Instructions In Response To Your Peers' Critique

Instructions In Response To Your Peers Critique The Areas That Your

In response to your peers, critique the areas that your peers would have liked to address more deeply. Ask probing questions to help your peers strengthen those areas that need more work.

Paper For Above instruction

The task involves critically analyzing and providing constructive feedback on peers' business or presentation plans with an emphasis on identifying areas that could benefit from further development or elaboration. The goal is to help peers refine their proposals by posing thoughtful questions that challenge assumptions, suggest additional considerations, and encourage a more comprehensive approach. Such critique should focus on specific sections like market analysis, business strategy, financial planning, implementation timelines, competitive positioning, and response to external factors such as industry disruptions. The critique must be respectful, insightful, and aimed at fostering improvements in the peers' work, ultimately aiding them in strengthening their proposals for potential investors, stakeholders, or executive review.

Analysis and Critique

Examining the provided peer feedback, it is evident that peers are engaging in a collaborative effort to refine their business proposals and presentations through constructive criticism. This process emphasizes the importance of not only identifying the strengths within each plan but also encouraging the exploration of underdeveloped areas. For example, Meagan B’s reflection highlights the need to deepen the market success narrative and clarify the company’s innovative approach to fostering in-person family connectivity. Her plan to incorporate success stories of similar ventures into the audiovisual presentation aims to bolster investor confidence. An essential question here is: How can Meagan further quantify the impact of these successes to persuade potential investors effectively?

Similarly, Sandra P acknowledges gaps in her discussion of company culture, geopolitical influences, corporate social responsibility, and the financial implications of the pandemic. Her awareness of these deficiencies demonstrates a deliberate move towards more comprehensive reporting. A probing question for Sandra could be: How might she integrate specific examples of how COVID-19 has affected her industry’s supply chain and revenue streams, possibly with quantitative data, to strengthen her argument for funding challenges?

In the broader context, effective critique involves asking questions such as: Are the financial goals realistic given the current market conditions? How does the proposed venture differentiate itself amid competitive pressures? What contingency plans are in place if external disruptions, like global crises, continue to hinder progress? Addressing these points can lead peers to consider alternative strategies or refine their projections and assumptions.

Furthermore, assessing presentation methods, such as visual aids and storytelling, can also be areas for constructive feedback. Peers are encouraged to consider how the use of diagrams, charts, and narratives could make their proposals more compelling and memorable. For instance, asking: Would including visual financial forecasts or customer journey stories help clarify complex ideas and engage stakeholders more effectively?

Overall, providing detailed, strategic questions fosters a deeper understanding of each peer’s project and encourages iterative improvement. Critical questions should challenge assumptions without discouraging innovation and should stimulate thinking about broader implications, competitive advantages, and risk management—fundamental elements in any successful business plan or presentation.

References

  • Blawatt, K. R. (2014). Entrepreneurial Strategic Management. Business Expert Press.
  • Carriger, M. (2011). Narrative approach to corporate strategy: Empirical foundations. Journal of Strategy and Management, 4(4). https://doi.org/10.1108/
  • Turak, N. (2020, October 8). 'The worst is not behind any airline': Qatar Airways CEO warns more collapses coming for industry. CNBC. Retrieved from [URL]
  • S&P Global. (2020). Impact of COVID-19 on travel demand and airline industry recovery projections. Market Reports.
  • International Air Transport Association (IATA). (2020). Air travel recovery forecast. IATA Economics.
  • Blawatt, K. R. (2014). Entrepreneurial Strategic Management. Business Expert Press.
  • Turak, N. (2020). 'The worst is not behind any airline': Qatar Airways CEO warns more collapses coming for industry. CNBC.
  • Carriger, M. (2011). Narrative approach to corporate strategy: Empirical foundations. Journal of Strategy and Management, 4(4).
  • S&P Global. (2020). Impact of COVID-19 on global airline industry. Market Insights.
  • IATA. (2020). COVID-19 impact and recovery outlook for aviation. Passenger and Cargo Markets.

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