Before you begin Project 5, take two minutes to watch this course touchpoint video.



You continue to provide promising global strategy advice for MediCorp, Inc. The company has been so pleased with your contributions to their strategic planning and development that they would like you to assist with a new endeavor. Leveraging their strength in manufacturing genetic testing devices, MediCorp now wants to diversify their offerings and expand within the field of medical devices. This is a large field that extends to a myriad of products. MediCorp has asked you to identify a medical device that the company can use as a vehicle for expanding into another country. Choose from the list of medical devices and countries provided and note your choice in the ‘Project 5: Choice of Medical Device and Country’ discussion area.

Choose a country as a location for MediCorp’s expansion and create an international business plan that guides the company’s operations in that country and grows MediCorp’s business within the selected device’s NAICS industry subsector. You will need to employ one of the strategy selections from your simulations in Projects 3 and 4 to develop a strategy that examines MediCorp’s potential customers, business operations, financial projections, and implementation metrics. As this client’s business grows, Maryland Creative Solutions CEO, Jillian Best, emphasizes that it is critical for you to provide clear and concise analysis in your reports to MediCorp. She remarks, “Success with these reports could mean big things for MCS as well as for each of you. Let’s finish strong.”


Building on the lessons from your Capsim simulation and your analyses of MediCorp, Inc. in the global and local markets, you will now craft an international business plan that calls on you to devise a marketing strategy, develop financial projections, and create a strategy implementation plan for the company to market a new product in another country by relocating one or more activities from MediCorp’s value chain in the United States to your selected country.

You will have two weeks to develop your international business plan.

To get started, Click Step 1: Assess the Characteristics of MediCorp’s Potential Customers in the Selected Country.



Your work will be evaluated using the competencies listed below.

1.1: Organize document or presentation clearly in a manner that promotes understanding and meets the requirements of the assignment.

1.2: Develop coherent paragraphs or points so that each is internally unified and so that each functions as part of the whole document or presentation.

1.3: Provide sufficient, correctly cited support that substantiates the writer’s ideas.

1.6: Follow conventions of Standard Written English.

2.2: Locate and access sufficient information to investigate the issue or problem.

2.3: Evaluate the information in a logical and organized manner to determine its value and relevance to the problem.

2.5: Develop well-reasoned ideas, conclusions or decisions, checking them against relevant criteria and benchmarks.

3.1: Identify numerical or mathematical information that is relevant in a problem or situation.

5.1: Develop constructive resolutions for ethical dilemmas based on application of ethical theories, principles and models.

5.3: Create, implement, and evaluate a personal leadership development plan.

6.2: Evaluate strategic implications for domestic and international markets of an organization’s industry.

6.4: Develop and recommend strategies for an organization’s sustainable competitive advantage.

7.1: Analyze the legal forms of business organization and make recommendations to support business decisions.

7.4: Analyze the impact of international and foreign laws on US organizations acting domestically and abroad.

9.1: Design organizational structure, systems and processes that support the strategic goals of the organization.

10.1: Apply relevant microeconomics principles to support strategic decisions for the organization.

10.3: Determine optimal financial decisions in pursuit of an organization’s goals.

10.4: Make strategic managerial decisions for obtaining capital required for achieving organizational goals.

10.5: Develop operating forecasts and budgets and apply managerial accounting techniques to support strategic decisions.

12.3: Prepare marketing plan for a new product/service.

13.2: Create and implement new initiative or enterprise.

13.3: Create and manage new enterprise.

Step 1: Assess the Characteristics of MediCorp’s Potential Customers in the Selected Country


Subject:  Marketing Plan
From:      Jillian Best, CEO, MCS
To:          You


Let us continue crafting an international business plan for another country.

First, select a country from the list in the discussion area as a new market for MediCorp to expand into, and decide on a medical device from the list that MediCorp can use to drive expansion. To help with your analysis of the industry, you will need to identify the NAICS code for the industry subsector to which your selected  device belongs. Then, begin to develop a six- to seven-page marketing strategy for MediCorp.

As you begin your marketing strategy for MediCorp, first analyze the characteristics of the company’s potential customers in the new market and address the international cultural differences.

I’ll send additional instructions shortly about how to analyze MediCorp’s own characteristics and how those characteristics will influence this marketing strategy.

Thanks for your hard work!


Email signature with MCS corporate logo, Jillian Best, Chief Executive Officer, and contact info

When you have assessed the characteristics of MediCorp’s potential customers for your selected medical device in a country, continue to the next step, where you will work on expanding MediCorp’s product base in the selected country by accounting for MediCorp’s mode of entry.

You will incorporate your recommendations from Step 1 and Step 2 into a six- to seven-page marketing strategy that will be submitted for feedback at the end of Week 9.

Step 2: Develop a Marketing Strategy


Subject: Marketing Strategy

From:    Jillian Best, CEO, MCS

To:          You

Now that we know more about MediCorp’s potential customers, we need to examine some key attributes of the company to adequately prepare it for international expansion.

Include the following components in your marketing strategy:

selection of new medical device for MediCorp to introduce in the selected country

MediCorp’s main competitors in your selected medical diagnostics devices industry in the selected country

market and segment growth of your selected medical device over the next three years in your selected country.

Where does MediCorp add value as a way of gaining a competitive edge?

Recommendation of relocation of one or more activities from MediCorp’s value chain in the United States to your selected country, using Porter’s Value Chain analysis.

the legal business entity to market the products in the country (review Modes of Entry for help)

impact of the country’s legal, ethical, and cultural standards on MediCorp’s operations in the country (review Governance and Accountability for more information)


Email signature with MCS corporate logo, Jillian Best, Chief Executive Officer, and contact info

By the end of Week 9, submit your six- to seven-page marketing strategy to the dropbox located in the final step of this project. (This milestone submission is optional, but useful if you would like feedback.) Your marketing strategy should include all components outlined in Step 1 and Step 2.

Then, continue to the next step, where you will consider the client’s financial projections and the accounting standards in the selected country.

Step 3: Make Financial Projections in the Selected Country

As you continue to work on your international business plan prepare market share estimates for MediCorp’s medical device in the selected country and revenue forecasts for the next three years.

This analysis will form a portion of your final international business plan. In the next step, you’ll examine another element of the business plan, strategy implementation.

Step 3: Make Financial Projections in the Selected Country

As you continue to work on your international business plan prepare market share estimates for MediCorp’s medical device in the selected country and revenue forecasts for the next three years.

This analysis will form a portion of your final international business plan. In the next step, you’ll examine another element of the business plan, strategy implementation.

Balanced scorecard (BSC)

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A balanced scorecard (BSC) is a method of analyzing organizations and creating strategies to meet organizational goals. Balanced scorecards align an organization’s goals and strategies with many performance measures and other factors such as customer satisfaction, financial performance, internal efficiency, and innovations. By setting targets and analyzing performance in these categories, organization leaders can assess whether the group is meeting its goals and make informed decisions about how to correct any problems within the organization.

100259212-118880.jpgA generic strategy map, showing “perspectives” across the page and “objectives” in linked boxes, is a documentation element associated with BSC. By Mrgs123 (Powerpoint) [Public domain], via Wikimedia Commons100259212-118881.jpgA balanced scorecard strategy map for a public-sector organization. By Parveson (Own work) [Public domain], via Wikimedia Commons

First popularized in the early 1990s by Drs. Robert Kaplan and David Norton, balanced scorecards underwent a long process of refinement in the next few years. By the twenty-first century, the third major version of the balanced scorecard system became a major management tool in organizations around the world. Many kinds of organization, including businesses and industries, government offices, and nonprofit groups, employ balanced scorecard methods.

History of Balanced Scorecards

In the early 1990s, Dr. Robert Kaplan of Harvard Business School and Dr. David Norton began studying and writing about various methods of measuring performance in businesses and other organizations. The researchers noted that many traditional methods were critically flawed and ineffective. Some approaches were too vague or subjective. Others focused only on the financial bottom line and left out all the other details of business.

Kaplan and Norton began searching for more effective alternatives. They developed a new method of performance measurement referred to as a balanced scorecard. The balance in the term refers to carefully weighed interactions between financial factors (traditionally favored in performance measurements) and non-financial factors (previously overlooked elements such as goals and strategies). The researchers claimed that balancing these elements would give leaders comprehensive insights into the successes and failures of their organizations.

Although balanced scorecards became popular in the early 1990s, their roots reach back farther. Kaplan and Norton may have drawn inspiration from the self-assessment endeavors of several firms, such as Analog Devices, in the mid-1980s. Some elements of balanced scorecards may even be traceable to General Electric performance reports from the 1950s, or even to a French measurement system known as Tableau de Bord (Dashboard) whose elements date back to the early 1900s.

Measures and Perspectives

A balanced scorecard is based on an assortment of interrelated organizational elements. Scorecard users analyze these elements and set targets for how an organization will address each element to meet its overall goals. In time, performance reports can be matched against the targets to help analyze how well or poorly the organization is proceeding toward its goals.

Among the most important factors on a balanced scorecard are the vision and strategy of the organization’s leaders. The vision and strategy must take into account many other factors, including the knowledge of leaders and workers; the innovations used in training, research, and planning; the efficiency demonstrated in the internal workings of the group; the satisfaction of customers and other stakeholders; and the financial performance of the group. All of these factors are interconnected and must be addressed properly to ensure the overall success of the organization.

The balanced scorecard also acknowledges a number of perspectives through which various data and measurements must be assessed. These perspectives help to ensure that the parts of an organization all work together to benefit people inside and outside the organization. Some important perspectives relate to the ongoing learning and training of organization members; how effectively an organization operates on a daily basis; whether the organization is financially feasible; and how customers and stakeholders perceive the organization and its work.

Development and Uses

The first balanced scorecard system, as proposed by Kaplan and Norton in the early 1990s, was a relatively simple framework for performance measurement. This framework used a limited variety of measuring criteria that was analyzed through four main perspectives: financial, customer, internal processes, and learning and growth. This early version, known later as the first generation, contained the essential elements of a balanced scorecard, but was still unrefined. Many users found the available measures and perspectives too narrow to fit a wide range of organizations and goals, or had difficulty choosing appropriate measures or targets. For these reasons, many early balanced scorecards were unsuccessful.

In the mid-1990s, second generation balanced scorecards resolved some of the weaknesses of the initial version. The new scorecard design provided clearer objectives to help leaders choose the best targets and goals. It also included a Strategic Linkage Model (or Strategy Map) to assist leaders in choosing performance measures and justifying their choices.

About 2000, a third generation appeared. It offers users greater ease of implementation and more focus on planning stages. Through improved planning, leaders may find better ways to choose and agree upon common goals and strategies, as well as set shared targets and measures. This generation of balanced scorecards has proven more successful than its predecessors and has become widely used.

Advances in the balanced scorecard system have turned it from a passive academic analysis into a dynamic tool that helps leaders create and implement strategies in the daily life of an organization. Users report that balanced scorecards may help organizations form and carry out plans; align shared goals and strategies within an organization; better maintain finances and customer relationships; and gather feedback on an organization’s progress.

In the twenty-first century, balanced scorecards have become one of the most influential management tools in the world. According to a study performed by the Gartner Group, more than 50 percent of large firms in the United States, Europe, and Asia employed balanced scorecard methods by the end of 2000. Another study by Bain and Co. confirmed that about 44% of companies in North America used balanced scorecard methods during the same period. The system is also gaining popularity in many African and Middle Eastern nations.

Criticism of Balanced Scorecards

The balanced scorecard method has been criticized on several different points. The academic community has criticized Kaplan and Norton for not citing any earlier papers in their original publication. Meanwhile, the method itself has been criticized for not providing any conclusions, recommendations, or synthesis of the data; it is simply a list of metrics. Some critics have also pointed out that these metrics can be subjective and hard to quantify. Finally, balanced scorecards have been criticized for prioritizing the needs of financial stakeholders above all else, which is not necessarily a detriment to their use in traditional commercial organizations, but makes them a poor fit for nonprofits and other such organizations where the financial bottom line may not be the primary concern. Some companies, however, have used the framework of balanced scorecards while altering the categories to better fit their organization’s needs.


“Balanced Scorecard Basics.” Balanced Scorecard Institute Strategy Management Group. Balanced Scorecard Institute, a Strategy Management Group Company. Web. 26 Jan. 2015.

“Balanced Scorecard: How Many Companies Use This Tool?” Bernard Marr & Co., Accessed 20 Aug. 2019.

De Flander, Jeroen. “Six Crucial Facts about the Balanced Scorecard.” QPR, 12 May 2016, Accessed 31 Oct. 2016.

Kaplan, Robert S. and David P. Norton. “Using the Balanced Scorecard as a Strategic Management System.” Harvard Business Review. Harvard Business School Publishing. Jul. 2007. Web. 26 Jan. 2015.

Wahyuningsih, Mariette. “How Apple Uses the Balanced Scorecard.” Performance Magazine, 24 Mar. 2016,

“What Is a Balanced Scorecard?” 2GC Active Management. 2GC Limited. 2014. Web. 26 Jan. 2015.‗is‗a‗Balanced‗Scorecard‗140616.pdf

Wilhite, Tamara. “Balanced Scorecard Pros and Cons.” ToughNickel, 23 Apr. 2016, Accessed 31 Oct. 2016.

Step 5: Complete Your Final Business Plan

INBOX: 1 New Message

Subject:    Final Business Plan

From:        Jillian Best, CEO, MCS

To:            You

It’s been a pleasure working with you on this project. I’m looking forward to seeing the final deliverables.

The international business plan should be 10–12 pages, excluding cover page, executive summary, reference list, and appendices. Any tables, graphs, and figures should be included as appendices. Your plan should have one-inch margins and be double spaced in 12-point Times New Roman font. In-text citations and references should abide by APA format. The plan should be organized using headings and subheadings to improve its readability.

Your final international business plan should include the components outlined in the international business plan template.



Email signature with MCS corporate logo, Jillian Best, Chief Executive Officer, and contact info

Your final international business plan should include key findings from your marketing strategy (Steps 1–2) and financial projections and strategy implementation (Steps 3–4). It should also include an executive summary

Submit your final business plan to the dropbox located in the final step of this project. Then proceed to the next step.

Step 6: Complete Skills Gap Analysis

As you push through your final report deliverables, you are contacted by your MCS leadership coach, Rebecca Sterling.

INBOX: 1 New Message

Subject:  Skills Gap Analysis
From:      Rebecca Sterling, Life & Leadership Coach
To:            You

I hope you are well,

I’m reaching out to let you know that MCS’ Human Resources department is conducting a post-project self-evaluation of your skills. Using the same skills gap analysis file that you completed in Week 1, please self-evaluate your own project-related knowledge and skills accounting for you growth during your tenure within our organization.

The skills gap analysis will help you identify the skill areas you have enhanced by completing your recent assignments and will reflect any changes in the way you see the importance of those skills to your career success.

Thank you for your attention to this request. Looking forward to hearing of your progress. I’m sure you’ll be surprised by your how far you’ve come.



Email signature with Lotus flower, Rebecca Sterling, Life & Leadership Coach, and contact info

Select the Project 5 worksheet in the bottom left of the skills gap analysis file you used in Project 1. After completing your self-evaluation, take the time to deeply assess your progress by writing a 400- to 500-word reflection that describes two to three gaps you worked to reduce over the past 10 weeks and discusses whether and how much you improved. Also think back on the learning activities you pursued to help you develop course competencies.

By the end of Week 10, submit your final skills gap analysis to the submission dropbox located in the final step of this project.

Step 7: Complete Leadership Development Plan

INBOX: 1 New Message

Subject:  LDP
From:      Rebecca Sterling, Life & Leadership Coach
To:            You

Hi again,

Looking ahead, it is useful to continually reflect on your leadership goals, the ground you have covered to accomplish them, and the steps you still must take.

In a final measure to assist you with your career objectives, please fill out the attached leadership development plan (LDP) template. This document captures your career goals and skill development needs and asks you to consider your personal impact on your organization’s performance.

Thanks in advance for completing and submitting this LDP. I believe it will be a useful tool for you as you move forward with your career.




Email signature with Lotus flower, Rebecca Sterling, Life & Leadership Coach, and contact info


Leadership Development Plan

Submit your leadership development plan to the dropbox located in the final step of this project. Satisfactory completion of both the skills gap analysis and leadership development plan are required to pass this project.


The culmination of this project and your UMUC MBA capstone is an important benchmark in your career development. Transitions like this one are opportune moments to update your professional resume. Remember to keep your resume up to date as you achieve other important milestones throughout your career.

For help with resumes and cover letters, keep in mind that University of Maryland University College Career Services is an effective resource.

The next step provides recommended delivery dates and file-naming protocols for Project 5 deliverables.

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