MIke bikes

‘Herewith appear to be the most pressing matters; one, infective and inexperienced entrepreneurial leadership. Two, the dialectic nature between front of house and back of house, and three, a lack of general training motivation and direction in original concept.’

Instructions: Complete a five year simulation, and answer the following questions on the actual approach you used for the simulation. You may type your answers directly on this form, but the completed document must be 2-3 pages in length (please do not change the margins). Due November 25, 11:59pm

When our group first started planning our strategy to win the second Littlefield simulation game, it was evident that the goal of the game was to maximize profits. We were competing against 18 other teams, but we knew with correct system capacity management and correct inventory management we could be the number one team. Even though we made correct decisions overall, we ended up in second place again with a cash balance of $2,660,393 and remaining inventory of 52 kits. Although we were a little disappointed again, we were very satisfied with what we have learned and the important operations management concepts we used such as capacity management and lead-time and inventory management throughout both of the Littlefield simulation games.

Bikes Bikes Bikes is a company that aims to produce the highest quality mountain, road,

|This is a report of the company named JayHsquared which contains decisions made |JayHsquared |

The first strategy attempted by the group involved timing trades based on daily market performance and expectations. Based on our predictions, shares were bought during the early hours of trading and by mid-day, the group had a good idea what would be kept until the next day of trading and what would be sold by close. This strategy made use of daily market news and reports to help predict short term changes; little attention was paid to long term potential as the group felt the timeframe the simulation take place in was too short. This strategy, while mildly successful, was not earning large enough gains for the group's portfolio. Many of our gains would be negated by the commission the simulator charged per trade. This strategy later evolved to include larger equity purchases on Fridays before the market closed for the weekend. These

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.

In order for one to succeed in any situation, business or otherwise, two things are necessary. Both an individual’s personal ability to succeed, as a result of personality, training, willpower and determination, etc., and favorable circumstances or situational

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.

The glo-bus game is an online game developed by IBM and is short for globe business simulation game. It provides a competitive environment to all the participants and company’s managers. In glo-bus, 13 groups in an industry. Each group run a camera company with the same start condition, they need to make their own decision to defeated other groups and meet the investors expectation. The camera company was divided into four main regions such as Europe-Africa, Asia-Pacific, Latin America, and North America. In every region we have to maintain certain factor such as ROE, Net profit, EPS, S/Q rating, Net profit, Revenue, Cash flow etc. The aim of this game is used what we learnt in the class and practice our manage

Monday, September 10, 2012, I started Stock-Trak, an online portfolio game. Stock- Trak allowed me to gain hands on experience testing different investment strategies in a risk-free, yet realistic environment. From September 10 to November 16, 2012, I took part in one such simulation by managing an online Stock-Trak portfolio. I was given an initial amount of $100,000 pretend cash with which to invest. All monetary decisions were at my discretion. This paper discusses my trading experience , my portfolio’s performance, the strategies used during the simulation, what I learned in the process, and how I will implement the knowledge gained from the simulation in future investments.

“it's a marathon not a sprint.” This is a great reminder for someone like me who likes to be challenged and embraces change. My mind is always running faster than my body is capable. Therefore, I need to remind myself slow down, ensure that I have the necessary resources, health and energy to keep going on this marathon called life.

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.

Initially, our firm’s business position was at a healthy position. In the beginning of the simulation, our overall market share for the automobile industry was 28.2%; the highest in the market. We realized that our primary strength from product contribution came from our economy car Alec with 63.5% market share for economy cars, and from our utility car, awesome with a 48.5% market share for its vehicle class. Thus, it was evident what we needed to do; maintain high market share of our leading cars while conforming our least profitable vehicle class sustainably to coordinate to customer demand.