The candidate provides a logical discussion, with no detail, of the importance of having the appropriate alignment between strategy, people, and corporate culture. The candidate provides a logical discussion, with limited detail, of the importance of having the appropriate alignment between strategy, people, and corporate culture. The candidate provides a logical discussion, with adequate detail, of the importance of having the appropriate alignment between strategy, people, and corporate culture. The candidate provides a logical discussion, with substantial detail, of the importance of having the appropriate alignment between strategy, people, and corporate culture. A4a. Success or Failure The candidate does not provide a logical discussion of the role that the alignment plays in determining the success or failure of the business strategy. The candidate provides a logical discussion, with no detail, of the role that the alignment plays in determining the success or failure of the business strategy. The candidate provides a logical discussion, with limited detail, of the role that the alignment plays in determining the success or failure of the business strategy.

A2. Leadership Team Buy-in The candidate does not provide a logical discussion of the importance of leadership team buy-in of the strategy. The candidate provides a logical discussion, with no detail, of the importance of leadership team buy-in of the strategy. The candidate provides a logical discussion, with limited detail, of the importance of leadership team buy-in of the strategy. The candidate provides a logical discussion, with adequate detail, of the importance of leadership team buy-in of the strategy. The candidate provides a logical discussion, with substantial detail, of the importance of leadership team buy-in of the strategy. A3. Analytical Tools The candidate does not provide a logical discussion of the use of at least 2 analytical tools in performing a situational analysis. The candidate provides a logical discussion, with no detail, of the use of at least 2 analytical tools in performing a situational analysis. The candidate provides a logical discussion, with limited detail, of the use of at least 2 analytical tools in performing a situational analysis.

Paper 1 Rubric value: 0.00 value: 1.00 value: 2.00 value: 3.00 value: 4.00 Score/Level Articulation of Response (Clarity, organization, mechanics) The candidate provides unsatisfactory articulation of response. The candidate provides weak articulation of response. The candidate provides limited articulation of response. A1. Vision, Mission, and Values Statements The candidate does not provide a logical discussion of how the creation of the vision, mission, and values statements are critical in the formation of the overall strategy. The candidate provides a logical discussion, with no detail, of how the creation of the vision, mission, and values statements are critical in the formation of the overall strategy. The candidate provides a logical discussion, with limited detail, of how the creation of the vision, mission, and values statements are critical in the formation of the overall strategy. The candidate provides a logical discussion, with adequate detail, of how the creation of the vision, mission, and values statements are critical in the formation of the overall strategy.

Note: For definitions of terms commonly used in the rubric, see the Rubric Terms web link included in the Evaluation Procedures section. Note: When using sources to support ideas and elements in an assessment, the submission MUST include APA formatted in-text citations with a corresponding reference list for any direct quotes or paraphrasing. It is not necessary to list sources that were consulted if they have not been quoted or paraphrased in the text of the assessment. Note: No more than a combined total of 30% of a submission can be directly quoted or closely paraphrased from outside sources, even if cited correctly. For tips on using APA style, please refer to the APA Handout web link included in the APA Guidelines section.

Competencies: Strategy As a Process - The Student identifies the strategic process and the execution of a strategic plan. Fundamental Perspectives on Strategy - The Student assesses the fundamental perspectives on strategic decision-making using analytical tools. Winning Strategies and Maximizing Strategic Power - The Student analyzes generic strategies for winning a competitive advantage and determines how to apply maximum strategic power. International and Multi-Business Strategies - The Student assesses the value of competing in international markets and determines the risks and rewards of diversification strategies. Ethics, Corporate Social Responsibility, Environmental Sustainability, and Strategy - The Student analyzes the concepts of ethics, corporate social responsibility, and environmental sustainability and assesses the impact these policies have on strategic decision-making. The Framework for Communicating and Executing Strategy - The Student evaluates the framework necessary to effectively execute strategy.

Note: For definitions of terms commonly used in the rubric, see the Rubric Terms web link included in the Evaluation Procedures section. Note: When using sources to support ideas and elements in an assessment, the submission MUST include APA formatted in-text citations with a corresponding reference list for any direct quotes or paraphrasing. It is not necessary to list sources that were consulted if they have not been quoted or paraphrased in the text of the assessment. Note: No more than a combined total of 30% of a submission can be directly quoted or closely paraphrased from outside sources, even if cited correctly. For tips on using APA style, please refer to the APA Handout web link included in the APA Guidelines section.