Chapter 14: Capstone: The Marketing Plan

It's the last week of Lumen's planning cycle. Over the past few months, Dana Okafor's team has produced a SWOT analysis, an environmental scan, customer profiles, a research plan, a positioning statement, pricing and channel recommendations, a communications calendar, a digital plan and a responsible marketing review. Each piece is solid. But tomorrow Dana presents to Ana Ruiz and Ben Carter, and they won't approve twelve documents. They'll approve one plan, with one budget, that answers three questions: What are we going to do? What will it cost? How will we know it's working?

You're in the same position. Since Chapter 2. Marketing Strategy and Planning, you've drafted one section of a marketing plan each week. This chapter shows you how to turn those drafts into a single plan that hangs together, how to fund and measure it, how to present it to people who have to say yes or no, and how to document the role AI played in producing it. Unlike the other chapters, this one has no separate "Try it with AI" exercise. You'll use AI throughout the capstone, and the "Documenting AI use" section shows you how to record what you did and how you checked it.

14.1 Assembling the plan

A marketing plan is not a binder of separate analyses. It's an argument. The situation analysis shows what's true about the market. The strategy shows which customers to serve and how to win them. The marketing mix shows what the company will actually do. The budget and metrics show what it will cost and how success will be judged. Each part should follow from the one before it.

14.1.1 The plan outline

The table below lists every section of the plan in the order it should appear in the final document, and links back to the chapter where you drafted it. The order is not the same as the order of the chapters. Your value proposition, for example, was the first thing you drafted, but it belongs with positioning in the final plan, where it can draw on everything you've learned about your target market since.

Plan section	What it contains	Drafted in
Executive summary	One page: the opportunity, the recommendation, the budget, the expected results	Written last (this chapter)
Mission, objectives and SWOT	The company's mission, the plan's measurable objectives, and the strengths, weaknesses, opportunities and threats behind them	Chapter 2. Marketing Strategy and Planning
Environmental scan	PESTLE trends and microenvironment forces that affect the plan, with sources	Chapter 3. The Marketing Environment
Customer profile and decision journey	Who buys, why, and how they move from need to purchase and beyond	Chapter 4. Consumer Behavior
B2B opportunity	The business or institutional market (for Lumen, the fleet program), its buying center and how to reach it	Chapter 5. Business Markets and Buyer Behavior
Research plan and key metrics	What the company still needs to learn, how it will find out, and which metrics it will track	Chapter 6. Marketing Research and Analytics
Segments, target market and positioning	The segments considered, the target chosen and why, the positioning statement	Chapter 7. Segmentation, Targeting and Positioning
Value proposition	The benefits promised to the target market, revised to match the positioning	Chapter 1. Marketing in an AI Era, revised
Product and brand decisions	Product features, service, branding and life-cycle strategy	Chapter 8. Products, Services and Brands
Pricing strategy	Prices, the reasoning behind them, and planned adjustments	Chapter 9. Pricing
Channel strategy	How the product reaches customers, the role of each channel and how conflicts will be managed	Chapter 10. Channels, Retail and the Customer Journey
Communications plan	Objectives, message, promotion mix and campaign calendar	Chapter 11. Integrated Marketing Communications
Digital and social plan	Website, search, social, content, email and influencer activity	Chapter 12. Digital, Social and Search Marketing
Responsible marketing review	TRUST checks, data and privacy plan, claims review, sustainability and risks	Chapter 13. Ethics, Responsible AI and Sustainability
Budget, metrics and controls	Spending by activity, KPIs with targets, and how progress will be reviewed	This chapter
Implementation timeline	Who does what, by when	This chapter
Appendix: AI-use log	Which AI tools were used, for what, and how the output was checked	This chapter
Appendix: sources	Every source cited in the plan	Throughout

14.1.2 Making the plan consistent

Drafts written weeks apart, sometimes with different AI help each time, rarely fit together perfectly. Before you polish any sentences, read your drafts in the order of the outline and look for breaks in the logic. These are the most common:

• Objectives that drift. The objective in your SWOT section says "grow sales," the communications plan aims at "awareness," and the metrics track website visits. Pick one set of measurable objectives and make every later section serve it.
• A target market that changes. Your customer profile describes suburban parents of young children, but your digital plan targets college students. Every mix decision should point to the target market you chose.
• Positioning the mix contradicts. If the positioning promises premium safety and service, a pricing section built around discounts or a channel section that drops dealer support works against it.
• Unsupported numbers. A market size, growth rate or competitor price appears in one section with a source and in another with a different figure. Use one number per fact, with one source.
• Orphan analysis. A threat in your SWOT or a trend in your PESTLE that no later section responds to. Either respond to it or explain why it doesn't change the plan.

One fast way to test consistency is to write the golden thread: a single paragraph that runs from the situation through the strategy to the actions. If you can't write it without contradiction, the plan has a gap.

Here is Lumen's:

Families in many US cities want an alternative to a second car for school runs and errands, but they worry about safety and don't know which cargo e-bike to trust (situation). Lumen will sell 2,000 more Cargo bikes in the plan year, mostly in new markets (objective), by targeting parents of young children in bike-friendly metro areas (target), positioning the Cargo as the safe, certified, fully supported family cargo bike (positioning), and backing that promise with test rides, dealer service, Lumen Care and honest, safety-first communications (mix).

Notice that each part of the thread is something a reader can check against the plan's sections. If the pricing section proposed cutting the Cargo's price to $1,999 to compete with low-cost brands, the thread would expose the contradiction immediately.

14.1.3 Writing the executive summary

The executive summary is the most-read page of any plan, and it's written last. A busy executive may read only this page, so it must stand on its own. A strong executive summary answers five questions in about a page:

1. What's the opportunity or problem? One or two sentences, with the key evidence.
2. What do you recommend? The strategy in plain language.
3. What will it cost? The total budget.
4. What will it achieve? The main objectives, with numbers and dates.
5. What are the main risks, and how will you manage them?

14.2 Budgets, metrics and controls

A plan without a budget is a wish list. A plan without metrics can't fail, which also means it can't be shown to succeed. This section turns the strategy into money and measurable targets.

14.2.1 Setting the budget

Companies use four common methods to set a marketing budget:

Method	How it works	Strength	Weakness
Affordable	Spend what's left after other costs	Simple; protects cash	Ignores what marketing needs to achieve
Percentage of sales	Spend a fixed share of current or forecast sales	Easy to compare and control	Treats sales as the cause of marketing rather than the result
Competitive parity	Match competitors' spending	Avoids being outspent	Assumes competitors know best; ignores your own goals
Objective-and-task	Set objectives, list the tasks needed to reach them, and cost each task	Ties spending to results	Harder; requires assumptions about what each task achieves

The objective-and-task method is the most logical, and it's the method your plan should use. You start with the objectives from your strategy section, list the activities your mix sections call for, estimate what each will cost, and then check the total against what the company can afford and what the results are worth. The other methods are still useful as reality checks: if your budget is many times what competitors spend, or a much larger share of sales than the company has ever spent, you need a strong reason.

14.2.2 Lumen's Cargo expansion budget

Here's the budget for Lumen's national Cargo expansion. All figures are illustrative. Lumen currently sells about 3,000 Cargo bikes a year, mostly in its four core metro areas, and the plan's objective is to sell 5,000 in the plan year: 2,000 more.

Activity	What it pays for	Budget	Share
Paid digital media	Search ads, social and online video ads in new markets	$420,000	35.0%
Test-ride events	A demo tour with Cargo bikes at schools, parks and family events in new markets	$210,000	17.5%
Content and creative	Video and photo shoots with real customer families, creator partnerships	$180,000	15.0%
Dealer support	Co-op advertising, demo bikes and training for new dealers	$180,000	15.0%
Research and measurement	Pre-launch awareness survey, concept tests, analytics tools	$72,000	6.0%
Public relations and launch	Media outreach, launch event, safety-certification story	$60,000	5.0%
Responsible marketing and AI	Approved AI tools, image and claims review, bias testing of targeting	$30,000	2.5%
Contingency	Held back for the best-performing activities or unexpected needs	$48,000	4.0%
Total		$1,200,000	100.0%

Check the arithmetic in any budget table before you present it: the rows here add to $1,200,000, and the shares add to 100%. A total that doesn't match its rows is the fastest way to lose an audience's confidence.

Next, test whether the budget makes economic sense. Assume (illustratively) that each additional Cargo sold contributes about $900 after the cost of making it and the channel's share. That figure is lower than the $2,999 price because it's what's left for Lumen after product costs and dealer margins. It comes from Chapter 9. Pricing: Lumen keeps about $1,350 on a Cargo sold online and about $380 on one sold through a dealer, so the average is about $900 when slightly more than half of the added sales are online, as expected in new markets with few dealers.

Calculation	Figure
Additional Cargo bikes (objective)	2,000
Contribution per bike (illustrative)	$900
Additional contribution (2,000 × $900)	$1,800,000
Marketing budget	$1,200,000
Net contribution after marketing ($1,800,000 − $1,200,000)	$600,000
Marketing return on investment ($600,000 ÷ $1,200,000)	50%
Break-even additional bikes ($1,200,000 ÷ $900)	1,334 (1,333.3 rounded up)
Marketing cost per additional bike ($1,200,000 ÷ 2,000)	$600

Two more reality checks. At list price, 2,000 more Cargo bikes means about $6.0 million in additional revenue (2,000 × $2,999 = $5,998,000), so the budget is about 20% of the added revenue. That's high for an established product but reasonable for entering new markets, where awareness starts near zero. Against Lumen's total revenue of about $42 million, the budget is just under 3%.

The break-even figure is the one Ana and Ben are likely to focus on. The plan pays for itself if it sells about 1,334 additional Cargo bikes, two-thirds of the target. That gives the plan room to fall short of its objective and still not lose money, which is a stronger argument than the 50% ROI alone.

The plan should also say how the budget is phased through the year. Lumen's front-loads test-ride events and creative in spring, when families start thinking about biking, and holds the contingency until the first quarterly review shows which activities are working.

14.2.3 Choosing metrics and KPIs

Your research plan in Chapter 6. Marketing Research and Analytics named the metrics you'd track. Now each objective needs a key performance indicator with a baseline, a target, a data source and an owner.

Good KPIs cover the whole funnel, from awareness to purchase to loyalty, plus the responsible-marketing commitments in the plan. Here are Lumen's, again with illustrative figures.

Objective	KPI	Baseline	Target (plan year)	Source	Owner
Grow Cargo sales	Cargo bikes sold	3,000	5,000	Sales system (web, dealer, fleet)	Dana
Grow Cargo sales	Cargo revenue at list price	$9.0M (3,000 × $2,999)	$15.0M (5,000 × $2,999)	Sales system	Dana
Expand nationally	Share of Cargo sales outside the four core metros	15%	40%	Sales system	Marcus
Build awareness	Aided awareness among parents in new markets	Measured in pre-launch survey	+15 points over baseline	Awareness survey (start and end of year)	Marcus
Drive trial	Cargo test rides booked	Measured in first month	6,000	Booking system, dealers	Jess
Convert trial	Test-ride-to-purchase rate	Current rate from booking data	25%	Booking and sales data	Marcus
Convert online	Cargo product-page conversion rate	1.2%	1.5%	Web analytics	Jess
Spend efficiently	Marketing cost per additional bike	n/a	$600 or less	Budget and sales data	Dana
Build the channel	New dealers carrying the Cargo outside the core region	0	25	Dealer records	Dana
Keep customers	Lumen Care attach rate on Cargo sales	Current rate	+5 points	Sales system	Jess
Defend the Commute	Commute bikes sold	Last year's units	No decline	Sales system	Dana
Market responsibly	AI-generated assets reviewed and logged before publication	n/a	100%	Content log	Jess
Market responsibly	Substantiated complaints about claims or data use	n/a	Zero	Customer service, regulators	Dana

A few things to notice. Several baselines say "measured in pre-launch survey" or "current rate." That's honest: Lumen doesn't yet know its awareness in cities it has never marketed in, so the plan commits to measuring it first. Don't invent a baseline to fill a cell. Second, the KPIs are linked: about 6,000 test rides converting at 25% would produce about 1,500 sales, which together with online and fleet sales makes the 2,000 target plausible. When your KPIs connect this way, they tell a story an executive can follow. Third, the responsible-marketing KPIs make the commitments from the responsible marketing review measurable.

14.2.4 Controls

Controls are how the company finds out whether the plan is working and changes course if it isn't.

A practical control system has three parts:

1. A review rhythm. Lumen's team reviews a KPI dashboard monthly and holds a deeper quarterly review with Ana and Ben, where budget can be moved between activities.
2. Trigger points. Decide in advance what result will prompt a change. For example: if marketing cost per additional bike runs above $750 for two months in a row, the team shifts paid digital spending toward test-ride events and dealer support, which have converted better in the core markets. Writing triggers down before launch keeps the team from explaining away bad results later.
3. Contingency plans. For the biggest risks, describe what you'll do if they happen. If a low-cost rival launches a cheap cargo e-bike, Lumen will lean harder on safety certification and dealer service rather than cut the Cargo's price.

The plan should also include an implementation timeline: a simple table or chart showing major activities by month or quarter, with owners. It doesn't need to be elaborate, but someone reading it should be able to tell what happens first and who is responsible.

14.3 Presenting the plan

Most marketing plans are approved or rejected in a meeting, not on paper. The people in the room are busy, skeptical and responsible for the money. Your job is to make it easy for them to understand the recommendation and to say yes, or to tell you exactly what would get them to yes.

14.3.1 Structure: answer first

Business audiences want the answer first. Start with your recommendation and the case for it, and then provide the supporting evidence. This approach is often called the pyramid principle, after Barbara Minto's well-known book on business writing: the main point at the top, a few key supporting arguments beneath it, and evidence beneath each argument.

A plan presentation of 10 to 15 minutes might follow this structure:

Part	Content	Time
The recommendation	What you propose, what it costs, what it will achieve	1 minute
Why now	The opportunity and the key evidence from your situation analysis	2 minutes
Who and how	Target market, positioning and the golden thread	2 minutes
What we'll do	The main marketing-mix actions, focused on the few that matter most	3–4 minutes
Money and measurement	Budget, break-even, KPIs and controls	2–3 minutes
Risks and responsibility	Top risks, safeguards and the responsible marketing commitments	1–2 minutes
The ask	The decision you need from the audience	30 seconds

You'll notice this isn't the order of the written plan. The written plan builds the argument step by step for a reader who wants detail. The presentation leads with the conclusion for listeners who want to decide.

14.3.2 Slides that support you

• One idea per slide, stated in the title. "The Cargo plan pays for itself at 1,334 additional bikes" is a better slide title than "Financials."
• Show the numbers that matter. Use simple tables or charts for the budget and KPIs, and highlight the one or two figures your audience should remember.
• Keep detail in the appendix. Have backup slides ready for the PESTLE details, the full KPI table or the research methods, and bring them out when asked.
• Use real images where reality matters. If your plan says Lumen uses real customer families in its advertising, don't illustrate that slide with an AI-generated family.

14.3.3 Defending the plan

Expect hard questions, and prepare for them. The best way is to attack your own plan before anyone else does. List the five toughest questions the audience could ask and draft an answer to each. For Lumen's plan, those might include:

• "Why spend $1.2 million on the Cargo when the Commute faces low-cost competitors right now?"
• "How do you know the 25% test-ride conversion rate will hold in markets where nobody knows us?"
• "What happens to our existing dealers if we sign 25 new ones?"
• "How will you know the sales came from this campaign?"
• "What's the worst case?"

Good answers acknowledge uncertainty and point to evidence and controls: "We don't know that conversion will hold, which is why the first quarter's review compares new-market conversion with the core markets, and the trigger point moves money if it falls short." An answer like that shows you've thought about what could go wrong. Executives trust that more than certainty.

14.3.4 A quality checklist

Before you submit or present your plan, check it against this list. Your instructor's rubric may differ in detail, but most plan rubrics reward the same qualities.

Criterion	Excellent	Needs work
Executive summary	Stands alone; states opportunity, recommendation, cost, results and risks in about a page	Describes the plan's contents instead of its conclusions
Situation analysis	SWOT and PESTLE points are specific, sourced and clearly linked to the strategy	Generic points that could apply to any company; no sources
Objectives	Specific, measurable, time-bound and consistent across sections	Vague ("increase awareness") or different in different sections
Target market and positioning	One clear target with reasons; positioning statement that the mix supports	Several targets with no priority; positioning the mix contradicts
Marketing mix	Product, price, channel and communications decisions that follow the positioning and fit together	Sections that read as separate assignments
Budget	Built by objective and task; rows add to the total; break-even or ROI shown	A single total with no breakdown, or arithmetic errors
Metrics and controls	KPIs with baselines, targets, sources and owners; review rhythm and triggers	Metrics listed with no targets or no plan for using them
Responsible marketing	TRUST checks for key AI uses; privacy and claims reviewed; risks and safeguards named	Missing, or a generic statement that the company "values ethics"
Evidence	Every important fact verified and cited; illustrative numbers labeled as such	Uncited figures; numbers that differ between sections
AI-use appendix	Complete log of AI use, how each output was checked and what changed	Missing, vague ("used AI for research"), or inconsistent with the work
Writing and presentation	Clear, concise, professional; tables and visuals that help	Wordy, padded, inconsistent formatting

14.4 Documenting AI use

Throughout this book you've followed four rules from Chapter 1. Marketing in an AI Era: disclose it, verify it, protect data and own the decision. The capstone is where you show you followed them. In professional work, this is becoming normal practice. Clients, employers, regulators and journals increasingly expect people to say how AI contributed to their work, and a record made at the time is far more credible than one reconstructed afterward.

14.4.1 Why document AI use

An AI-use appendix does several jobs:

• It's honest. It tells your reader what's yours and what had help. That's the disclose-it rule.
• It shows your verification. Saying "I checked it" is weak. Saying "I traced each of six market figures to its source; four matched, two didn't and were replaced" shows the checking happened. That's the verify-it rule.
• It protects you. If an error appears later, a log shows what was checked and how, and helps you find where the error came in.
• It shows your judgment. The "what I changed" column is where you demonstrate that you owned the decisions. A log in which every AI output was kept unchanged suggests nobody was really checking.

14.4.2 The AI-use appendix template

Keep a log as you work, one row each time you use AI on a substantive task. Don't log every small spelling fix. Do log any use that produced content, analysis, numbers, ideas or structure that ended up in your plan.

Field	What to record
Entry	A number, so you can refer to it from the plan
Date	When you used the tool
Tool	The kind of tool and its name (for example, "general AI chat assistant," "AI image generator," "spreadsheet AI feature")
Plan section	Which part of the plan the output went into
Task	What you used AI for (drafting, summarizing, brainstorming, analysis, editing, image generation)
Prompt summary	What you asked, in a sentence or two; keep full prompts in your files in case your instructor asks
Data shared	What information you gave the tool; confirm no confidential or personal data
How the output was checked	The specific sources, data, calculations or frameworks you used to verify it
What was changed	What you kept, corrected, removed or rewrote, and why

Here's what a few rows might look like for a student writing the Lumen plan. These are example entries showing the level of detail to aim for, not records of real AI output.

Entry	Tool	Plan section	Task	Prompt summary	How the output was checked	What was changed
1	AI chat assistant	Environmental scan	Brainstorm PESTLE trends for US family e-bike market	Asked for political, economic, social, technological, legal and environmental trends affecting cargo e-bikes	Searched for a source for each trend; checked news and government sites for battery-safety and e-bike incentive claims	Kept 7 of 12 trends; dropped 3 with no source; corrected 2 that overstated a regulation's scope
2	AI chat assistant	Segments and positioning	Draft three positioning statements	Gave the target market and value proposition from my earlier drafts; asked for three options	Compared each with the positioning framework and Lumen's case facts	Combined two drafts; removed the claim "safest cargo bike," which can't be supported
3	AI image generator	Communications plan	Mock-up images for ad concepts	Described a parent and two children on a cargo bike in a city	Checked against Cargo's specs and load rating; checked range of family types	Rejected images showing impossible loads; labeled the rest as AI-generated mock-ups
4	Spreadsheet AI feature	Budget	Build budget table formulas	Asked for formulas to sum rows and compute shares	Recalculated totals by hand and checked shares sum to 100%	Fixed one share that referred to the wrong cell

14.4.3 A disclosure statement

At the top of the appendix, add a short statement that summarizes your AI use in plain language. For example:

AI use statement. I used a general AI chat assistant to brainstorm trends for the environmental scan, draft positioning options and rehearse questions for my presentation, and an AI image generator to create mock-up ad images, which are labeled in the plan. I verified every factual claim and figure against the sources listed in the sources appendix, and I checked all calculations myself. I did not enter any confidential or personal data into AI tools. The analysis, recommendations and final wording are my own, and I'm responsible for them.

Adapt it to what you actually did. If your instructor or employer has its own disclosure format, use theirs.

14.5 Lumen Cycles: from drafts to a decision

Dana's team spent its final planning week doing what you'll do this week. Marcus read every section in order and listed every place two sections disagreed. He found three. The communications plan aimed at Commute riders in two of its five campaigns, although the plan's objective was about the Cargo. The pricing section mentioned a $200 launch discount that the budget didn't account for. And the research plan measured "awareness" in a way the KPI table didn't use. Each was fixed by going back to the golden thread and asking which version served it.

Jess consolidated the team's AI logs. Because the team had logged as it went, the appendix took an afternoon rather than a week. It also revealed something useful. Most of the corrections the team had made to AI output were in two areas: factual claims about regulations and competitors, and anything involving the Cargo's physical specifications. Dana added a standing rule: AI-drafted content touching either area gets a second human reviewer.

Dana wrote the executive summary herself, then used an AI assistant to tighten it and to play a skeptical CFO in a rehearsal. The toughest practice question, "What if the new markets convert at half the rate of Denver?", led her to add the break-even figure to her opening slide. At 1,334 additional bikes, the plan pays for itself even if results fall well short of the 2,000 target.

In the meeting, Ana asked about the Commute. Dana pointed to the KPI that tracks Commute sales against last year and to the trigger point that would move contingency funds to defend it. Ben asked how the team would keep AI-generated images from misrepresenting the Cargo. Dana pointed to the responsible marketing review, the $30,000 line for image and claims review, and the KPI requiring 100% of AI-generated assets to be reviewed and logged. Ana and Ben approved the plan, with one change: a check-in after the first quarter to decide whether to release the contingency.

Your marketing plan. This week, finish and submit your full marketing plan. Specifically:

1. Assemble your drafts in the order of the plan outline, revising each so it supports the same objectives, target market and positioning. Write your golden thread first and use it to resolve contradictions.
2. Build the budget with the objective-and-task method. Show each activity, its cost and its share, check that the rows add to the total, and calculate break-even or ROI using clearly labeled assumptions.
3. Set KPIs and controls: ten to fifteen KPIs with baselines (or a plan to measure them), targets, sources and owners, plus a review rhythm, at least two trigger points and a contingency plan for your biggest risk.
4. Add an implementation timeline showing major activities by month or quarter, with owners.
5. Write the executive summary last, in about one page.
6. Complete the AI-use appendix, with a disclosure statement and a log entry for every substantive use of AI.
7. Check the plan against the quality checklist, and prepare a 10- to 15-minute presentation that leads with your recommendation.

14.6 Summary

A marketing plan is an argument, not a collection of analyses. Assembling it means ordering the sections so each one builds on the last, and making sure every part serves the same objectives, target market and positioning. A golden thread that links the key insight, objective, target, positioning and main actions is a quick test of that consistency, and the executive summary, written last, states the whole argument on one page. The plan becomes actionable through an objective-and-task budget, checked for arithmetic and tested for break-even and return; through KPIs with baselines, targets, sources and owners; and through controls that set a review rhythm, trigger points and contingency plans.

Presenting the plan means leading with the recommendation, keeping detail in reserve and preparing honest answers to the hardest questions, especially the ones about uncertainty. Finally, documenting AI use in an appendix that records each tool, task, prompt, verification step and change applies the book's four AI rules to professional work. It shows readers how far to trust the plan, and it shows that the judgment in it is yours.

14.7 Review Questions

1. Why does the order of sections in a finished marketing plan differ from the order in which you drafted them? Give one example.
2. What is a golden thread, and how can it reveal inconsistencies in a plan? Write a golden thread for a product you know well.
3. Compare the objective-and-task method of budgeting with the percentage-of-sales method. Why is objective-and-task usually preferred for a plan like Lumen's Cargo expansion?
4. Using Lumen's illustrative figures, suppose the contribution per additional Cargo bike were $750 instead of $900. Recalculate the break-even number of additional bikes and the marketing ROI if Lumen sells exactly 2,000 additional bikes. Would you still recommend the plan?
5. What makes a good KPI? Choose one KPI from Lumen's table and explain how its baseline, target, source and owner make it useful for control.
6. Why should a plan presentation lead with the recommendation rather than build up to it? When might building up to it be the better choice?
7. What information belongs in an AI-use appendix, and why is the "what was changed" field especially important?
8. A classmate's AI-use appendix says only, "AI was used for research and editing. All output was checked." Explain what's missing and rewrite it as one complete log entry.