A Research Study On Learning Curve Applied

“When the simulation began, we felt confident in our team’s vision, goals, and strategic plan. After the first rollover, we quickly became aware that the success of a company relies heavily on the dynamics of the market. The strategic decisions of competitors weigh heavily on the overall direction of a company. Our original plan quickly became obsolete in the tumultuous bike industry, and we were forced to re-evaluate our competitive positioning. To this end, we learned

One of the few things that we learned from Capsim was how to work well as a team. We were able to unify ourselves and work through different problems and at the end become a profitable company. Additionally, one of the things that allowed us to be profitable and do well in the game was the fact that we focused on our company and not so much on the competition. After round one when we were not doing well, we invested all our time on trying to make our company succeed; we did not focus on our competitors. Because of this, we were able to focus on making the right decisions for the company. Furthermore, one thing that benefited our team the most was reading the manual the simulation had provided and becoming somewhat like experts on Capsim. The manual provides different

Unit three journals were about the competitive advantage that with strategy creates value for the company and customers. It also talked about non-customers, which are people that have option when making a decision to purchase regardless of their situation. The product life cycle in unit three was about customer and a product. In different stages such as the product introduction, to the industry, growth, maturity, and decline customers and product were introduced of the competitive advantage. The Six Utility Levers learned in unit three that mapping is a great tool for buyers. Buyers can make sure that the purchase, delivery and the supplements of products maintained and disposed

One of the few things that we learned from Capsim was how to work well as a team. We were able to unify ourselves and work through different problems and at the end become a profitable company. Additionally, one of the things that allowed us to be profitable and do well in the game was the fact that we focused on our company and not so much on the competition. After round one when we were not doing well, we invested all our time on trying to make our company succeed; we did not focus on our competitors. Because of this, we were able to focus on making the right decisions for the company. Furthermore, one thing that benefited our team the most was reading the manual the simulation had provided and becoming somewhat like experts on Capsim. The manual provides different strategies and allowed us to make better decisions. The manual helps students become familiar with everything

The categories of value creation on which BestValue currently relies come from the “Communicating Value in the Sales Message” section of the chapter and include product quality, quality of the buyer-seller relationship (trust), service quality, salesperson professionalism, corporate reputation, application of technology, and price. BestValue Computers is providing quality products in an atmosphere of trust with a sales representative who has developed high-quality relationships with her clients. In addition, BestValue provides a variety of technology products with local service at reasonable prices. Finally, the success of Leroy’s business is an indicator that BestValue has developed a highly respected reputation among his existing and

The categories of value creation on which Best Value currently relies most on are product quality, quality of the buyer seller relationship, service quality, salesperson professionalism, corporate reputation, application of technology, and price. BestValue has demonstrated, by their customer reviews, that the quality of their products exceeds their customer’s expectations. The company has also demonstrated that they have been able to develop relationships with their customers that are based on trust. This trust has been demonstrated by BestValue salesperson who explains to their customers what to expect from their products and services. Customers who have trust in a company become loyal long time customers (Blocker, 2012). The salesperson has a level of professionalism and integrity that provides value to the company. Because of the company’s quality products and their ability to leverage the professionalism of their sales team the company has built a reputation of a company that not only exceeds expectations but is a company with integrity and can be trusted. In addition to BestValue’s quality and professionalism they also offer a wide range of technology products and services at reasonable price ranges.

Throughout the course of this simulation, we learned that implementing and executing a strategy is crucial in establishing and maintaining a competitive advantage. Our external analysis at the beginning of the simulation proved to be inadequate - we did not take into consideration all of the possible threats and opportunities, and as a result, were not prepared to react to the sudden changes in the simulation and did not adequately meet the needs of the consumer market.

Value proposition is another main thing in creating customer value. It is the bundle of benefits the company offer’s in addition to the core positioning .Taking the example of the Volvo car its core positioning is safety, but in addition it promises a long lasting car, long warranty and service. So this can create a value in the mind of target customer who are concern in safety.( kotter& keller,2006)

Increase customers’ value by adding value to features of the products, improve customer service by being more responsive, increase the range of complementary products and modify as per orders. Differentiation should promote long-term profit and growth. Moreover to benefit from cost advantage, identify both primary and support activities are clearly identify, required a strong know1egde of organization value if value chain will disrupt. Analyse how to create customer value, recognize cost drivers from each activity and identify between link activities by reducing cost from one to

y = axb b = log (Learning Rate) / log 2 For 80% LC, (Learning Rate) = .80 b = log .80 / log 2 = -.3219 Assume k = 1000 y1 = 1000 (1)-.3219 = 1000 (1) = 1000 y2 = 1000 (2)-.3219 = 1000 (.80) = 800 y3 = 1000 (3)-.3219 = 1000 (.7021) = 702 y4 = 1000 (4)-.3219 = 1000 (.6400) = 640 y100 = 1000 (100)-.3219 = 1000 (.2270) = 227

The Value chain is a tool, a set of interconnected procedures and marketing actions that corporations implement to evaluate how brands are built or need to be improved in order to create a more valuable product or service for their targeted consumers and consequently, succeed in the market. The data that results from the brand value chain analysis is key for the management team as it helps them brainstorm activities or even conduct effective marketing research, and therefore maximize value and customer's experience. Furthermore, this data provides rich information for potential investors. (Pearson Custom Business Resources, MKTG 1020, p. 102)

Exhibit 3 illustrates how a product might be positioned in its market. It will probably excel or lag behind in product features or supply chain design, or both. Companies with many products will have some in each category. As a matter of fact, most will prune underachieving products and businesses — characterized by “D’s.” The Product Excellence dimension rates the product against competitive products in its chosen market. The best in class will rank highest in terms of functionality, reliability, and value for price.

According to Peppard and Rylander (2006), the concept of a value chain has been a dominant position in the strategic analysis of industries. Kaplinsky and Morris (2001) state that the value chain describes whole process of activities: conception of product or service, diverse phases of production, delivery to final consumers, and customer service. After the initial proposal of

The research draws much attention to value as an important relationship with the customer and supplier, generated together through its value-chain, how it is the cumulative work of the organisation that equals the value of the product and or service to the customer. The product/service is just one

A Customer Value Model is a comprehensive accounting of the value, expressed in monetary terms, that a supplier delivers, or could deliver, compared to the value of competing solutions. In building a Customer Value Model the company examines the way in which all the components of its offering (products, programs, systems, and services) impact, or could impact, functionality and performance in the customer’s unique situation. It expresses this impact in monetary terms (e.g., cost per transaction, productivity per hour, etc.) It must then conduct a similar analysis for the competitive offering or offerings (whatever the “next best alternative is”). Because this research is conducted with real customers in real usage situations, it provides an objective and data-driven basis for comparison. It helps companies exploit opportunities in customer segments where they provide superior value, and shore up weaknesses in segments where their value proposition is inferior. It is important to do this because, as Anderson and Narus point out, in choosing between competitive alternatives business customers look at two factors: price and value. Suppose, for example, that a company were considering proposals from two Learning Management System (LMS) providers: Saba and Docent. It will compare the two offerings in terms of the following equation: (ValueSaba – PriceSaba ) vs (ValueDocent - PriceDocent)