Based on the past experience, I also have the following guidance. It's extremely important you read and understand these carefully to make sure you meet the expectations:

1. This is an integrative strategy project, and you have all the strategy tools at your disposal, including those from this corporate strategy/managing the multi-business class, plus the tools learned in the earlier business strategy/achieving competitive advantage class (esp. in Part 2 industry analysis). Pick whatever strategic tool/framework that are most relevant to your analysis, and can generate the most insights regarding the questions posed, e.g. you might want to use business strategy tools such as SWOT, Porter's Five Forces, VRIO, value chain analysis, etc. for the questions in Part 2, in addition to examining the corporate strategy decisions such as alliances, acquisitions, and innovation. While applying the strategic tool/framework, aim to have a firm grasp of the few key factors instead of a long laundry list as a common pitfall e.g. in Porter's Five Force or SWOT analysis.
2. The focus is on analyzing strategic decisions and their impact on company performance and not descriptions, therefore only include brief background and facts absolutely necessary for the analyses. Overly detailed descriptions and space fillers (e.g. copy & paste company history, mission statements, etc. from websites) will have a negative impact for evaluation. Do not act like a spokesperson or promoter for the company, or include company videos (most of them promotional in purpose), except in the rare necessary occasion, e.g. to explain a complex technology.
3. The quantity and quality of your data sources and interpretation are key criteria in evaluating the final project. It's critical you use valid and comprehensive data sources and include them in the notes section of each slide. If you have to use data from some random article on Internet, cross check with other trustworthy sources and your business sense. Examining the financial data carefully to see patterns and thinking hard about the business model driving these numbers will help achieve depth of insights.
4. Since our focus in this course is on corporate strategy, it's important to break down the company's revenue and profits into segments in your financial data analysis, and see which segments offer better growth to drive the future growth engine. Think about what these numbers mean and portend about the future. You can often find this from companies' 10K filings to SEC or elsewhere.
5. You should aim to achieve insights at the level of depth of a executive who really understand the name of the game in this business, rather than at a superficial level of a consumer who knows what everybody already knows. After all, strategy is the job of top level executives. Note that to better understand strategy, we also need to keep an objective stance and use critical thinking, and not be biased by company’s own propaganda and grand talk. Failures and mistakes need to be studied and properly evaluated as well as successes.

here is the Criteria:

1- Comprehensive Research with Data Insights : Strong: Has conducted comprehensive and systematic research using most of suggested resources & databases, with extensive data and able to generate insightful analyses/patterns/interpretations from data and info

2- Critical Thinking and Independent Analysis : Strong: Shows high level of critical, independent and deep thinking by being able to grasp and focus on the most key issues at hand and discover unique insights or conclusions from the analysis

3-Presentation Organization, and Professionalism :Strong: Presented in a highly professional, logical, and organized manner, free from errors in data and grammar, with all sources indicated in footnotes Posted on time and replied to at least two others.