Russian values of
indicators are calculated based on the financial statements for 2017 as it was submitted to
the Rosstat. When the industry average data is being calculated, organizations whose assets
are more than 10000 rubles and annual revenues that exceed 100000 rubles should be
taken into consideration. The calculations also excluded some organizations that had
significant arithmetic deviations from the rules for the preparation of financial statements.
If we are to compare each of the eh nine key indicators with the median value, a generalized
conclusion was made on the quality of the financial position of the company. The
generalized conclusion and calculations are CAPSTONE RESEARCH PROJECT 7
computerized using methods and software developed by Ancon Financial and Analytical
Consulting Company. After analyzing the key financial indicators of the company, we noted
the following. The financial position of JSC MEDSI GROUP OF COMPANIES as at December
31, 2018, approximately is similar to the financial condition typical for large enterprises
engaged in the type of activity of hospital organizations (OKVED code 86.10). At the same

4. time, in 2018, the financial condition of the company did not change significantly. When
using all the Russian indicators to make comparisons, the organization indicates a higher
result. The financial position of MEDSI GROUP OF COMPANIES JSC is much better than that
of the majority of organizations of the Russian Federation comparable in the scale of
activity, the reports of which are contained in the Rosstat information base and satisfy the
criteria indicated above. Competitive advantage The company has closest rivals and
competitors that threaten to affect its market share. Its main rival includes the EURASIA
LLC located in Moscow that generated a revenue of 7318 million rubles and has a total asset
of 0.407 million rubles. The other competitor located in St. Petersburg is AVA-PETER LLC
that generates a revenue of 3244 million rubles and asset of 3572million as of 2018. MD
project 2000, located in Moscow, is a significant competitor that generates approximately
3242 million rubles per annum with assets of 3988 million rubles. The last comparative
financial analysis based on competitors of the JSC GROUP OF COMPANIES” MEDSI is the
AVEXIMA OJSC located in Moscow generates 2626 million rubles as revenues per annum
and has an asset base of 2243 million rubles. My prediction is that the data will tell me how
tough our situation is. On the other hand, I hope it to reveal hints of the way to get
competitive advantages which we should be focused on. Identify the niche in the market of
the CAPSTONE RESEARCH PROJECT 8 medical services in the Russian market, which allow
the company to adapt to by offering a product that would increase the sales (Boland &
Hogan, 2015). Luxury Economy 20% 80% For this purpose, I need to find what set of
options generate the highest demand for a device in the market; examine qualitative
research of the market in different niches on-demand capacity; examine quantitative
analysis on sales in my sector, in different niches, in my company of the different product.
The data collected will allow me to identify the specific device with its options; the
particular price policy and potential customers to be focused on. All the above measures
should improve our sales and even increase them in the Russian market. I found
particularly useful Porter’s Five forces, which should help in the analysis of gauging the
level of competition in an industry and also assess the existing and potential business lines
(Mauboussin & Callahan, 2013). Explanation The weak force which impacts the industry
and JSC Group of companies” MEDSI” is Power of Customers. Considering the three factors
that affect price sensitivity, which are: 1) the extent to which the good or service is
considered a necessity; 2) the proportion of income spent on the good or service; 3) the
extent to which lower-priced substitutes are available, it is easy to CAPSTONE RESEARCH
PROJECT 9 see why luxury products and services are sensitive to changes in price.
Customer Price Sensitivity is one of the Potential factors, which influence the Power of
Customers (Kim, 2014). What I am driving at is that JSC Group of companies” MEDSI” and
our industry have been in a trough for two years because of the dependence on the Russian
market, which is in a deep Trough with all the Russian economy. The Fixed Costs, as well as
Variable Costs, have increased dramatically. So, we had to raise the price per unit because
the Marginal Cost exceeded Marginal Revenue. That made bad feedback in the form of
outflow of our customers. Shifting to the economy segment gives us more opportunities as
the segment has more buyer capacity. The strong Force is Potential of new entrants into the
industry. One of the factors of this force is the existence of barriers to entry (patents, rights,

5. etc.) Risk mitigation We need to examine the major impact of the treatment of the
accounting rules and regulations. It has been established that inventory write-down on
income tax were excluded from the financial statement of the company. The reason for
exclusion was viewed as being IRS Fraud. The management should take a proactive strategy
in ensuring that fraud is well detected and prevented. The auditors are mandated to
establish ways of measuring the concept of the corporation by discussing the issues with
the whole team of auditors. To strengthen the auditor’s analysis, auditors are required to
analyze and interview the employees of the company to reduce the chances of fraud
occurring and lessen risk. The company’s auditors are also required to assess the
vulnerability of the fraud cases as required and the factors and discuss with the
management the rationale for examining and establish cases of rare transactions. Speaking
about the risks, I should mention that we will deal with the customers’ loyalty to well-
established and already proven products in a new segment for us. Therefore, there is a
CAPSTONE RESEARCH PROJECT 10 risk that the loyalty mentioned above will not allow our
product to acquire new consumers. Another risk is that shifting our focus from the luxury
segment to the economy one; we can lose both in case we make a mistake somewhere. As I
have previously mentioned, JSC group of companies including MEDSI is an exclusive federal
private clinic in Russia that provides a full range of services in prevention, treatment and
diagnostic of diseases for both adults and children. The equipment being used by the
company needs to be bought from the European nations in the form of EURO currencies. So,
we buy the stuff in EURO and sell it in Russia in Roubles. Therefore, to assess and analyze
correctly, I will need to gather Inflation Rate in Russia; Currency Rate Dynamic;
Competitors; my company’s share in the market in dynamic of the last years; sales dynamic
of my company of the previous years; competitive advantages of the competitors’ product
and my company’s product. The above data is needed for assessment because it directly
relates to the issue set above. Based on my analysis, I anticipate that the collected data will
indicate that the economy will make this very difficult. So, in this case, I plan to recourse to
move to a cheaper market segment from the luxury one. Currently, we are the primary
federal private clinic in Russia that provides a full range of services in prevention,
treatment, and diagnostic of diseases for both adults and children. So, it is possible to adjust
our main product and services to the current purchasing capacity in the Russian market
that can be affordable to a wide range of citizens. We could offer medical services,
treatment, and diagnostics to people in a less expensive way by using call options and
depriving some options of it. In my opinion, this should help increase and sustain the
company’s revenue (Cheng & Chen, 2014). CAPSTONE RESEARCH PROJECT 11 Thanks to
our Legal Department, we have a flexible Distribution agreement that allows us to dictate, to
some extent, our rules. So, considering that MEDSI is the leading partner of the medical
service provider, we can state that we are in one boat. The other way to generate revenue in
Russia for MEDSI is manufacturing the medical equipment, which we are planning to offer
in Moscow. This is a tough and overloaded market, but nonetheless, MEDSI has its niche,
and we have what to think about regarding further development. Conclusion The financial
statement indicated above and ratio analysis reveals the financing and operating activities.
The analysis proves that the value created by JSC Group of companies” MEDSI” has been

6. efficient in maximizing the profits and its assets and profits. The analysis CAPSTONE
RESEARCH PROJECT 12 provides useful recommendation by the company on how to
implement certain project sand evade probability of the company facing financial
constraints in the future. The return on assets, return on equity, and financial leverage
ratios all have an effect on the financial health of the company. These ratios and the
financial projection of the company based on the data collected from the rosstat website are
important in analyzing the financial viability of the company. The ratios are also important
when being used to compare with industry average to attain the view of the financial
position of the company. CAPSTONE RESEARCH PROJECT 13 Reference Abbas, A. (2017).
EARNINGS FRAUD AND FINANCIAL STABILITY. Asia Pacific Fraud Journal, 2(1), 117-134.
Berman, K., & Knight, J. (2013). Financial Intelligence, Revised Edition: A Manager’s Guide to
Knowing What the Numbers Really Mean. Harvard Business Review Press. Boland, C. M.,
Bronson, S. N., & Hogan, C. E. (2015). Accelerated filing deadlines, internal controls, and
financial statement quality: the case of originating misstatements. Accounting Horizons,
29(3), 551-575. Caratti, S., Perrin, B., & Scully, G. (2016, February). An Accounting Firm
Perspective of Offshoring. In International Workshop on Global Sourcing of Information
Technology and Business Processes (pp. 137-165). Springer International Publishing..
Cheng, H. F., Yang, M. H., Chen, K. Y., & Chen, H. L. (2014). Measuring perceived EC ethics
using a transaction-process-based approach: Scale development and validation. Electronic
Commerce Research and Applications, 13(1), 1-12. Coffee Jr, J. C., Sale, H., & Henderson, M.
T. (2015). Securities regulation: Cases and materials. FASB. (2014). Comparability in
International Accounting Standards—An Overview. FASB, Financial Accounting Standards
Board. Kim, S. (2014). Commentaries on Sarbanes Oxley Law of 2002-Impact on Accounting
Profession, Corporate Governance and Management. Asia-Pacific Journal of Business &
Commerce, 6(3), 1-18. Running head: FINANACIAL MODELS 1 Financial models Name of
student Institutional affiliation Date FINANACIAL MODELS 2 Return on investment (ROI)
measures the benefit an investor will get after investing in a project. It’s calculated by
dividing revenue (net income) and cost of investment. The MEDSI Company made plans to
spend 2.4 billion rubles to create their own research laboratories and centers of nuclear
medicine. Through the implementation of the project, the company is hoping to attract
investors despite the long payback period the investment would take on the particular
project which might also frighten off the investors. The medical director of MEDSI, Pavevl
Bogomolov, Rusfonnd while speaking at the forum talked of the intention to invest
approximately 1.6 billion dollars to construct their own research and development
laboratories. The project to be constructed include immune-oncology (CAR-T) to be used for
the personalized treatment of oncological diseases, cellular technologies (cultivation of
fabrics and bodies form body cells, biosynthesis, genetic editing (CRISP-Cas9), production of
the personalized products and cryobank (storage of biomaterials). After implementing the
project, MEDSI is expected to develop radiotherapy in oncology. The project cost will be
about 800 million rubles. The company specified that it expects to attract third-party
investors and allow the construction of the MEDSI plans. The number of patients requiring
oncology continues to grow every year to about 500000 people and the number of centers
is not more than 10. Construction of laboratories and similar centers is underway after the

7. public and private sector partnered in the process. However, the process has a long
investment payback period. The project is also planning to employ 2286 medical specialist,
5 honored doctors of the Russian Federation, 10 academicians, 76 doctors of medical
sciences, 29 professors and 764 doctors of higher category. In 2018, the consolidated
revenues grew by 3.5% due to increased sales growth and the ramp-up of new stores at
Detsky Mir, solid mobile revenue from MTS’s Russia business and the FINANACIAL MODELS
3 completion of the expansion of several branches and also increased capacity utilization by
Medsi. We expect that the growth rate will increase into foreseeable future after payback of
key investment plans being undertaken by the company. The profit attributable to the
company was 4.1billion rubles representing 2.8 times the previous year. The growth is
attributed to MTS turnaround and solid bottom-line performance at the MTS and the MTS
bank. To ensure that the future return on investment remains high, the group has ensured
that selling, general and administrative expenses for the years remained under control
representing an increase of only 1.6% year on year to about 154.5 billion rubles. More than
104 stores were opened and this largely offset the Selling and administration costs due to
lower management of payments related to incentives and increases expenses at the
corporate center (Dolgopyatova & Yakovlev, 2016). To increase its ROI, MEDSI continues to
expand its business in Moscow and other places. It has so far acquired Medem clinic to enter
the St. Petersburg market. The 6800 m2 clinic consists of 28 departments. MEDLIFE was
also acquired by MEDSI in September 2017. Medlife is a leading healthcare chain in Perm,
that consist of five clinics and a sports and recreation center covering a total of over 6400
sq. m. The listing of the company under the NASDAQ stock exchange implies that the
company can access equity capital in parts of North America (Daria, 2018). The company
has also taken steps investing in controlling stakes of large assets such as undervalued and
distressed businesses in large tech companies. The investment of more than USD 100M and
IRR of not more than 25% rubles. The company is also involved in the acquisition of assets
that have an acceptable level of debts with Debt to OIBDA of the acquired asset less than 3.0.
The investment in other industries will focus mainly on consumer segments, FINANACIAL
MODELS 4 B2B segments having export potential and real estate. The asset type being
utilized should be from mature businesses only. FINANACIAL MODELS 5 Reference Daria, V.
(2018). Innovation Attributes as Drivers of Adoption Intention: the Case of Russian
Consumers. Dolgopyatova, T., Libman, A., & Yakovlev, A. A. (2016). The unintended benefits
of empowering boards in conglomerates: The case study of AFK Sistema. Higher School of
Economics Research Paper No. WP BRP, 49. JWI 599: Business Analytics and Capstone
Capstone Project: Part 1 CAPSTONE PROJECT As the newly appointed Chief Executive
Officer (reporting to the Board of Directors), you are responsible for strategic planning and
the alignment of people, processes and resources needed to implement your long-term
vision. Through this project you will apply what you have learned in the JWMI MBA
program to a real-world situation. It is expected that you will use the terminology, tools and
models you have learned in all previous courses related to analysis and strategic planning at
the CEO and Boardroom level. Your task is to convince your Board that you have a credible
plan that will not only improve the organization’s performance over the next year, but
position the company for significant long-term growth that will keep it ahead of the

8. competition. This project has two components: 1. Board Presentation Game Plan (Due:
Week 7) This part of the Capstone Project is designed help you gather and organize the
information that will be a part of the presentation of your strategic plan. It is organized as a
“Game Plan” designed to help guide you through your preparation for your presentation to
the Board. While such documents can never be exhaustive, this experience should provide
you with a model that will not only help you prepare for Part 2 of the Capstone Project but
can be a useful tool as you continue your career beyond JWMI. Much of what you include in
this component will be from the analysis, insights and recommendation you have gleaned
from Weeks 1 – 5 discussions. 2. Video Presentation to the Board of Directors (Due: Week
10) Your final deliverable in your program at JWMI is the presentation of your plan. This is
your opportunity to convince your Board that you have created an inspirational and
achievable strategy for the future AND that you are the person who can execute the plan. A
very good practice is to continue to add, from Week 7 – 9 discussions, to the Game Plan
from Week 7 so you can then use the Game Plan as your “parking lot” of ideas and facts to
develop your script for this presentation. Guidance on Selecting an Organization for Your
verifiable data be used. This includes financial data and any other information required for
your analyses, recommendation, and implementation. Thus, it is recommended you choose
a publicly-traded company or an organization for which audited financial statements are
hoose a privately held company, you must include independently
audited financial data that is sufficiently detailed to support your analysis. Self-reported
financial (and other) information is suspect, since those who provide the information often
have something to gain by portraying their organizations in a certain way to the public. ©
Strayer University. All Rights Reserved. This document contains Strayer University
confidential and proprietary information and may not be copied, further distributed, or
otherwise disclosed, in whole or in part, without the expressed written permission of
Strayer University. This course guide is subject to change based on the needs of the class.
JWMI 599 – Capstone Project: Part 1 (1196) Page 1 of 7 JWI 599: Business Analytics and
organization in your own sector for your Capstone Project. This could be a competitor,
customer or supplier. It could even be your own employer. This allows you to work with an
organization and issue that has a direct impact on your professional life and for which you
that you identify an opportunity that is significant enough to warrant the discussion of a
CEO and their Board of Directors that will lead the organization to a sustainable market
leadership position. Every discussion you have starting in Week 1 is related to developing
your arguments and plan for the Capstone Project. You will receive additional guidance on
this from your course instructor. It is to your advantage to post to the discussions early and
to pay attention to the feedback you get from fellow students and from your course
instructor. Note: If you have any questions about your proposed organization and the
sufficiency/validity of the data, please discuss this with your instructor as soon as possible.
It is not the responsibility of the course instructor to help you locate or secure required
data. Evaluation of Capstone Project Submissions Please review the grading rubrics

9. carefully. You will see that the most heavily weighted components require you to come up
with new insights, present an argument for your proposed changes, and provide
authoritative support for your arguments. As a CEO, you must be highly skilled at getting at
the right information, avoiding excessive or irrelevant data, and articulating why the data is
important and how it shapes your choices and actions. Your Instructor will review your
submission for Part 1 of the Capstone Project, and will challenge you, where needed, to dig
deeper. It is your responsibility to incorporate that feedback into your presentation. ©
Strayer University. All Rights Reserved. This document contains Strayer University
confidential and proprietary information and may not be copied, further distributed, or
otherwise disclosed, in whole or in part, without the expressed written permission of
Strayer University. This course guide is subject to change based on the needs of the class.
JWMI 599 – Capstone Project: Part 1 (1196) Page 2 of 7 JWI 599: Business Analytics and
Capstone Capstone Project: Part 1 Capstone Project, Part I: Board Preparation Game Plan
Due: Sunday, midnight of Week 7 (20% of Course Grade) Your Game Plan is a working
document that is intended help you organize your findings and make sure you don’t forget
to address key elements that are critical to the success of your pitch. Additionally, it will
serve as a “touchpoint” between you and your instructor. It is an opportunity for you to get
feedback that may point out flaws in your logic or missing content that could undermine
your presentation if left unaddressed. Your instructor will review your Game Plan and
provide comments and questions where needed to help you strengthen your presentation.
Because this is a working document, brief notes, bullets, references to sources are what are
needed to ensure you get proper feedback. Your Game Plan must be clear and complete
enough that it makes sense, but should not be overly wordy. Formatting and Submission
Requirements There is no minimum or maximum length, for your Board Presentation Game
Plan but you are reminded that, as the CEO, you must identify what really matters. That
means you should strive for brevity, favoring bulleted lists, clear headers, and short
paragraphs for your deliverables. Your responses are to be concise and logical, and well
supported with verifiable sources. © Strayer University. All Rights Reserved. This document
contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the
expressed written permission of Strayer University. This course guide is subject to change
based on the needs of the class. JWMI 599 – Capstone Project: Part 1 (1196) Page 3 of 7 JWI
599: Business Analytics and Capstone Capstone Project: Part 1 Board Presentation Game
Plan Use the following template as a guide to help you capture and organize the information
you will use in your Board Presentation due in Week 10. How you organize your
presentation is up to you, but you must be able to address all the following items.
Presentation Component 1. Executive Summary Draft a Clear Executive Summary (AKA
“elevator pitch”) for your presentation. A good summary will help focus your audience’s
attention. Remember, you are telling a business story. An Executive Summary is best
written after the assignment is fully developed in order to capture all of the most significant
findings, recommendations and conclusions. 2. Data Identify key data relative to the
problem or opportunity. You should have much of this from the analysis you did and
discussions you had in Weeks 1 – 5. This would typically include qualitative and

10. quantitative data on your organization, competitors and the marketplace that creates the
argument for the vision you are proposing that will lead your organization to sustainable
market leadership. Just a few of some powerful tools you have mastered from previous
courses include
-level snapshot of how your
proposed c
data. Be specific. “I will use…to support…and display it using…” Content Summary © Strayer
University. All Rights Reserved. This document contains Strayer University confidential and
proprietary information and may not be copied, further distributed, or otherwise disclosed,
in whole or in part, without the expressed written permission of Strayer University. This
course guide is subject to change based on the needs of the class. JWMI 599 – Capstone
Project: Part 1 (1196) Page 4 of 7 JWI 599: Business Analytics and Capstone Capstone
Project: Part 1 Porter’s 5 Forces and PESTEL Analyses. 3. Outline the Plan Craft a clear map
of what happens and when. This should include actionable steps that align to goals,
objectives, and milestones. Two of many tools you have learned that may apply are
McKinsey’s 7 S Model and Kotter’s 8 Step Change Model. Use what you have learned in
previous courses to explain HOW you will turn your vision into a reality. 4. Financials Your
initiative is not going to get approved unless you can demonstrate a positive return on
investment. In preparing for your Board Presentation, you must address key financial
questions. A Board would want to know the projected revenue, fixed and variable costs and
the ROI. Additionally, you should share data related to why your vision is the wisest use of
the resources of your organization. Some of the budgeting tools you have learned about that
can help you communicate this are NPV, IRR and break-even and payback analysis. 5.
Competitive Advantage Your Board will need a clear picture of what your plan will
accomplish in strengthening the “competit
changes needed to accomplish the
it create a long- © Strayer University. All Rights Reserved. This document contains Strayer
University confidential and proprietary information and may not be copied, further
distributed, or otherwise disclosed, in whole or in part, without the expressed written
permission of Strayer University. This course guide is subject to change based on the needs
of the class. JWMI 599 – Capstone Project: Part 1 (1196) Page 5 of 7 JWI 599: Business
Analytics and Capstone Capstone Project: Part 1 surrounding your business. This is another
criterion you can address by using tools such as a SWOT on your organization PLUS
competitors and or a Porter’s 5 Forces. 6. term sustainable competitive advantage? What
will keep our competitors from just copying your moves? Risk Mitigation A Board
presentation from the CEO can’t be all about the good with none of the bad. Yes, you want to

11. convince the Board that your idea is the right one and you are the one who can make it
happen, but you also have a responsibility to educate the Board about the risks relative to
the rewards and your efforts to thwart the risks This relates specifically to threats from
outside the organization such as what a competitor can do to keep you from sustainable
market leadership or what is happening in the larger market and world that keep you from
success. Once again, some great tools you have learned in other courses are a SWOT on
e the risks (from
assure the Board that these risks have been adequately assessed and that your plan offers
the right balance of risk and reward? © Strayer University. All Rights Reserved. This
document contains Strayer University confidential and proprietary information and may
not be copied, further distributed, or otherwise disclosed, in whole or in part, without the
expressed written permission of Strayer University. This course guide is subject to change
based on the needs of the class. JWMI 599 – Capstone Project: Part 1 (1196) Page 6 of 7 JWI
599: Business Analytics and Capstone Capstone Project: Part 1 RUBRIC: Capstone Project
Part 1: Board Presentation Game Plan CRITERIA Executive Summary Unsatisfactory Low
Pass Pass High Pass Executive summary was missing or offtopic. Executive summary
covered main points, but was disorganized or overly detailed. Executive summary provided
basic synopsis of the strategic plan. Executive summary provided excellent synopsis of the
strategic plan. Met HP criteria plus displayed an engaging style that indicates a powerful
opening that will grab the audience. Did not submit an adequate overview or any data
analysis. Submitted incomplete or poorly analyzed data synopsis with no plan for how the
data will be used or displayed. Submitted good but basic data synopsis but included no plan
for how the data will be used or displayed. Submitted an excellent data synopsis and
included a wellstructured plan for how the data will be used or displayed. Met HP criteria
plus added significant additional insights on both the data and presentation. Missing,
incomplete or unrealistic explanation of the strategic plan. Strategic plan is identified, but
lacks substantive rationale for selection. Strategic plan is identified and includes basic
rationale and information on key actions. Strategic plan move includes a clear and complete
rationale and information on key actions. Strategic plan is justified by keen insight into
market dynamics, competitors’ strengths and is a viable solution for both near-term and
long-term growth. Performs no financial calculations or makes substantive errors. Includes
minor errors or assumptions which do not materially impact the strategic plan. Correctly
performs all basic financial calculations. Plus, includes comprehensive calculations that
correctly and accurately present the financial health of the organization. Plus,
comprehensive forward-looking calculations of payback relative to IRR and other
established metrics. Did not identify impact on competitive strength, or presented
assertions not supported by data. Identified potential impact of the strategic plan move on
competitive advantage, but did address not sustainability. Identified potential impact on
competitive advantage and provided basic insights into the ability of competitors to match
the move. Clearly explained the sustainability of the move and why competitors will not
easily be able to match the move. Met HP criteria plus offered additional valuable insight
into evidence supporting the sustainability of the strategic plan. Incomplete or unclear

12. synopsis of any of the most important strategic risks. Risk analysis is superficial
demonstrating only a basic understanding of the threats to the proposed strategic plan. Risk
analysis demonstrates basic understanding of risks and the upside opportunity relative to
that risk. Plus, clearly explains rationale for advising this approach. Plus, explains why plan
is superior to other risk-reward options. Weight: 10% Data Weight: 20% Strategic Plan
Weight: 20% Financials Weight: 20% Competitive Advantage Weight: 20% Risk Weight:
10% Honors © Strayer University. All Rights Reserved. This document contains Strayer
University confidential and proprietary information and may not be copied, further
distributed, or otherwise disclosed, in whole or in part, without the expressed written
permission of Strayer University. This course guide is subject to change based on the needs
of the class. JWMI 599 – Capstone Project: Part 1 (1196) Page 7 of 7 JWI 599: Data Analytics
and Capstone Board Presentation Game Plan – Template Board Presentation Game Plan –
Template Use the following template as a guide to help you capture and organize the
information you will use in your Board Presentation due in Week 10. How you organize
your presentation is up to you, but you must be able to address all the following items:
Presentation Component 1. Executive Summary Draft a Clear Executive Summary (AKA
“elevator pitch”) for your presentation. A good summary will help focus your audience’s
attention. Remember, you are telling a business story. An Executive Summary is best
written after the assignment is fully developed in order to capture all of the most significant
findings, recommendations and conclusions. 2. Data Identify key data relative to the
problem or opportunity. You should have much of this from the analysis you did and
discussions you had in Weeks 1 – 5. This would typically include qualitative and
qu
-level snapshot of how your
p
data. Be specific. “I will use…to support…and display it using…” Content Summary © Strayer
University. All Rights Reserved. This document contains Strayer University confidential and
proprietary information and may not be copied, further distributed, or otherwise disclosed,
in whole or in part, without the expressed written permission of Strayer University. This
course guide is subject to change based on the needs of the class. JWMI 599 – Board
Presentation Game Plan – Template (1196) Page 1 of 5 JWI 599: Data Analytics and
Capstone Board Presentation Game Plan – Template on your organization, competitors and
the marketplace that creates the argument for the vision you are proposing that will lead
your organization to sustainable market leadership. Just a few of some powerful tools you
have mastered from previous courses include SWOT, Porter’s 5 Forces and PESTEL
Analyses. 3. Outline the Plan Craft a clear map of what happens and when. This should
include actionable steps that align to goals, objectives, and milestones. Two of many tools
you have learned that may apply are McKinsey’s 7 S Model and Kotter’s 8 Step Change
Model. Use what you have learned in previous courses to explain HOW you will turn your
rganizational changes needed to accomplish

13. the plan © Strayer University. All Rights Reserved. This document contains Strayer
University confidential and proprietary information and may not be copied, further
distributed, or otherwise disclosed, in whole or in part, without the expressed written
permission of Strayer University. This course guide is subject to change based on the needs
of the class. JWMI 599 – Board Presentation Game Plan – Template (1196) Page 2 of 5 JWI
599: Data Analytics and Capstone Board Presentation Game Plan – Template 4. Financials
Your initiative is not going to get approved unless you can demonstrate a positive return on
investment. In preparing for your Board Presentation, you must address key financial
questions. A Board would want to know the projected revenue, fixed and variable costs and
the ROI. Additionally, you should share data related to why your vision is the wisest use of
the resources of your organization. Some of the budgeting tools you have learned about that
can help you communicate this are NPV, IRR and break-even and payback analysis. 5.
Competitive Advantage Your Board will need a clear picture of what your plan will
accomplish in strengthening the “competitive moat” surrounding your business. This is
another criterion you can address by using tools such as a SWOT on your organization PLUS
m
it create a long-term sustainable competitive advantage? What will keep our competitors
from just copying your moves? © Strayer University. All Rights Reserved. This document
contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the
expressed written permission of Strayer University. This course guide is subject to change
based on the needs of the class. JWMI 599 – Board Presentation Game Plan – Template
(1196) Page 3 of 5 JWI 599: Data Analytics and Capstone Board Presentation Game Plan –
Template 6. Risk Mitigation A Board presentation from the CEO can’t be all about the good
with none of the bad. Yes, you want to convince the Board that your idea is the right one and
you are the one who can make it happen, but you also have a responsibility to educate the
Board about the risks relative to the rewards and your efforts to thwart the risks This
relates specifically to threats from outside the organization such as what a competitor can
do to keep you from sustainable market leadership or what is happening in the larger
market and world that keep you from success. Once again, some great tools you have
learned in other courses are a SWOT on major competitors, Porter’s 5 Forces and PESTEL
D outside forces) that could undermine the
assessed and that your plan offers the right balance of risk and reward? © Strayer
University. All Rights Reserved. This document contains Strayer University confidential and
proprietary information and may not be copied, further distributed, or otherwise disclosed,
in whole or in part, without the expressed written permission of Strayer University. This
course guide is subject to change based on the needs of the class. JWMI 599 – Board
Presentation Game Plan – Template (1196) Page 4 of 5 JWI 599: Data Analytics and
Capstone Board Presentation Game Plan – Template Additional Notes and Comments ©

14. Strayer University. All Rights Reserved. This document contains Strayer University
confidential and proprietary information and may not be copied, further distributed, or
otherwise disclosed, in whole or in part, without the expressed written permission of
Strayer University. This course guide is subject to change based on the needs of the class.
JWMI 599 – Board Presentation Game Plan – Template (1196) Page 5 of 5