When I started this simulation, my goal was to make as much of a profit as possible. I went into the simulation with that mindset, but did not think about the strategy part of the goal. I believe this is where I went wrong. My first round was not bad, and I still came out with a small profit, but by my third round, it was nearly impossible to get out of the debt.
If I were to do it over again, I would have borrowed as much money and issued as much stock as possible to carry me throughout my first few rounds. With this money, I would have invested in more R&D. I tried to get my high tech product off the ground, but the cost was too much to carry out successfully. Therefore, I had to focus on my low-tech product to keep me out of as much debt as possible.
One of my biggest challenges was finding the right place to position my marketing and sales budget. My second round came turned out to be very successful. I believe this is because I had adjusted the price correctly and spent just the right amount in my sales and marketing. When I tried to replicate my success in the next round, it did not return the same results. From that point on, I struggled to find the best way to position my marketing and sales budget. I believe this also suffered due to lack of money I did not borrow in the beginning of the simulation.
In the beginning, production was not easy for me to understand. One of my biggest obstacles was trying to understand how to estimate the number of units I would be
After having run through the simulation, what elements of that strategy would you have changed and/or what strategy do you intend to pursue in the group simulation?
After I had made my choices in quarter for I checked the pro forma and made adjustments to factory capacity and demand to insure we could hit profitability. I did cut too close on the inventory because we had loss sales due to stock outs. The lost sales did not come close to what our losses where due to excess capacity and inventory holding costs in Quarter 2 and Quarter 3. Pro forma are a crucial peace of the Simulation. Once I fully grasped the concept I was able to make better decisions for Lean in enterprises.
Along with capacity, we also made it a focus to limit the amount of overtime and second shift workers. This kept our costs down and our profit margin wider. We paid attention to our inventory on hand and made sure to not schedule more production than was needed. Towards the later rounds, we really seemed to grasp the idea of the game, which can be seen in our large increase in profitability. In the Finance portion, we borrowed money in the first five weeks to pay off our current debt. As the game got into the later rounds we began paying off our current and long term debt because our profits were increasing at a higher rate. Overall, we believe that our group had a decent understanding of the concepts as we finished with high market share and profits.
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.
The Back Bay Battery simulation was extremely overwhelming to tackle as a single individual. There was an unrealistic amount of information for one person to review and process. Due to the nature of this simulation, the first few attempts must be viewed as trials. It was simply too much information for one person to accurately process regarding a field that they may know very little about. The in class discussion prior to running the simulation was necessary as it helped me prepare for the simulation. After I completed two trial rounds, I began to find my way around the software. I realized that each round of the simulation required a submission which would either advance your production by two years or terminate your time with the company. Once I understood the tools that I was provided with, I became more successful in my mission.
The biggest difference would be not being as serious with the simulation as you are with a real business and it does all the financials for you when you load the data that you entered in all the other tabs. I think that it was very confusing at first and as a group we made a lot of mistakes at the beginning because we didn’t understand, but by the middle of the simulation we knew what needed to be changed and how to get back on track. By the end we had the 2nd highest market share with 2 computers when other groups had upwards of 6 different computers in the market. All in all I think this was a great way to see how hard it is to run a business without having anything on the line. It is better to try and fail while doing a simulation than it would be to start up a company and fail in real life with your assets on the
Currently, there are roughly 194,300 marketing managers (“Advertising, promotions,” 2015). There will be about 212,500 marketing professionals by 2024, which is a nine percent Graph 1: Advertising, Promotions, and Marketing Manager Projections from 2014-2024
According to the Thinking Strategically simulation, "Strategy, in business, is the combination of foresight, planning, and decision-making that prepares an enterprise to achieve long-term goals and manage the consequences of contemporary decisions." A lesson learned was that one needs to properly construct long-term objectives to be able to align to the company's strategic goals. This helped in some development of my strategic plan.
Gas station exercise: my team shouldn 't have been too worried about the other station 's profits. We should only have been concerned about maximizing our own profits. Even though our profits depend on both our choices in pricing and the choices of the other station. However, our main concern should be our own profit picture. If the other team do well or do poorly, that shouldn 't be a big concern of ours. You should simply do as well as you can to boost your own profits as much as you can. At the start of the game, we had a plan and actually documented the minimum amount we expected to make and wrote this down. We also agreed on who would go to meet with the other team to let them know our position. The preparation gave us the peace of mind that comes with having a game plan. I believe planning gave us confidence during the exercise.
As I grew older and learned more about the business world and what it had to offer, I instantly grew interest in the marketing field. The other majors seemed too boring and dealt with too many numbers, I enjoyed the aspect of marketing and how creative you can get with it while interacting with many other people. Marketing and Sales is something that I have wanted to do for a few years now after growing up and seeing my Dad in that field, and now seeing my brother develop in that field. I love the idea of researching a topic, gaining new information about that topic, and than selling your pitch or idea to a customer. I like to believe that I have good communication skills and I am a people person, which can help significantly when it comes
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
Now before I start to talk about my career findings for marketing let me start off by saying, finding a career inspiration is a matter of thinking what wake up every morning for school. Inspiration will always be around oneself, but first, one must have a 100% mindset to continue that goals. In order to find the right career for oneself, one must evaluate interests from deep within themselves. Therefore one must examine all kinds’ of abilities and values to determine a decision. With all the positions to choose from, many people have a difficult time deciding which career path to take. Business/Marketing has many areas of professions that anyone can accomplishes.
Speaking of email campaigns, email marketing is not going away anytime soon. In fact, B2B companies that ask visitors to register before they can gain access to downloads or special content are building substantial email lists. Newsletters, special offers and updates are easily shared at an economical cost. However, if you want your email campaigns to be effective, you need to learn how to craft emails that are extremely engaging.
Marketing & Sales Manager: Will be responsible for planning, developing, implementing, and evaluating advertising, merchandising, and trade show promotion programs; developing field sales action plans, and creating and maintaining online presence, including social media action plan, website and e-commerce capabilities. Will develop and evaluate retail sales opportunities in natural food stores, coffee house partners, boutique retailers, day spas and hotels. Works closely with CEO and Operations Manager to make improvements to existing products, develop new product lines and offerings and grow the Uncommon Ground brand. Reports to CEO.