Emily Cassidy, Micheca Fevrius, Xinyi Cui, & Baoning Wang.

“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

The purpose of this paper is assessing my strategy and decisions in the simulation Biz Café. Then, I will give my results and explain how I got there. However, there were many factors involved creating these results. In this simulation, everything was left up to me to decide how to run my new coffee shop. There were big decisions at the beginning you had to make to create the overall theme of your business. Then, I was to hire employees, buy goods, and act on specials decisions or react to good or bad customer reactions. This, I will explain more in the following paragraphs.

This paper will cover a reflection of my experience with the Biz Café simulation. After reading this paper, one should have an idea of what I learned from the simulation and how it works. I will be talking about the challenges my team and I dealt with and how we overcame these challenges. Most importantly, I will be talking about how we made Coffee Connection run as a successful coffee shop. In this paper, I will also discuss my thoughts on teamwork and the significant factors of running a small business.

Marketplace Business Simulator is an on-line marketing simulation that incorporates all the marketing principles I have learned over the course of this semester and apply them into real world marketing practice. Simulation was used for the sake of instigating effective results and in that regard, this paper analyses the manner in which each quarter was carried through. The circumstances surrounding each of the decisions made are analyzed intricately and hence a manifestation of the impact of each for each of the quarters is laid bare.

The team’s unique reasoning behind the choice of strategy that we executed throughout the simulation played a significant role and set the tone toward the effort and attitude that each team member maintained during the process. The strategy of the broad differentiator was the teams choice, because we thought that it would be the most difficult to accomplish, would take the most time, and provide us all with a well rounded learning experience because we would be able to learn how to be successful in both the low and high tech segment with our products instead of just one of the segments. With our previous knowledge about running a business we all were in agreement that if we could sacrifice and work harder to participate in both segments it would lead to some great competitive advantages. As mentioned by Lui, (2013), “the only competitive global business strategies would be based on differentiation by unique specialization in terms of quality, product, service technology, or cost leadership” (p.2824). The great execution of the strategy by our team enabled us to find success and gain different competitive advantages with each of our sensors, in turn accomplishing our goal of meeting the needs and expectations of both the low and high tech segment.

H Company finished the simulation in the second to last position. I believe that is a strong indicator that my competitive intelligence level was low for this simulation. H Company’s Earnings Per Share report increases for year 12 and 13 followed by decreases for years 14-18. My ability to predict the competition was below par. In fact, because I spent more money on the private label brand, I may have ended up putting myself in a worse position. My ability to predict my competitions next move was not good. Every year D Company was able to achieve more market share, while H Company gained less, and less.

Our initial strategy to split the strategic decisions per region created company instability in the first couple of BSG simulation years. We found that a single regional misalignment could cause a significant impact on the overall performance of the company. After the first couple years of decisions, the team decided to work together to analyze the previous year’s results and reach a consensus on the next year’s strategic goals and the decisions necessary to reach our competitive goals.

Looking at the style of writing Li-Young Lee and Cathy song have put into these poems, it opens the reader's brain to wonder and ask questions in life. The importance of poetry is taking both literal and figurative meaning and allowing it to connect in the lives of the readers. Both of these poems incorporate families in them. In I Ask My Mother to Sing, by Li-Young Lee it gives a descriptive moments of the mother and grandmother's past through a song that's getting interpreted by a young girl. For most everybody they are able to relate to a moment found in this poem which not only makes it easier to understand but have a greater meaning to the reader.

The strategy I chose for the simulation is “Niche Cost Leader." First, with the key focus being value, this strategy will challenge me to keep costs at a minimum and force me to streamline overall costs to produce a valuable commodity that, in turn, will generate financial success that can be shared with internal and external stakeholders. Second, as the success of this strategy primarily relies on the existing product line being prosperous, I will be able to practice and hone my forecasting skills based on one product. Though I eventually will produce more than one product, most of the simulation will be conducting under making the primary product as successful as it can be, and reliable forecasts are

My assessment of the performance of our team (ACC-Baldwin) in Phase One is that we performed decently in terms of strategy, but we have a lot of room for improvement in terms of implementation of strategy in the simulation exercise.

During the simulation I had the role of the CEO and as such relied heavily on my own personal understanding of what we have learned thus far, but also did some research to be able to better assess what would best work. Over the 96-weeks I have a COR rate of 0.17 percent change rate. Although I did not effectively manage change, I was able to learn what worked well and what didn’t. Additionally, learning from our failures is crucial for long term success. In no way will anyone be 100 percent effective in all of their endeavors. The key is to learn from it and

The aim of this paper is to cover how each area of the simulation relates to what we have discussed in the class. We are going to discuss target market, 4p’s of marketing, performance metrics and research data.

As I get further and further along in this simulation, I have noticed that I am beginning to understand what it takes as a marketing manager in order to be successful. Careful considerations must be made to be sure that the right decisions benefit both Minnesota Micromotors, Inc., and our customers. Our success comes from our customers’ success and loyalty that they have with this company. In finding ways to incorporate the important factors that matter most to our customers is what will bring in new customers and keep our existing ones around for the long hall.

This paper explains the use of economics in managerial decision making based on the simulation. It describes decision making process of management in different market structures. The main objective of an organization is to maximize the profits in each type of market structure. Quasar Computers has done extensive research for the development of optical notebook. In the Year 2003, the company launched the first all-optical notebook

The strategy simulation game is to provide insightful information with different scenarios which help in understanding the differences in different market structures of monopoly, oligopoly, monopolistic competition, and perfect competition. The overall goal of the simulation games is to maximize Quasar’s profits and be competitive by making decision on strategies in dynamic market conditions. Simply, the total revenue minus the total costs is the method to calculate a firm’s profit. However, the company also has to consider how the sales price will affect the demand. The simulation game shows that when the price is set too high, the demand will be low, vice versa. When the company set the price within the average total cost curve and