Private and Confidential. For X-Culture use only.

Updated January 16, 2024

Company profile:
Company: MOS Food Services
Country: Japan
Website: www.mos.jp/ (Japanese) www.mos.jp/inbound/en/ (English)
Integrated Report: https://ssl4.eir-parts.net/doc/8153/ir_material_for_fiscal_ym2/142190/00.pdf (English)

Question: If you have further questions, please direct them to Admin@X-Culture.org.

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COMPANY DESCRIPTION

1. Business Overview and History

“MOS BURGER” is a Japan-based fast food restaurant that serves delicious and healthy hamburgers. MOS is
Japan's second-largest hamburger chain, with approximately 1,300 outlets countrywide.

In terms of quality and taste, MOS continues to win first place in many surveys. We also have about 450 stores
overseas, mostly in Asia. The most significant characteristic of our burgers is that they are impressively
delicious. We employ local genuine seasonings and plenty of fresh vegetables to achieve this.

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MOS was born in 1972 in a residential area of Tokyo. The first place was a small 10-square-meter store. The
founder, Satoshi Sakurada, originally worked for a securities company and frequently ate American hamburgers
while working in Los Angeles. At the time, hamburgers were almost unknown in Japan. Sakurada wanted to
introduce hamburgers to the Japanese people and started his own company. It was the year after the first
McDonald's restaurant opened in Japan.

Photos: The first store opened in 1972

The delicious taste of MOS soon became so well known that people rushed to franchise the restaurant. MOS
grew rapidly and was listed on the Tokyo Stock Exchange in 1988. By 2000, the number of MOS BURGER
stores had grown to 1,566, eventually becoming Japan's number one hamburger chain.

However, the rapid opening of new stores has resulted in some unprofitable stores. Moreover, as franchise
owners aged, more became less willing to open new stores and expand their businesses. As a result, the number
of stores in Japan has continued to decline since 2001.

Starting in 2021, we are opening new stores with our own investment and selling them to franchisees after
several years. We also achieved record sales in 2022 through aggressive marketing efforts, including the use of
famous actors and collaborations with animation characters. As a result, Japan's stores have declined since
2001.

Chart: The number of stores by year

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MOS' international expansion began in Hawaii in 1989. Subsequently, we expanded our geographical reach to
Taiwan, Hong Kong, and Singapore. We have also withdrawn from countries where we did not do well, and
now we have stores in eight countries and regions.

Chart: The number of stores overseas as of September 2023

The name “MOS” comes from the initials of Mountain, Ocean, and Sun. It reflects the founder’s love and
respect for nature and his desire to bring nature’s bounty to customers in the form of delicious meals. Sakurada
started his own business in the restaurant industry because “I want to work with members I can truly trust” and
“If I’m going to work, I want to do work that is appreciated”.

The founder was a man who had a strong management philosophy, and MOS Burgers has grown together with
franchise owners who sympathize with this philosophy. Each franchise owner worked hard and created a
hamburger restaurant loved by its local community. In 1997, the founder passed away suddenly at 60. After
that, Atsushi Sakurada, the founder’s nephew, became president, and Eisuke Nakamura, a long-time employee,
has served as president since 2016.

Even after the founder’s death, the company spirit has been carried on. “Basic Policy” below is chanted in
unison daily by everyone who works in our stores and offices, both employees and part-timers.

Mission

Making People Happy Through Food*

(* People feel truly happy moments when they eat amazingly delicious food with warm and kind service. We want to provide such moments.)

“Basic Policy”

“We want our stores to be friendly, bright and clean, with all workers being cheerful, alert and
energetic and attending to customers in a kind and gentle manner. We want all our customers to feel at
ease and sense the genial warmth that fills our store.”

In 2022, we celebrated our 50th anniversary and have just taken the first step toward a new 50 years.

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 2. Operations in Japan

Menu
The founder, Satoshi Sakurada, was born and raised in a famed traditional Japanese restaurant family and had
an excellent sense of taste. MOS BURGER's greatest value offering is still deliciousness. We offer products that
taste as good as those found in fine restaurants, but at prices that are affordable for most consumers.

All items are assembled to order and served freshly made. Because of this, some people do not call MOS
BURGER fast food because it takes about 5~15 minutes to be ready. It is well known in Japan that MOS is
slower than other hamburger chains. However, we have been working on reducing wait times in recent years by
utilizing cutting-edge cooking techniques and introducing a mobile pre-ordering system.
MOS BURGER's menu features plenty of vegetables and health-conscious recipes. Vegetables are sourced from
over 3,000 contract farmers in Japan and prepared each morning in each store. Fresh vegetables such as lettuce
and tomatoes enhance the taste of MOS products.

The link below is to the regular menus offered in Japan. We have created a number of new taste sensations over
the past 50 years in Japan and have built a distinct brand positioning.

Photo: Regular menus offered in Japan ( https://www.mos.jp/menu/pdf/global_regular_menu.pdf )

Stores and Services

In keeping with the nature-loving brand image, natural and modern designs are used to create a bright and cozy
ambiance. The atmosphere differs slightly from store to store as the outlet's design is customized according to
the wishes of the franchise owner.

In urban areas, many of our stores are small and housed as tenants in buildings. In rural areas, most are roadside
drive-through stores or food court stores in shopping centers.

In many cases, stores are opened in secondary locations slightly further away from the city's center than in
prime locations. This is such as in front of train stations or along major roads. This is based on the idea that
even if the location is less convenient, customers will come to your store if you sell good food. In other words,
we prioritize ingredient costs over rent.

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 Photos: Examples of MOS BURGER stores (Left: in Tokyo, Right: in a rural area)

Services are also vital to delivering “being impressively delicious”. Our goal for store service is to realize
“Basic Policy”. We instruct and train each staff member to provide warm and friendly service. Of course, we do
have operation manuals, but they are said to be thinner than those of other chains. This is because we do not
give detailed instructions on everything. We accept tacit knowledge and guide franchise owners and store
managers to think for themselves. We encourage language and service that is comfortable and appropriate for
their area.

The chart below shows an example of the financial model for a single Mos Burger store in Japan. Revenues and
costs vary widely from country to country. MOS BURGER profits are generated from royalties and the sale of
food products, which the stores record as COGS.

Initial Investment: 40 to 100 mil JPY Income statement Unit: JPY

(depends on the size of store) Revenue 90,000,000 100.0%
COGS (Food) 37,000,000 41.1%
Labor 21,000,000 23.3%
Rent 8,000,000 8.9%
Depreciation 4,500,000 5.0%
Royalty (3%) 2,700,000 3.0%
Other expenses 13,000,000 14.4%
Operating Income 3,800,000 4.2%

Chart: Example of a financial model for a single store in Japan

Unique Franchise Operations

Generally, franchisors and franchisees have a conflict of interest, and many companies limit the connections
among franchisees. MOS has considered its franchise owners to be a community of principles since its founding
and has actively encouraged their exchange of information and friendly competition. This began with the
founder's desire to work with people he could truly trust.

MOS franchise owners meet regionally and exchange ideas regularly. We also have periodic opportunities for
owners from all over Japan to get together. Organizing such owners who are active in MOS business is one of
the key activities of our company.
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New Business

In Japan, we have been strengthening our collaboration with other companies since 2020, selling confectionery
and processed foods. Sales volume has exceeded expectations because of the high recognition of MOS
BURGER and the high level of trust in its delicious taste. In addition, the company opened an e-commerce site
in 2022 to launch frozen rice burgers, household goods, and other products.

Photos: Examples of online selling products (Top: food, Bottom: household goods)

Sustainability

Mos Burger has long been involved in sustainability activities, which have enhanced our brand value in Japan.

Reducing plastic
Food Education Green Curtain (discarded rice cutlery)

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Each store also eagerly contributes to community activities, aiming to become a store that is loved by its local
community. Many franchise owners choose Mos Burger not only to pursue profits, but also to run a brand that
is active in social contribution and loved by his/her local society.

3. Overseas Operations

We currently have 456 stores in 8 countries and regions, mainly in Asia. The largest region is Taiwan, with 250
stores. We have grown through our positioning as a “Hamburger chain from Japan”.

Menus and operations vary by region. In Taiwan's rice-eating culture, rice burgers sell better than bun burgers.
The hamburger in our Australia store is about twice the size of a Japanese hamburger. We are working to
develop products that express Japaneseness while reflecting local tastes. We are also flexible in allowing some
changes to store interiors and signage, depending on the country. For instance, Taiwan signage is not green but
red according to cultural preferences which local owner suggested.

Photos: Overseas product images (Left: Singapore, Middle: Australia, Right: Taiwan)

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 Photos: Overseas stores (Left: Taiwan, Middle: the Philippines, Right: Singapore next to Merlion)

The operating structure varies. Hong Kong and Singapore are wholly owned subsidiaries. Others are joint
ventures with local companies, and MOS has a minor stake. The partners in each country share MOS's
philosophy and want to develop a popular Japanese hamburger chain in their own country.

We assign Japanese expatriates to our offices in each country to manage the business jointly with employees of
the local partners. We facilitate communication by hiring Japanese-speaking staff and interpreters locally.

The headquarters in Japan receive royalties on sales from each country. In addition, we have our own factory in
Taiwan, which supplies the majority of the ingredients used in Taiwan. In most other countries, we basically
procure ingredients such as buns, patties, and vegetables locally. Some ingredients, such as potatoes from the
U.S., are purchased centrally at our headquarters.

Table: Capital structure in each country or region

MOS BURGER has withdrawn from several countries. There are two main reasons for withdrawal: first, market
needs and our products do not fit, and second, costs do not match. For instance, Guangzhou, China, stores
recently withdrew due to a change in its financial model as rent prices skyrocketed with economic development.
Fast food hamburgers have an image of low prices, but the cost ratio of ingredients tends to be higher than in
other food service categories. Cafes, for example, have a lower cost ratio, which allows them to open stores in
better locations. Typical options to compensate for the high-cost ratio are to sell more to increase turnover, sell
combination menus with low-cost items, and procure items as cheaply as possible.

Our overseas business segment posted a loss in the last fiscal year. The main reason was a delay in responding
to changes in the business environment. This included the sharp rise in raw material prices and consumer
purchasing behavior after COVID-19.

In thinking about MOS's future, this figure may be confusing. However, we are working hard to remedy this
situation and do not see any major problems with long-term growth.

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 FY2019 FY2020 FY2021 FY2022
Sales 10,300 10,600 12,700 15,600
Operating Income 197 66 277 -251
% of sales 1.9% 0.6% 2.2% -1.6%

Table: Financial results of Overseas Business segment

THE CHALLENGE

MOS BURGER in Japan remains highly competitive, but Japan's market is expected to shrink over the long
term due to population decline. Our greatest challenge is to expand our business globally and become a
company that profits from the world.

Therefore, please identify the markets we should strategically focus on and propose a plan to enter those
markets.

Accordingly, please conduct your research and present your recommendations with respect to the following:

Section 1. The Market:

Product and Competition Analysis

Industry and Competition Analysis

To provide a foundation for your analysis, start by familiarizing yourself with the industry and researching the
competition. Try answering the following questions:

● How do you define the industry in which MOS BURGER is situated? (hamburgers, fast food, meals,
cafes...)
● Who are MOS's competitors in that industry? (Similar companies in other countries can be considered
potential competitors).
● In what ways are these competitors different from each other?
● What are MOS's strengths and weaknesses?
○ MOS’s own perceived strengths may differ by country. Answer from your perspective.
● What are the opportunities and threats to MOS?

When assessing your client’s competitive position, you may find this short guide and this 5-minute video on
SWOT analysis helpful. And this longer video by X-Culture professors reviews SWOT, PEST, and other
models.

Identify New Promising Markets

Identify a strategic market that MOS should focus on in the medium term.
● Our current business is centered on Japan and Asia, but we are ready to expand to any country in the
world. The important thing for our business is to expand globally over the long term. To this end,
consider which markets MOS should target in the medium term.
● You may choose either a new country where MOS has not yet opened a store, or a country or region
where we are already operating.

When identifying the market, try to answer the following questions.

● Is the market large enough or can it expand into other markets?
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 ● Are economic, social, and regulatory conditions appropriate?
● Are food cultures and consumer preferences compatible?
● Who are the existing players and what value do they offer?
● Are there sufficient opportunities for MOS BURGER to enter the market?

Section 2. Marketing

Market Analysis and Strategy (STP)

Once you have decided on your target country, create a marketing plan for launching a business in that country,
based on the STP framework, and be sure to answer the following questions.

● How do you segment the market? (Examples of axes include: customer demographics, market
segmentation, market needs, etc.)
● Which segments will we target?
● What is the Unique Selling Proposition of MOS? How do we position ourselves? (Examples of axes:
upscale ⇔ casual, fashionable ⇔ folksy, intemperate ⇔ healthy, Japanese ⇔ Western ⇔ Local)

Marketing Tactics (4 Ps)

What kind of marketing do we deploy?

Think in terms of the 4 Ps framework.

● What products do we sell?
● What services do we offer?
● At what price do we sell our products?
○ Note that the size of the hamburger market differs according to price range.
● What kind of location/ place should we open stores?
● What is the best way to convince the consumer to purchase the MOS product? Best marketing
message, vehicle, slogan, packaging, and other elements of the marketing campaign?

Promotion Channels
Who are the people who make purchasing decisions concerning the purchasing of MOS products?
What is the best way to reach the decision-makers to promote your client’s products?
That is, what are inexpensive or free promotion channels that allow reaching these decision-makers?

What channel would work best for promoting your client’s product? Would it be social media groups,
professional associations, meetings, ads via bloggers or opinion leaders, industry periodicals, or similar
channels that are not as broad (and expensive) as TV or radio, but allow to get directly (and ethically) to the
decision-makers? Or perhaps local TV and radio stations might be the best channel?

If applicable, provide a clear step-by-step guide for how to place an ad or distribute a message through the
channels you are proposing, how much it will cost, how frequently it should be done, etc. For example, do not
merely say, “Advertise via Facebook.” Provide the exact steps, cost, contacts, and other tips for maximum
effectiveness.

This video guide might be useful when selecting the optimal promotion channel.

Message
● What is the best way to convince consumers to buy the product?
● What should be the main message of the marketing campaign, and how should it be presented?
● What are the best messages, slogans, and other marketing campaign elements?
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● If applicable, discuss if the brand name or its presentation should be modified to make the product more
appealing to the tastes and traditions of the consumers in the new market.

Promotional Materials
To interest potential customers, your client must present information about its products. Review your client’s
website and promotional materials and share your insights into improving them.

Illustrate your knowledge of the target consumers in your chosen new market by developing a mock-up locally-
tailored marketing brochure, email or webpage template, a script for a viral video, or social media post that your
client can use to promote the product. It does not need to have the perfect graphic design. It should only serve as
a concept sketch for what the promo material should look like to be effective with the target market segment.

Section 3. Operations Management

Market Entry Mode

What is the best way to enter the market?
● There are three entry modes: wholly owned subsidiaries, joint ventures, and licensing only with no
capital. Joint ventures also have two options, either directly owning the stores or allowing franchises in a
certain area (called sub-franchise).

Explain why you chose that mode of entry.

● If you choose joint venture or licensing, list potential partner companies and why you selected them.
Also, indicate the ideal investment ratio if you have an idea.

Logistics
In the Mos Burger business, the quality and price of ingredients are important. How do we procure our
ingredients?
● For example, export from factories in Japan or neighboring countries, buy from local suppliers, or build
a factory. If you build a factory, when?
○ Assume that the factory will be profitable if it supplies ingredients to more than 100 stores.

Sustainability
What are the social issues in the country or region?
How can our business contribute to the sustainability of the local society?

Organization
Developing a good local company is imperative to ensure all activities above. What is needed to facilitate
governance of the local company and encourage long-term growth?
● Choose the one you think is most appropriate for our relationship first and explain the reasons.
A) H>L: Headquaters in Japan has strong initiative, the local company's major role is carrying it out
B) Between A and C
C) H=L: Headquaters and the local company have a flat relationship
D) Between C and E
E) H<L: The local company has a strong initiative, headquaters’s major role is supporting it

● For both H and L, propose how to learn mutually, share knowledge each other, and grow together.
○ Key persons and their profiles
■ Including locally hired staff, staff from the local owner company, and expats from Japan
○ Rules, cultures and mindsets
○ Important activities including from formal events to daily communications
○ Others, if any
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 REPORT STRUCTURE AND FORMATTING
Report Structure:
● The title page must contain
o team number
o client company name
o names, emails, and countries of residence of all the team members and a short summary (5-15
words) of the role and work completed by each team member.
o If any of the team members dropped out or did not contribute to the Report, please still list
them, but add a note “Did not participate” by their names.

● Executive Summary (2-3 pages)

This is the most important part of your report. The busy executives may not have the time to read every
page of every report. So, they must be able to receive all the key details from your executive summary. If
they find the information in the executive summary interesting enough, they will likely read the rest of the
report. Accordingly, the executive summary should not be saying what your report will be about (list of
topics), but rather summarize your key recommendations (the recommended new market, key findings of
the industry analysis, key features of the recommended marketing and pricing strategies, etc.), and the logic
behind your recommendations.

We strongly recommend that your executive summary is clearly separated into sections and use bullet points
to make navigating the document easier. See this sample as a guideline.

● Report sections corresponding to each question listed above.

Start each report section with a short bullet-list summary of the key recommendations presented in the
section (2-4 bullets, each 4-10 words long), followed by 2-5 pages of more detailed explanations and
supporting arguments.

● References: if you cite any sources in the text of the report, provide full references in this section. Please use
the APA-6 citation style (google how to cite sources using APA-6 if you are not sure).

● Appendixes: If needed, add additional information in appendices within the page limit.

Formatting:
● The report must be 15-25 single-spaced pages (7,000-15,000 words), including the title page, executive
summary, references, and appendices. Each section should be 1-4 pages long. Generally, shorter is better, so
be as concise and focused as possible. Design your report for easy navigation and scanning for key ideas.
● Number all pages in your team report.
● Portrait page orientation.
● Font type: 12-point Times New Roman throughout the report.
● Single-space all body text.
● Indent the first line of a new paragraph.
● The text should be left-aligned.
● All sources must be cited in the text, and the complete list of references to cited sources must be provided at
the end of the report. Please use the APA reference style.
● A picture is worth a thousand words, so the use of figures, graphs, pictures, as well as tables is encouraged.
It is recommended these are included in the main body of the report.

You can find examples of old winning reports here (open semester, and scroll down to “download finalist
reports here). Note: the report formatting guidelines are changing every year, in particular with respect to the
Executive Summary. Be sure to use the guidelines provided above.
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 TASKS AND DEADLINES
Each week, you will be asked to fill out a short survey to report your team’s progress, evaluate the
performance of your team members and provide other information we need to understand better why some
teams perform better than others. Please see the informed consent form at the end of this document for more
details.

Important: Participants who receive peer evaluations below 2.0 (out of 5.0) will first receive a warning. If
their peer evaluations stay below 2.0 two weeks in a row, they will be automatically excluded from the team.

Important: Occasionally emails with invitations to take a survey are filtered into the Junk/Spam email folder.
Please check your Junk/Spam email folder (search for messages with “X-Culture” in the subject line) if you
don’t receive a survey invitation message around the date specified in the table above.

All deadlines are set for 11:59 pm (23:59), EST time zone (New York).

1. Pre-project Readiness Test

Due: Any time before the official project start

Before the project starts, all participants must review project materials and take a Readiness Test. The test
will include questions about the project and online collaboration tools, as well as questions about your prior
international experience and background. You must pass the Readiness Test (80% or more correct answers) to
participate in X-Culture. If your semester starts after the official start of the project or you do not complete
the Readiness Test on time for another reason, do so as soon as you can – we will continue adding new
participants for about ten days after the project start.

Official Project Start, Teams Formed

Monday, January 29

As long as you complete the Readiness Test, you will receive your team members’ names and contact
information on this day. Please reach out to your teammates immediately to establish contact. Introduce
yourself, and start working on the project. Students whose semester starts later will be added to the existing
teams once their semester starts, so it is likely an additional student may be added to your team in the first two
weeks.

2. Establish Contact with Your Teammates

Due: Thursday, February 1

By this date, you are expected to have exchanged at least a few messages with your teammates. If some
teammates are not responding, you are expected to send at least three email reminders to them by this date.
Team members who fail to establish contact with their teams will be excluded from the project. Your
communication starts via email, but once the initial contact is established, your team can use any means of
communication.

Deliverables: A few days before the deadline, you will receive an email with your personal weekly survey
link. The survey will ask you to report whether or not you have communicated with all of your team
members. Team members who fail to establish contact with their teams may be removed from the project.

Note:
This and all other weekly surveys will also ask you to evaluate your team member’s performance and provide
additional information we need to understand better why some teams perform better than others. Please see
the informed consent form at the end of this document for more details.

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 3. Select the Client Company
Due: Monday, February 5

By this date, your team is expected to review all available challenges and select your client organization.
Before you choose your client organization, please carefully review the challenges presented by each
organization and try to attend (or watch the recordings of) the webinars with each of the client companies,
which will be held in the first week of the project.

Deliverables: A few days before the deadline, you will receive an email with your personal weekly survey
link. The survey will ask you to report the name of your client organization.

4. Section 1
Due: Monday, February 12

This week, your team is expected to submit a draft of your Section I. See above for the details on what should
be included in Section I of your report. It does not have to be a fully finished report section. However, try to
complete as much as possible. The more you complete now, the less work your team will have to do later.
The drafts will not be graded by X-Culture and will not affect your chances of winning the completion (we
only evaluate the final reports). However, the instructors will have access to these documents if they want to
review your work and provide feedback.

Deliverables: A few days before the deadline, you will receive an email with your personal weekly survey
link. The survey will ask you to submit a draft of your report Section I (the survey will contain a document
upload link). Although your team is expected to develop the section draft collectively, only one team member
will be asked to upload the document on behalf of the team. However, every team member will be asked to
complete the rest of the progress survey (questions about how your team is doing and peer evaluations).

5. Section 2
Due: Monday, February 19

This week, your team is expected to submit a draft of your Section II. See above for the details on what
should be included in Section I of your report. It does not have to be a fully finished report section. However,
try to complete as much as possible. The more you complete now, the less work your team will have to do
later. The drafts will not be graded by X-Culture and will not affect your chances of winning the completion
(we only evaluate the final reports). However, the instructors will have access to these documents in case they
would like to review your work and provide feedback.

Deliverables: A few days before the deadline, you will receive an email with your personal weekly survey
link. The survey will ask you to submit a draft of your Section II (the survey will contain a document upload
link). Although your team is expected to develop the section draft collectively, only one team member will be
asked to upload the document on behalf of the team. However, every team member will be asked to complete
the rest of the progress survey (questions about how your team is doing and peer evaluations).

6. Section 3
Due: Monday, February 26

This week, your team is expected to submit a draft of your Section III. See above for the details on what
should be included in Section I of your report. It does not have to be a fully finished report section. However,
try to complete as much as possible. The more you complete now, the less work your team will have to do
later. The drafts will not be graded by X-Culture and will not affect your chances of winning the completion
(we only evaluate the final reports). However, the instructors will have access to these documents if they want
to review your work and provide feedback.
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Deliverables: A few days before the deadline, you will receive an email with your personal weekly survey
link. The survey will ask you to submit a draft of your Section III (the survey will contain a document upload
link). Although your team is expected to develop the section draft collectively, only one team member will be
asked to upload the document on behalf of the team. However, every team member will be asked to complete
the rest of the progress survey (questions about how your team is doing and peer evaluations).

7. Complete Draft
Due: Monday, March 4

By this date, your team is expected to have a complete draft of your report. It does not have to be a finished
report but should be as complete as possible, including Title Page, Executive and Chapter Summaries, and
correct formatting throughout the document.

Deliverables: One team member should submit the draft via TurnItIn.com on behalf of the entire team (see
step-by-step submission guidelines below). After your document is submitted, TurnItIn will generate a
plagiarism report that will show you if any parts of the report have been plagiarized (it takes several hours to
produce). Usually, up to 20% similarity is acceptable, provided that copy-and-pasted materials are properly
referenced. If plagiarism is detected, your team will have until the Final Report deadline (see below) to fix
the problem and submit a plagiarism-free final report.

The draft will not be graded, and the plagiarism statistics will not be shared with your instructors. This is
only for your information. You should continue editing the report until the final deadline, and you can still
make any changes or additions.

However, it is strongly encouraged that you submit as complete a document as possible. You will be able to
submit your draft and check it for plagiarism only once, so the more complete the draft, the less the chance
that the final report will contain plagiarism.

Also, every team member will be asked to submit your usual weekly progress survey. A few days before the
deadline, you will receive an email with the usual questions about your team.

8. Final Report
Due: Friday, March 8

By this date, your final report must be submitted via TurnItIn.com (see Submission Guidelines below).
Please note, the plagiarism statistics for final reports will be generated by Turnitin and shared with the
instructors, but the plagiarism report will not be shared with the students.

Only one team member must submit the final document via TurnItIn.com on behalf of the team.

9. Post-Project Survey
Due once the report is submitted, but no later than Sunday, Due: Monday, March 11

A few days before the deadline, you will receive an email invitation with a link to your post-project survey.
This is the most important survey.

The survey will ask about your experiences in X-Culture and evaluate the performance of your teammates.
Your answers are extremely important and will help us improve the project in the future.

Every team member must complete the survey.

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 Submission Guidelines
The report draft and the final report documents must be submitted via www.TurnItIn.com. Only one team
member must submit the documents on behalf of the entire team. The team member who will be submitting the
draft and final report must follow these steps:

Part 1. Create a TurnItIn account (time required: 60-90 seconds).

1. On www.turnitin.com and click on the link “Create Account”.
2. On the next window, under the “Create a New Account” heading, click on the “Student” link.
3. Enter the Class ID. Note the Draft and Final report submissions have different Class IDs:
Class ID: 41750330 (class enrollment key: xculture)

Note: If you already have a TurnItIn account, log on using your “old” login information, click on the “Enroll in
Class” tab on the top, and repeat step 3.
Part 2: Submitting the paper (time required: 60-120 seconds)
4. Once the account is created, you can log into your account. Your home page will list your classes.
5. Select the correct class and click on the “Submit” button.
Make sure to select “Draft” assignment for the report draft and “Final Report” for the final
report.
6. Choose Single File Upload.
Make certain the file name only contains your team number.
Wrong: “Final report 123.pdf”, “Team Report.pdf”, “Team 123.pdf”, “John Smith.pdf”
Right: “123.pdf”

7. Click on “browse” to locate the paper saved to your computer.

8. Click on the file and click “open”.
9. Click the “upload” button at the bottom.
10. Click “submit” to confirm your submission. Once the submission is finalized, you will see “Your
submission was successful” at the top of the page. If you wait a few hours, you will see your “originality
report” which shows how much and what parts of your report have been plagiarized.

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