IVEY Publishing @MDI GURGAON Management Development Institute W29973 SHARMAJI'S CANTEEN: COMPETING WITH ONLINE FOOD DELIVERY SERVICES Jaydeep Mukherjee from Management Development Institute, Gurgaon, India, wrote this case solely to provide

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Copyright © 2023, Management Development Institute Gurgaon and Ivey Business School Foundation Version: 2023-03-27 In April 2022, Baladatt Sharma, proprietor of Sharmaji's Canteen (Sharmaji's), was considering ways to revive his business after the COVID-19 pandemic was no longer threat to businesses. Sharmaji's was located on the campus of a prominent management institute in Gurgaon, India, and was founded by Sharma in 1990 when the campus was established. Sharma had experienced steady business with a captive residential population of students and staff, and had seen growth driven by an increase in the student and staff population of the institute. His business survived COVID-19-related closures of classrooms and on- campus housing facilities for students between March 2020 and October 2021. During that time, Sharmaji's was dependent on the financial support and limited business from nearly seventy families that stayed on campus, past savings, and even financial support from friends. When the students were allowed back to their on-campus housing and classes resumed in the physical mode in November 2021, Sharma hoped to recover business that had been lost. He was glad to find that students were no longer apprehensive of COVID-19, and were unrestricted in their physical movements. However, by the beginning of 2022, he realized that his business was not improving as expected. Some inquiries with students revealed that they were continuing their pandemic habit of ordering from online food delivery (OFD) service providers. Students had become used to extensive choices, special deals, customization in preparation, and door-to- door delivery in quick time, which they felt that Sharmaji's offer did not match. If this trend continued unabated, Sharma feared that his business would likely be commercially unviable within a year. Sharma pondered the option of adding product choices to his menu, which could grow his sales. Though he was certain that revenues would increase through this strategy, he was unsure if it would be sufficient to successfully win back those customers using OFD services. Additionally, expanding product offerings would increase his wastage and costs. A second option was to continue with his current product selection and attract high spenders by re-positioning Sharmaji's as a place for parties and fun by offering services like on-campus room delivery of party supplies. This idea was appealing but difficult to implement, as drawing student interest and sustaining the idea would be challenging. A third option was to focus on improving the perception of hygiene to attract more students to the physical location. However, this change would require marketing skills and persuading the institute to invest in the canteen infrastructure. Sharma's eldest son was likely to join the business after graduating in May 2022, and the business needed to be on a growth path by that time. Sharma needed to decide on an option which met his objectives that he could afford financially, execute operationally, and would be sustainable. This document is authorized for use only in Vivian Pontes's 24706_Customer Centric Services Marketing_AUT24 at University of Technology Sydney from Jan 2024 to Mar 2025. Page 2 W29973 SHARMAJI'S CANTEEN-BACKGROUND In 1990, Baladatt Sharma responded to an advertisement for operating a canteen (or cafeteria) inside of a management institute. Based on his experience running a small cafeteria, a positive interview, and good recommendations, Sharma was awarded the contract. Sharmaji's Canteen began operations as a small kiosk in the institute in June 1990, and continued to grow. As part of his agreement with the institute, which was renewed every three years, Sharma was allowed to use designated institute premises, existing infrastructure and lawn for seating, hire staff, manage the kitchen, and offer free home delivery to faculty and staff. All facilities were provided free of cost by the institute, with the condition that the specific items, brands, and prices of the products being offered would be at least 15 to 20 per cent less than the market rates. Cooking and services were required to be hygienic and available for students and residents every day from 6:00 a.m. to midnight. Sharmaji's was not allowed to deliver food outside the campus without prior approval from the institute's authorities. The agreement also allowed the institute the right to terminate the contract with Sharmaji's with a two-month notice period. The workforce, services, and cost of canteen staff were Sharmaji's responsibility. The institute did not offer assurance towards business or earning. Marketing of Sharmaji's was by word of mouth only, and being the sole canteen on campus provided the business a monopoly status. During COVID-19, Sharmaji's was allowed to deliver daily necessities, like milk and bread, to the campus faculty and staff residents and charge a small fee. At this time, Sharmaji's hurriedly introduced WhatsApp and telephonic orders, digital payments, and campus door-to-door delivery. Most of Sharmaji's business relied on personal connection and trust, not the formal professional system- based approach that OFD offered. Thus, service failure situations were uncommon, and customer grievances were addressed personally by Sharma. This was reflected in the average monthly income and expenses of Sharmaji's during 2021 (see Exhibit 1) and its product sales and margins (see Exhibit 2). CONSUMER BEHAVIOR Sharma conducted formal research with students to help understand their motivation and consumer behavior. Data was collected on a questionnaire in Google Forms distributed through WhatsApp in March 2022. Ninety-five respondents reflected the institute's broad population and the following information was extracted from the research: reasons for patronage (see Exhibit 3); consumer use of online food delivery services (see Exhibit 4); perceptions and ratings of services offered by Sharmaji's and OFD (see Exhibit 5); customer spending patterns (see Exhibit 6); products purchased from Sharmaji's (see Exhibit 7); new products and services that Sharmaji's could introduce to increase business (see Exhibit 8); and comparisons of spending and ordering patterns between Sharmaji's and OFD (see Exhibits 9 and 10, respectively). Sharmaji's customers were from four different segments, each with specific needs, wants, and demands. The largest segment was the resident students, a population of 700 to 750 during ten months of the year. This segment was the most lucrative for Sharmaji's as it accounted for around 75 per cent of its sales. The students were technologically savvy, had limited budgets, did not have personal vehicles to leave campus easily, had various academic and cultural engagements as part of campus life, and were allowed to move in or out of campus from 6:00 a.m. to 11:00 p.m. They were required to subscribe monthly to campus dining facilities, which included breakfast, lunch, dinner, and evening snacks. Usually, the cafeteria had a pre- determined menu for each of the meals in the week. The food was prepared under strict supervision to maintain hygiene, quality, and taste, but most students found it monotonous and boring. The non-resident student population accounted for ten per cent of Sharmaji's sales and was the second most important segment. On average, it comprised 200 part-time program students. This segment only visited campus in the evening, one to three days a week, for three to four hours. From Sharmaji's, they mainly purchased snacks This document is authorized for use only in Vivian Pontes's 24706_Customer Centric Services Marketing_AUT24 at University of Technology Sydney from Jan 2024 to Mar 2025. Page 3 W29973 and beverages. Many brought food from home as they came for classes in the evening. Their demand followed a steady pattern, which continued unchanged after COVID-19 pandemic restrictions were lifted. The third segment was faculty and staff residing on campus, consisting of almost 300 people from varying age groups. These families went out shopping, cooked at home, and ordered from OFD services. They used Sharmaji's services sporadically, primarily for the convenience of its home-delivered, cost-effective food. This segment was only 10 per cent of the business and challenging to predict daily, but steady over the months. The fourth segment was non-resident faculty and staff. It comprised of roughly 150 people who mostly brought their food to campus or used the institute's dining facilities. They visited Sharmaji's mainly for beverages, snacks, or occasional meals. This segment accounted for only 5 per cent of Sharmaji's business and offered little growth potential. COMPETITION Sharmaji's was a food destination and an option for hanging out with friends and having a good time. Eating outside of the campus was popular among potential customers, and a wide variety of eateries, restaurants, and street food were potential competition. Though eating off campus was costlier, it provided students immense value with various food options, ambiance, the availability of alcohol, buying additional non-food items, and other benefits. Many students celebrated birthdays and other events with friends outside of the institute. It was estimated that twenty to fifty students visited venues off campus every week, with more on the weekends. The institute's student dining facilities were Sharmaji's biggest competition, as students were required to pay monthly for on-campus meals. Hence, the marginal cost of serving food there was zero. The advantage of a campus dining facility was that it was open during traditional eating times, like breakfast, lunch, dinner, and evening snacks. They were also conveniently located in student residences. However, dining hall food developed a reputation for being monotonous, bland, and run-of-the-mill fare. Sharmaji's had better sales when students did not like the dining facility food menus, or when they were unsatisfied with its taste. OFD services had been in direct competition with Sharmaji's for several years. They offered various well- known brands, discounts, and deals, supported by aggressive online marketing. During the height of the COVID-19 pandemic, choices for OFD services increased as most food retailers went online. Delivery times were also significantly reduced due to technological advances in back-end operations and logistics improvements. OFD services were allowed by the institute to deliver outside the gate of student residences, offering students spatial convenience. SHARMAJI'S PERSPECTIVE AND OPTIONS Sharma was experienced in managing his student-focused canteen operations that had been running satisfactorily, until the outbreak of the COVID-19 pandemic radically changed consumer behavior. In March 2020, when the government of India imposed stringent lockdowns and restrictions on the free movement of people to contain the spread of the COVID-19 virus, his business was impacted indefinitely. The popularity of online purchases resulted in the expansion of many online food delivery operators that offered product variety, quick delivery, and leveraged digital marketing to track, influence, and retain consumers. Most restaurants, small eateries, and street food vendors had onboarded these OFD operators. Thus, the campus residents and students had become habitual with ordering food online. The monopoly status of Sharmaji's had changed to a business facing intense competition, requiring immediate steps to survive. Sharma would have to immediately shift to and invest in an automated billing system for a more This document is authorized for use only in Vivian Pontes's 24706_Customer Centric Services Marketing_AUT24 at University of Technology Sydney from Jan 2024 to Mar 2025. Page 4 W29973 professional appearance and bear the additional staffing costs to provide free delivery services as a standard offer. Sharma's analysis of additional options for the revival of his business was as follows: Increasing product selection to increase sales was intuitively clear to Sharma. He had tried to expand product offerings many times in the past, but his experience was that if five new products had been introduced, only one product would remain commercially viable after the first month. However, when he discontinued the non-viable products, some customers were dissatisfied. He decided that lieu of introducing many new products at one time, he should focus on only a few. Sharma's consumer research indicated that he could add more variety in popular pre-packaged food items like chocolates and ice creams as well as new items like fresh fruit juices and snacks. Though top-selling items might not cost him much in terms of investment, he would gain credit from the suppliers who provided small margins. In-store food preparations generated a higher profit margin than pre-packaged food, but also entailed the risk of more significant losses due to wastage. Another critical factor was that additional product offerings would mean additional sales and possible cannibalization of existing sales. The primary assumption of this strategy was that consumers were choosing OFD because Sharmaji's did not provide the same products. However, there were many other potential reasons for the choices consumers were making, so it was risky to make that assumption. Another option was positioning Sharmaji's as a social space for parties and recreation, including delivering customized food for private student gatherings in their residences. The challenge with this option was that the institute provided the business location and infrastructure whose environment would not wholly support the new aesthetic and ambience that Sharma envisioned. Sharmaji's could claim some of the party food demand from a competitive standpoint, as there was a clear price advantage (see Exhibit 5). However, product quality perception and novelty value were low for Sharmaji's. The OFD channel provided consumers more excitement in terms of attractive promotional offers, product choice, and choice of suppliers. Sharmaji's viability of providing a recreational space which appealed to students more than off- campus options, provided the limited changes he could make due to the institute's infrastructure, was challenging. Such positioning would require new activities and constant innovation to remain relevant to consumers, which would cost money and, more significantly, require skills that Sharmaji's did not have. While Sharmaji's enjoyed a captive consumer base and monopoly status, improving its hygiene perception remained an area of focus. Sharma kept the canteen environment and kitchen clean, and aspired to use quality ingredients, packaging materials, and disposable containers. However, institutional mandates required limited pricing and prevented the use of best-in-class materials. Thus, the perception of cleanliness and quality was weak, and price and location were the main drivers of Sharmaji's sales. Investing in hygiene was warranted, but its impact on business revival was uncertain. Sharma could not ignore the changes in the business environment but was not sure which path would ensure the future success of Sharmaji's. This document is authorized for use only in Vivian Pontes's 24706_Customer Centric Services Marketing_AUT24 at University of Technology Sydney from Jan 2024 to Mar 2025. Page 5 EXHIBIT 1: SHARMAJI'S AVERAGE MONTHLY INCOME AND EXPENSES IN 2021 Classification Account Head Figures Sales Pre-packaged food Own preparation *220,000 *145,000 Average Gross Margin Pre-packaged food 10% In house preparation 30% Gross Earning Pre-packaged food *22,000 Own preparation *43,500 Electricity €4,000 Expenses *26,000 Net Earning Note: INR = Indian rupee; all currency is in *. Source: Company documents. Staff Salary Miscellaneous Monthly 1,000 *34,500 EXHIBIT 2: PRODUCT SALES AND MARGINS OF SHARMAJI'S Typical Daily Gross Gross Margin Items Sales Margin Earned Snacks 1,000 25% 250 Tea/Coffee 400 15% 760 Burger/Snacks 400 25% 100 Italian 400 35% 140 Parantha's *600 35% 210 Meals 800 35% 280 South Indian 500 35% 175 Chinese 7500 30% 150 Other 6,500 10% 585 Home delivery to residents Total 1,200 18% *108 12,300 16.7% *2,058 Note: INR Indian rupee; all currency is in \. Source: Company documents. W29973 EXHIBIT 3: REASONS GIVEN BY SURVEY RESPONDENTS FOR VISITING SHARMAJI'S Reasons for Choosing Sharmaji's Affordable Response Percentage 15% The only canteen on campus 15% When on-campus facility food is bad 15% To hang out with friends 25% Variety of food 10% Open at all times Other Source: Informal research conducted by the company. 20% Convenient 10% 10% This document is authorized for use only in Vivian Pontes's 24706_Customer Centric Services Marketing_AUT24 at University of Technology Sydney from Jan 2024 to Mar 2025./n 1 | Agenda 2 UTS *UTS 2005 24706 Customer- Centric Services Marketing: A Customer Experience Perspective Lecture 3 Service Design Customer Standards Physical Evidence Part 1 Chapter 9 Chapter 10 03 04 05 Service Blueprint Customer Standards Physical Evidence 01 RECAP 02 Chapter 8 Service innovation & Design OUTS Business School 2 3/7/24 1 3 4 UTS UNIVERSITY OF TEDY SYDNEY Agenda 01 RECAP OUTS Business School 3 Recap: where are we? Expected service Customer Gap *UTS CUSTOMER COMPANY 1 Listening Gap Perceived service Communication Gap Service delivery External communications to 3 Performance Gap Customer-driven service design and standards customers Service design and standards Gap 2 Company perceptions of consumer expectations 3/7/24 2 5 6 UTS UNIVERSITY OF TEDY SYDNEY Key Factors Leading to Provider Gap 1 Gap 1 Customer expectations •Inadequate customer research orientation Insufficient customer research Research not focused on service quality Inadequate use of market research • Lack of upward communication Lack of interaction between management and customers Insufficient communication between contact employees and managers Too many layers between contact personnel and top management • Insufficient relationship focus Lack of market segmentation Focus on transactions rather than relationships Focus on new customers rather than relationship customers • Inadequate service recovery Lack of encouragement to listen to customer complaints Failure to make amends when things go wrong No appropriate recovery mechanisms in place for service failures Company perceptions of customer expectations Recap: where are we? Expected service Customer Gap Perceived service *UTS CUSTOMER COMPANY 1 Listening Gap Communication Gap Service delivery External communications to 3 Performance Gap Customer-driven service design and standards customers Service design and standards Gap Company perceptions of 2 consumer expectations 3/7/24 3 7 8 Agenda 02 SERVICE INNOVATION AND DESIGN UTS OUTS Business School 7 UNIVERSITY OF TECHNOLOGY SYDNEY | Provider Gap 2 *UTS UNIVERSITY OF TEDY SYDNEY CUSTOMER COMPANY Customer-driven service designs and standards Company perceptions of customer expectations Gap 2 The Service Design and Standards Gap 3/7/24 4 9 10 UTS UNIVERSITY OF TEDY SYDNEY Key Factors Leading to Provider Gap 2 Gap 2 Customer-driven service designs and standards • Poor service design Unsystematic new service development process Vague, undefined service designs Failure to connect service design to service positioning • Absence of customer-driven standards Lack of customer-driven service standards Absence of process management to focus on customer requirements Absence of formal process for setting service quality goals • Inappropriate physical evidence and servicescape Failure to develop tangibles in line with customer expectations Servicescape design that does not meet customer and employee needs Inadequate maintenance and updating of the servicescape Company perceptions of customer expectations | Challenges of service innovation and design *UTS Intangibility Variability Inseparabilty W W weightwatchers reimagined Service characteristics makes then difficult to describe and communicate Come join on the ALL-NEW me weightwatchers 10 3/7/24 5/n 2 1 We see our customers as invited guests to a party, and we are the hosts. It's our job every day to make every important aspect of the customer experience a little bit better. Jeff Bezos Amazon CEO 200 UTS 005 24706 Customer-Centric Services Marketing Lecture 2 Customer Expectations & Service Quality 이: ○ ): 1 2/28/24 3 4 | Agenda UTS UNIVERSITY OF TEDY SYDNEY Extra 01 Consumer Behaviour • Buyer/ consumer Decision- making process 02 Chapter 3 Customer Expectations • Customer Expectation Sources • Customer Expectation Reflections 03 Chapter 4 Service Quality? • What is Customer Satisfaction? OUTS Business School | Consumer Behaviour *UTS 3 4 2/28/24 2 5 UTS UNIVERSITY OF TEDY SYDNEY 6 *UTS The three-stage model of consumer behaviour 1 2 3 PRE-PURCHASE STAGE CONSUMPTION Need Recognition Information Search Evaluation of Alternatives Purchase Decision Service Encounter POST-PURCHASE STAGE Evaluation of Service/ Post-purchase behaviour Consumer Decision Making Process 1 Pre-purchase stage Need Awareness Information search Evaluation of alternatives Consumption (purchase) 3 Pos-purchase stage 2 Service Encounter stage Evaluation of service performance 6 2/28/24 3 7 8 UTS UNIVERSITY OF TEDY SYDNEY *UTS UNIVERSITY OF TEDY SYDNEY The Pre-Purchase Stage | Need awareness • Customers seek solutions to aroused needs (shortages) and wants (unfulfilled desires) Evaluating a service may be difficult (vs. goods). Uncertainty about outcomes increases perceived risk. Need Awareness Information search Evaluation of alternatives Make decision (purchase) Evaluation of service performance The Pre-Purchase Stage | Information Search Need Awareness Information search • Need is recognised, individuals seek solutions Information comes from internal and external sources • Internal memories are often credible Evaluation of alternatives Consumption (purchase) Evaluation of service performance 7 8 2/28/24 4 9 10 | The Pre-Purchase Stage | Eval of alternatives UTS UNIVERSITY OF TEDY SYDNEY *UTS Need Awareness Information search Evaluation of alternatives • • Price • Decision making & Risks Reputation Convenience Service offerings Extras (luggage allowance) Consumption (purchase) Evaluation of service performance 9 Financial risks refer to expected monetary loss, unexpected extra costs. Performance risks refer to services not meeting functional expectations. Physical risks refer to personal injury and possessions. Social risks refer to how others may think and react. Psychological risks refer to reduction in customers' self- esteem. Need Awareness Information search Evaluation of alternatives Consumption (purchase) Evaluation of service performance How do customers manage these risks and minimise them for themselves? 10 2/28/24 5/n A1: CASE STUDY ANALYSIS | SHARMAJI'S CANTEEN Objective: To apply services marketing theory to a (real life) case study. Description: Important characteristics of a marketer/services manager are the ability to identify, evaluate and solve complex problems. To simulate this real-world environment, students are to apply services marketing theory to analyse and solve a particular case study. Requirements: You are required to download and keep a copy of the case study. You must read the case study thoroughly and come prepared to the workshops. Please attend the workshops and participate in the discussions as it will help you to better understand the case and develop your arguments. Keep in mind that although we will work on the case during workshops on weeks 2 & 3, you should elaborate and mature your own responses. Approach to solution: Your approach to this case should be as if you have been hired as a strategic consultant. As such, you must identify the main problem and advise the service provider on the best strategy moving forward. You are required to answer the following two questions in order to make an insightful analysis and strategic recommendation. --- QUESTIONS FOR CASE STUDY ANALYSIS - QUESTION 1 Focusing on the Services Marketing theory covered in the course to date, identify: Q1a. the two most important factors contributing to Sharmaji's Canteen success. Q1b. the two most critical weaknesses/ problems, Sharmaji's Canteen is facing. Explain how these factors critically impact the future of Sharmaji's Canteen business (15 pts). QUESTION 2 Based on the problems identified in Q1, provide at least two recommendations for Sharmaji's Canteen to grow the business moving forward. Explain your reasoning and provide a brief operational plan to implement the suggested recommendations (15 pts). WRITTEN REPORT ■ " Total word count: 1000 words (excluding references & appendices). Times New Roman font, 12pt font for paragraphs, 1.5 line spacing. NOTE Tips: ■ Focus on Services Marketing, more specifically content delivered in the course. For example, note that a recommendation focusing on developing a new social media strategy can be interesting, but essentially is NOT services marketing. Research: For this assessment, there is absolutely no need for company data research - all information you need is presented in the case study. However, research on services marketing literature is beneficial once theory must be employed for analysis and justification of recommendations. We recommend you focus on the content delivered on weeks 1 to 4. Precisely define and discuss what is unique and positive about the current offering and why it has been a source of competitive advantage before you can determine the factors that create it. Precisely define and discuss 2 weaknesses/current problems or potential problems and how they negatively impact the future of business. These factors must be directly related to the course content delivered from weeks 1 to 4. For example (but not limited to): customer expectations, service gaps, service innovation & design, etc. Consider that it is probably the interrelations between these factors that play the most important role in producing the desired experience. Recommendations must address the issues/ potential problems identified. V.1 Updated 29-Jan-24 1 A1 RUBRIC Q1. Conceptual clarity 5 pts Q1. Depth & relevance of analysis including application of concepts 8 pts Q2. Depth & relevance of analysis including application of concepts 5 pts Q2. Relevance & feasibility of recommendations including proper justifications 8 pts Q1 and Q2 Professional presentation, articulation and visual appeal 4 pts High Distinction 5 to >4.24 Pts Unarguably demonstrates excellent grasp of service marketing concepts, analysis of critical factors are very effectively justified using arguments from diverse sources (discipline knowledge from lectures, workshops, business/academic sources). 8 to >6.8 Pts Truly reflects the most important and relevant concepts delivered in the course so far. Added new elements further to the in- tutorial analysis which are relevant and expertly support case analysis. 5 to >4.24 Pts Recommendations are unambiguous, clearly linked to critical success factors and weaknesses/problems identified before, additionally these are very effectively justified using arguments from diverse sources (discipline knowledge from lectures, workshops, business/academic sources). 8 to >6.8 Pts Expert solutions are provided for the identified problem/s are completely address the problem. Operational plan is provided for each alternative and each is very convincing. Recommendations are directly responsive to problems and provide effective, efficient, feasible recommendations. Responsibilities for actions are included. 4 to >3.4 Pts Expertly presents and articulates theoretical concepts and case study facts when developing arguments supporting critical factors identification. Clear written communication, using professional services marketing terms. Visual appeal is exemplary in its structure, clarity and logic. Distinction 4.24 to >3.75 Pts Critical factors are clearly identified and justified using arguments from diverse sources (discipline knowledge from lectures, workshops, business/academic sources). 6.8 to >6 Pts Mostly reflects the most important and relevant concepts delivered in the course. Added some new elements further to the in-tutorial analysis which mostly support case analysis. 4.24 to >3.75 Pts Recommendations are clear and linked to critical success factors and weaknesses/problems identified before, additionally these are justified using arguments from diverse sources (discipline knowledge from lectures, workshops, business/academic sources). 6.8 to >6 Pts Good solutions are proposed for the identified problem/s and mostly address the problem. Operational plan is provided for each alternative and are, overall, generally convincing. Recommendations are actionable and responsive to problems. They're effective, efficient, and feasible. 3.4 to >3 Pts Work is clear, logical and organised in a timely manner. All arguments presented are relevant and provide persuasive effect. Satisfactory 3.75 to >3.25 Pts Some critical factors are identified but justifications can be counter- argued easily. Sources for justification are not the most credible or at times missing. 6 to >5.2 Pts Some important points discussed in the course are mentioned. Other elements are brought up but are not always relevant to support case analysis. 3.75 to >3.25 Pts Recommendations are quite clear but justifications can be counter- argued easily. Some are not linked to clearly linked to critical success factors and weaknesses/problems identified before. Sources for justification are not the most credible or indisputable. 6 to >5.2 Pts Some interesting solutions are provided for the identified problem/s and address the problem to some extent. Most key points are convincing Operational plan is provided but could be further developed. Recommendations are adequate but need attention regarding who will implement them, how they'll be implemented, and what needs to get done. 3 to >2.6 Pts Work demonstrates a good level of structure, clarity and logic. Most arguments are relevant with just a few minor points being confusing and/or irrelevant. Pass 3.25 to >2.5 Pts Critical factors are ambiguous and/or justifications lack strength. Very limited sources used for justifications. 5.2 to >4 Pts Few important concepts delivered in the course are mentioned. Not much added beyond what discussed in tutorials. 3.25 to >2.5 Pts Recommendations are ambiguous and justifications lack strength. Not a clear link to critical success factors and weaknesses/problems identified before. Very limited sources used for justifications. 5.2 to >4 Pts Some solutions are proposed addressing most aspects of the problem. Some are weak. Operational plan was not provided or is very weak. Recommendations suggest simple solutions (such as outsourcing or hiring consultants) and are vague, unrealistic, expensive, too complex, or not related to the problem. 2.6 to >2 Pts Work demonstrates satisfactory level of structure, clarity and logic. Some points may be confusing and/or irrelevant. Fail 2.5 to >0 Pts Critical factors are highly questionable, unclear and lacking proper reasoning 4 to >0 Pts Most important concepts discussed in the course are missing; lacks conceptual clarity. 2.5 to >0 Pts Recommendations are highly questionable, unclear and lacking proper reasoning or link to critical success factors and weaknesses/problems identified before. 4 to >0 Pts Weak or inadequate solutions is proposed. Course of actions are unrelated to the problem or they do not address the problem. 2 Pts Work lacks structure, clarity and logic, is confusing and/or difficult to follow. Many aspects of the question were not considered or are missing in this work. V.1 Updated 29-Jan-24 2