What Was The Biggest Mistake That Your Team Made?

4) Based on your positioning strategy, what brand name and marketing budget allocations would you advise?

Our strategy was to keep the cost low but we did not plan properly to meet the increased forecasted demands that made us to stand at the last position in the competition.

Research & Development: We will concentrate our existing product line into the Low End and Traditional segments. The traditional product will migrate to the Low End segment. The High product will migrate to the Traditional segment. During the early years we will migrate (gradually) our Performance and Size segment products to the Traditional segment. We can also introduce a new product to work in the Traditional market.

After a period of declining sales for Allround, we increased the advertising budget to be consistent with our competitor’s budget. We decided to be very consistent with our strategy over the ten periods; however, in hindsight we should have implemented a more dynamic strategy that factored in the changing

I will then list areas I have identified as my own personal weak points for further development.

In 844 AD, the Vikings first made an attack on the coast of Spain during the reign of king Ramiro | of Asturias. A group of the Viking fleet surrounded the Asturias coast in the region of Gijón (Gegio) (located north), though when they finally knew how powerfully this city was protected and reinforced, they left. Later on, they arrived at the old lighthouse at Coruna (the Hercules tower), also known as Farum Brigantium in that time. The Vikings tried to raid the city, but the local people defended it bravely. King Ramiro assembled an army and defeated the Vikings in a furious battle. Spanish historians reveled over their victory which they believed was very important. Nevertheless, the Vikings left a disgraceful sight behind when they left.

4.How would you change the approach if you carried out the activity again ? How?

My strategy seemed to work well for the first two years but then it became evident that I was losing market share in the NiMH business. I decided to cut down R&D in that division too early and that caused me to miss my sales targets. As I lost market share in my core business, the volume effect from my decision to lower NiMH prices did not compensate enough to allow that division to remain profitable. Suddenly, I had a very tight R&D budget to work with (as it was based on sales projections) and limited cash could be allocated to the improvement of the ultracapacitors business. I also reacted too late to the shift in customers’ demand for Power Packs products from Power Tools products, which caused late and lower-than-needed investments in other products’ features such as self-discharge (high priority for both NiMH and ultracapacitors).

17. To persuade at least 15% of our main competitor’s customer base to switch brands.

Without efficient resource allocation & lack of communication between R&D and Brands, the conflict between departments generated in following steps. Even more, each steps make overall inefficient resource management.

running one group for six months or longer seems quite exorbitant! The theme of this book was based on an organizational approach to effective team building skills. The fable began by giving a brief background of the cooperation, DecisionTech, Inc. which was what this story was centered around. There was a new CEO, of the corporation, Kathryn, and her main task was to create effective teamwork among her staff who were the key leaders of this company. After observing the interaction and dialogue of all team members for several weeks, she finally decided to call an off-site meeting and invited her staff members to attend. The meeting was to take place just far enough to where

I think one of our strengths was corrective learning. In terms of strategic decision making, we were able to learn from some of our mistakes in the early rounds so that we ended up performing slightly better than how we started – in terms of net income, segmentation focus etc. which helped us

Hence, it is hard for me to recover in that situation. I only reached the cumulative profit of -10.48M for the first time I played. Reasons contributed to the results are many. Firstly, I did not have clear position at first and did not stick to my long term plan; I managed to innovate in both the NiMH and also the UC technology. External environment changes also affect the sales and profit significantly. For example, the Lithium-ion battery producers made the price deduction influenced the price I offer to my customers. The other difficulty I faced is that customers preference changes are hard to predict. For instance, the customers’ increase of importance of recharge time has led to my investment in desired energy density not generating deserved customer preference. Even worse, the constant price reduction request made my company profit shrink. The challenge is that it is almost impossible for me to innovate in the two area to try to maximum my sales for all the customers. Clayton Christensen’s disruptive innovation theory also explains my failure experience, that is: every company that has tried to manage mainstream and disruptive business within a single organisation failed. The next time I play, I will nurture the disruptive UC technology in an separate entity and try sticking to a long term plan. I should manage the two technologies separately. Another important lessen learnt was that once decide a plan or a strategy, keep sticking to the strategy

Take mobilize of the well-known Soviet T-72b tank as well as race your competitors while in addition showing your marksmanship at 3 canceling lines.

Moreover, the whole team didn’t do adequate forecasts which generated errors and costs for the company.