...1.In the business strategy game one should buy plant upgrades early in the game, because it has an accumulative effect. In the "Plant Capacity" screen you are given four different plant upgrade options per plant. Depending on what your strategy is, one should upgrade their plant in each region with at least two different options. 2. In the "Branded Production" screen you will want to make TQM/sigma six have a value of 2.50 because it helps you achieve a higher SQ rating and set Best Practices at 5000 because it will save you money per pair of shoes produced. Keep these values the same from the start of the game and until the end because they also have an accumulative effect. The business strategy game values more models offered than SQ rating. 3. On should treat the business strategy game like a real corporation and take out loans early on in the game because you have a better credit score starting out. Borrow the maximum amount for the first few years. Use the money from the loans to build more plant capacity in existing plants as well as possibly a new plant in another geographic region such as Latin America. Once your company starts making more and more revenue every year, you can repay your loans early, buy back stock, and pay dividends. 4. After the business strategy game is run, buy excess capacity that all of the other teams sell. The number of excess capacity will be shown on the "Corporate Lobby" screen, and to buy it you just go to the "Plant Capacity" screen...
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...1. Some games of strategy are cooperative. One example is deciding which side of the road to drive on. It doesn’t matter which side it is as long as everyone chooses the same side. Otherwise, everyone may get hurt. Driver 2 Left Right Driver 1 Left 0,0 -1000 -1000 Right -1000, -1000 0,0 a.Does either player have a dominant strategy? Explain. There is no dominant strategy in this game. It is not a prisoners dilemma, one of the drivers can not choose a strategy that is best for them regardless of what strategy the other driver chooses. It is in both drivers interest to cooperate and coordinate among themselves to use the same strategy so that they come to the best outcome for both. b.Is there Nash equilibrium in this game? Explain There are two Nash equilibriums in this game: both drivers drive on the left or both drive on the right side of the road. The two drivers have to decide whether to drive on the left or on the right side of the road and avoid any accidents. Nash equilibrium occurs when both driver 1 and driver 2 choose the same strategy, both driving on the left or both driving on the right side of the road. If driver 1 decides to drive on the left and driver 2 coming from the opposite direction decides to drive on his or her left, they pass each other without...
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...Game Theory and Strategy Spring 2012, Assignment 2 The assignment must be done by 6-00 p.m. May 1st. You should submit your assignment assignments before the class begins. Good luck! Part 1 (30%) For multiple choice questions choose a letter corresponding to your answer. For true- false questions the answer is “TRUE” if you agree with the sentence and “FALSE” otherwise. 1. Mixed strategy is A) When a player plays different actions in response to different actions taken by other players B) When a player uses advises from different people C) When a player chooses each action with some probability 2. “The game where players undertake actions with uncertain outcomes” is a definition of the game with asymmetric information. Falls 3. In a separating equilibrium with two types of informed player and two possible actions each type of informed player chooses different action.. True 4. Auction is a public sale in which property or merchandise are sold to the highest bidder. True 5. Private Value Auction is one where True * Each bidder knows his or her value for the object * Bidders differ in their values for the object 6. Common Value Auction is one where the item has a single though unknown value. True 7. English auction is one where: Falls * Bidders call out prices (outcry) * Auctioneer calls out prices (silent) * Bidders hold down button (Japanese) * Second-Highest bidder gets the object 8. Second-price auction...
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...Sony Corporation and the Video Game Console Market: 1 A Competitive Analysis By Ryan Bogner, Peter Hung, Guan Wang, and Steven Wang This report evaluates Sony Corporation’s strategy in the console gaming market from the top-down perspective of the entire corporation. 1 Executive Summary Sony’s current strategy in the video game console market is simple: use the technologically superior Playstation 3 as a loss leader to introduce the Blu-ray optical drive2 into consumers’ homes and leverage that market penetration to drive content sales once Blu-ray is established as the de facto standard for optical storage. It is therefore in Sony’s interest to reach the tipping point for market adoption of Blu-ray as soon as possible. To increase the rate of Blu-ray adoption in the market, we recommend that Sony adopt a “good-better-best” strategy, whereby Sony produces discounted and premium versions of the current Playstation 3 for sale to consumers. This strategy will encourage price-sensitive customers to purchase Playstation 3 consoles without marginalizing power gamers. Nintendo and Microsoft will most likely respond to this strategy with differentiation rather than price competition. If Sony reinforces this strategy with coherent marketing and intellectual property strategies, it can increase Blu-ray adoption rates and make it more likely that the format will be adopted as a standard. The Market for Video Game Consoles is Growing, but Competition is Fierce The market for...
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...I’ve always been intrigued by the competitive landscape of the global video game console industry. As a child, video games accounted for a large share of my leisure activities and I’m fortunate enough to have witnessed the transformation over the past 2 decades. The blue ocean strategy has been an elusive goal of this industry that thrives on “innovation”. My analysis will evaluate the current state of the industry and my perception of its competitive landscape. Key companies in this industry are Sony, Microsoft, and Nintendo. I will use Microsoft for the Four Actions Framework. The industry players have begun a strong push toward differentiation in hopes of finding a blue ocean. Competition bloodies the ocean but the threat of new entrants is relatively low. Unlike most industries, new advances are introduced with every new product. These companies have the luxury of 5-8 year spans before being forced into releasing their “next big thing.” Sony and Microsoft seem to be on a similar playing field with Nintendo targeting a completely different sector of the market. A decade ago, Nintendo created its own blue ocean with its Wii system and has been little contested since. The compelling question for Microsoft and Sony, is “who will ultimately win the gaming console battle?” Strategy Canvas The factors affecting the current state of play in the gaming console market are listed below: - Price of consoles: Microsoft and Sony compete closely in the area of price...
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...NINTENDO’S DISRUPTIVE STRATEGY: IMPLICATIONS FOR THE VIDEO GAME INDUSTRY Summary and Analysis by Aris Metin Burning Questions: 1. Has Nintendo really disrupted the industry and changed the name of the game? 2. Would this disruptive transformation of the video game industry leave the competitors in the cold? 3. What course of action was available to them? Disruptive Technology – coined by Clayton Christensen, a Harvard business professor – leading companies , despite having followed all the right practices, still lost their top positions when confronted with disruptive changes in technology and market structure. – Failure to meet the technological demands of customers in the future – An innovation that used a “disruptive strategy’ rather than a “sustaining strategy” or revolutionary strategy KEY PLAYERS IN THE VIDEO GAME INDUSTRY Sony (Playstation), Nintendo (Wii) and Microsoft (Xbox) SONY – introduced Playstation (PS), attracted late teens and young adults with disposable income, offered more sophisticated and more violent games; backward compatibility (PS1, PS2 and PS3), can also play CDs and DVDs. Also launched Playstation Portable (PSP) 1. PS3 – a multimedia entertainment hub; allows users to chat online, listen to music, view HD animations 2. results were disappointing because of Supply problems and the high price tag SONY produced 40% of its components in-house. Massive costs of investing in the game console equipped with Blu-ray...
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...称号:永远的初心者 能力: 经验值和经验+100 反应-15 移动35 攻击30 刻纹30 道具30 拿得方法: 战斗失败10次 条件:Hard模式必须 在打空贼头头哪关前或中game over10次 我比较保守:用了2个方法 第一个:game over10次,在菜单读取 第二个:game over10次,不要读取,按存读挡右上方的重新开始战斗 我打完空贼头头哪关便拿到永远的初心者 {你战斗失败10次,所以拿到永远的初心者的称号} <game说的 ----------------------------------------------------------------------- 称号：游手好閒 说明：哎呀～为什麽要这麽累呢～整天轻轻鬆鬆的不是很好嘛～啊！我可不是在偷懒喔！这可是享受人生呢～ 效果：移动+1，金钱获得率+30% 移动：20 攻击：50 刻纹：30 道具：20 取得方式：总共有三个地图，扑空两次才抓到吼就有此称号了。没吼的地方: "方舟圣域"、"黑雾森林"。有吼的地方忘记了，所以打上没吼的地方。 -------------------------------------------------------------------------- 称号:颠峰斗士 移３０ 攻３０ 刻５０ 物５０ 迴避反击＋２５％ 反应＋３０ 拿法说明：第三章，绿色小恶魔关卡，这场有个称号可以拿（和伊莎贝拉比赛到山上的第一场战斗）打完依莎贝拉后，会得到一个称号，『颠峰斗士』 -------------------------------------------------------------------------- 称号: 星碎雷袭 能力:每回合斗志+5 超越+30% 移动35 攻击30 刻纹30 物品25 取得方式:第一章时打倒荒神骑士 -------------------------------------------------------------------------- 称号:百战勇士 能力:移动50 攻击25 刻文40 道具25狩魔+50% 反击+40% 取得方式:战斗超过100场 -------------------------------------------------------------------------- 称号：猎人 说明：以狩猎维生的人，对上任何魔雾都能得心应手 效果：猎杀 + 30% 移动：50 攻击：35 刻纹：25 道具：30 取得方式：第三章接任务时，接了两个以上就会有了 --------------------------------------------------------------------------- 称号：鍊金爆弹狂 所以嘛～就是把这个和那个加在一起‧‧‧啊！又爆炸了‧‧‧ 破甲+30%、会心一击+20% 移动：50 攻击：35 刻纹：25 物品：30 取得方式：第二章和第三章自由活动接洽任务时有接杂货店赛依雅委託之任务。 1、2都接过之后，将在2回报任务之后自动取得。 --------------------------------------------------------------------------- 所有人物过50等都会有称号 移动/攻击/刻文/道具 狄恩超过50级 称号:侵略如火 能力:猎杀+30% 反击+20% 移动/攻击/刻文/道具 ...
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...武林群侠传全攻略(游戏攻略)免费下载.txt爱一个人很难，恨一个人更难，又爱又恨的人最难。爱情永远不可能是天平，想在爱情里幸福就要舍得伤心！有些烦恼是我们凭空虚构的，而我们却把它当成真实去承受。 今天我们为大家带来《武林群侠传》故事大纲，看完对这个游戏会有个较全面的了解。 时间是＜金庸群侠传＞游戏结束后的一百年，地点在洛阳南城门前，一位风尘仆仆的年轻人（主角）站在那喃喃自语着“终于给我来到了洛阳城，从小不知听人说了多少次有关那英雄(金庸群侠传游戏主角)的事迹，今儿个终于有机会让我目睹这传奇人物的风采，只不知那'英雄雕像'会伫立在哪儿？这么有名的雕像我想应该不难找吧！总之先进城再说吧！”。什么是英雄雕像？还记得当初＜金庸群侠传＞游戏最后的结局吗？小虾米打败十大高手回到现实社会后，在游戏虚拟的武侠世界中，众人为了怀念并景仰小虾米的事迹，特别在洛阳城建造了一座英雄雕像！ 而本游戏的序章，也就由主角前来洛阳城瞻仰英雄雕像这件事情来揭开。 在英雄雕像前主角会认识一位同样崇拜着小虾米事迹的年轻人，他就是逍遥谷的大弟子“谷月轩”，主角与他一见如故并到一旁的茶馆中畅谈一番。在茶馆中，你们又认识了江湖隐士“徐子易”，一位武林作家。在他的著作“武林通鉴”一书中记载着各种武林传奇，包括了江湖豪杰的英雄事迹，天下人的武功排名，兵器排名等等，种种武林事迹都收录在“武林通鉴”一书中。这次他会告诉你们许多有关“小虾米英雄”的传奇故事，只听的你们俩热血沸腾，恨不得也能如小虾米英雄般的作为。他说别急，只要努力就有机会，到时他一定会将你们俩的事迹写进书中。聊了一会后，谷月轩因有要事在身，所以先行离开，他约你申时在酒楼中碰面，再好好的畅谈一番。主角稍后也会离席到城中逛逛，熟悉熟悉游戏的环境及接口。在这期间，主角一些的遭遇及其作为将会决定主角的基本属性，例如赚钱的多寡将决定主角的生命值。四个时辰后，主角依约前往酒楼与谷月轩碰面。正当你们准备畅饮一番时，谷月轩突然觉得这酒似乎有异，要主角不要喝，但却已来不及。果然过没多久，主角就觉得有奇幻的画面在眼前产生，意识恍惚，呈现了中毒之状。谷月轩见状赶紧给主角服下一颗解毒丹，不过却不见任何成效，似乎主角中的毒不是一般之毒。于是谷月轩决定将主角带回逍遥谷中，求助于师父“无瑕子”。（此阶段的事件包含:1.与野拳门主进行猜拳小游戏。2.帮猎人赢回本钱，他会送你弓箭教你打猎，进入打猎小游戏。3.得钓?C欢心，他会送你钓具并教你钓鱼，进入钓鱼小游戏。4.矿工送你采矿工具，采到的矿可在打铁铺中进行打铁小游戏，学习制造武器。5.在赌场进行赌博小游戏。6.在古玩店中学习到古物鉴定的技巧。7.在森林中采草药，拿回药房卖。8.协助官府缉拿逃犯。） 原来此次事件是逍遥谷的同门之争所引发的，下毒那人名叫“玄冥子”，是无瑕子的师弟，因为不满师父当初将掌门之位传与无瑕子，愤而离开逍遥谷。从此之后，他的心态大变，行事乖戾，处处与无瑕子作对。此次原本是要害他的大弟子谷月轩，但没想到却阴错阳的误伤到主角。无瑕子在诊断过主角后大感惊讶，看来师弟用毒的技巧又提高了许多。想当年他专心学医，师弟却对用毒极有兴趣，此次故意让谷月轩顺利带主角回来逍遥谷医治，没有从中为难，想来是要考验他的医术来着。无瑕子思考许久后，开始下针医治主角，只是这个毒非常难解，必须花上三个月的时间医治。 在这三个月医治的过程中（游戏变成回合制，每回合五天），无瑕子会用针灸替主角治疗，并时常以琴声化解主角体内的失调的气息，让主角的痛楚减低。而主角在医疗期间，也...
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...Game Theory Application on Pricing Strategies Used by the Retail Supermarket Industry Everyday low pricing (EDLP) and High-Low Pricing are the most popular pricing strategies used by companies in the retail supermarket industry. In this part of the project, the two pricing strategies are analyzed using a game-theoretic framework and compared to the observed behavior of supermarket within the industry. First, the definitions of both strategies are provided to better understand the analysis. Everyday low pricing (EDLP) is a pricing strategy that provides consumers with low prices without the need of using of coupons or waiting for sales price events. This strategy was started by Wal-Mart and Procter & Gamble and it is believed that EDLP saves retailers the time and expense of applying short-term promotional pricing, as well as, the cost of distributing and processing of coupons. Companies who often adopted this strategy also believed that it creates shopper loyalty. (Barron's Educational Series, Inc., 2000) The basic premises that suppliers are basing on when using EDLP are the following: * Steady, competitive prices will lead to even demand for products. * Inventory and other logistical costs will drop due to effective management of product flows. * There will be reduction of promotional costs and other forms of trade. * The costs of saving due to consistent demand and better management of inventory will result to lower final price of the products. (Hurwich...
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...Elite Feet Manager’s Report June 25, 2013 Introduction This manager’s report provides a financial performance review of the business operations for athletic footwear industry’s Elite Feet for production Years 11 through 18. Included in the report are trends in company’s annual total revenues, earnings per share (EPS), return on equity (ROE), credit rating, stock price and image rating. Additionally reported are the strategic vision for the company, performance targets for the aforementioned production years plus the next two years, the company’s competitive strategy as well as production strategy, finance strategy and dividend policy. Also discussed is a look at the company’s closest competitors and the actions that could be taken to out-compete these companies. In conclusion, stated are the “lessons learned” about crafting a winning strategy for a company to be financially and competitively successful in a hear-to-head battle against shrewdly-managed rival companies. According to the information provided by the Player’s Guide, operations and production information provided on the end of Year 10 shows Elite Feet “currently produces footwear at 2 plants – a 2 million–pair plant in North America and a newer 4 million-pair plant in Asia. Both plants can be operated at overtime to boost annual capacity by 20%, thus giving the company a current annual capacity of 7,200,000 pairs. Sales volume in Year 10 equaled 5.2 million pairs. At management’s direction, the company’s...
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...Financial Analysis AMBITIOUS Robert Blaauw 0801654 Denise Doolhof 0785802 Remco Taal 0801584 Class CEV3 Strategic Business game Commissioned by Mr Wijnia Study Commercial Economics Institute for commercial management Rotterdam University Rotterdam, April 1st 2010 EARNINGS PER SHARE At the beginning of the game in year 10 Ambitious had earnings per share (EPS) of $ 2.50. In year 11 the EPS drastically dropped to $ 0.72. This was because the net profit that year was only $ 7,202. Since 10.000 shares were emitted, the price per share was $ 0.72. It appeared that supply was higher than demand. This was reflected in our price against that of our competitors. Ambitious was left with unsold stock and that was not good for the net profit. In year 12, the share subsequently rose to $ 3.94. Compared with the previous year, the net profit rose from $ 7,202 to $ 39,400. This was partly because Ambitious had limited stocks over year 11 and consequently sold more shoes. In year 13, for the first time, the company started selling in the private label market and shares increased to $ 4.65. Also on the Wholesale and Internet market everything sold and Ambition even sold a part of their old stock. The EPS could have been higher, but the company invested a small part in additional capacity. In year 14 the growth of earnings per share rose to $ 5.40. In this year Ambitious has celebrity appeal for the first time and has invested in a new plant in Latin-America...
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...cost on a yearly basis while still receiving poor quality. No matter how much he would pay for a pair of shoes, he felt he would still receive the same end result, which was worn soles and busted out linings. Bridgewater emerged into the shoe industry after he overcame his childhood and early adult years living in poverty. Growing up he competed in both track and soccer. He then continued his career after receiving a college scholarship to participate in both sports. With the amount of foot usage involved in his competition, it began to inspire him to produce his shoe to be both affordable while maintaining the reliable quality he knew every athlete desired. After his own experiences and extensive research, Anthony developed a pricing strategy that relates to the life span of the average athletic shoe and incorporated this low price that would keep customers coming back before every season. With our purchase frequency rate and ability to retain our customers, we offer an ideal shoe for the athletic performer looking for the same benefits and reasonable cost that...
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...company employing a global strategy in branded footwear or a strategy that varies significantly from geographic region to geographic region? If the latter, what are the specific strategy differences from region to region? Our company, is employing a global strategy. We have a lower S/Q than our competitors at the current moment, which actually negatively affects our sales. We forecast each year in an attempt to dominate the footwear market in each geographic region. Our products are distributed among all the regions and doesn’t just rely on one or two specific regions. 2. Is your company employing a global strategy in private-label footwear or a strategy that varies significantly from geographic region to geographic region? If the latter, what are the specific strategy differences from region to region? Our company, is employing a global strategy in private-label footwear. We have a global market that accept bids from all four geographic areas, North America, Latin America, Asia Pacific, and Europe-Africa. We view this is a great opportunity to make profit and attempts to maximize our profit as much as possible. The private-label sector only requires the minimum SQ ratings, and therefore the production costs are less, as they do not typically require a high percentage of superior material, in comparison to the branded footwear sector. 3. To what extent, if any, have you and your co-managers adapted your company's strategy to take shifting exchange...
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...Strength Apple is a very successful company. Sales of its iPod music player had increased its second quarter profits to $320 (June 2005). The favorable brand perception had also increased sales of Macintosh computers. So iPod gives the company access to a whole new series of segments that buy into other parts of the Apple brand. Sales of its notebooks products is also very strong, and represents a huge contribution to income for Apple. Apple designs, manufactures, and markets personal computers (PCs), mobile communication devices, and portable digital music and video players. The company also offers a variety of related software, services, peripherals and networking solutions. The company also provides online distribution of third-party music, audio books, music videos, short films and television shows. The company has a strong brand image, which enables it to command a premium price for its products and gives it an edge over regional as well as global competitors. However, intense competition threatens to erode the company’s revenues and profitability in long term. 1). Strong brand image 2). Robust financial 3). Focused R&D Weaknesses Product recalls The company’s products and services experience quality problems from time to time. Apple sells highly complex hardware and software products and services that can contain defects in design and manufacture. Defects may also occur in components and products that the company purchases from third parties...
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...Executive Summary for HBS Global Supply Chain Management Simulation Introduction – The game has supply chain managers of a mobile manufacturing company plan the rollout of two mobile phone models, i.e.: basic ad high end each year. Managers have to take a decision on the product designs consisting of 1-4 options, arrive at expected monthly demand and plan a sourcing policy. This performance is evaluated by board members on parameters of service levels, sourcing policy, production flexibility, forecasting accuracy, supplier order level changes & design selection affecting demand uncertainty. This also forms the basis of their votes. Analysis of board member requirements gives us the win game strategy as always keeping a safety stock on the basis of standard deviation, implementing a flexible sourcing policy using a supplier with large lead time and a supplier with small lead time, selecting a design that boosts product volumes & profitability while ensuring low demand variability. Analysis – The game is divided into four playoffs. Each playoff is independent in terms of previous year’s performance and demand realization. Key issues to achieving objective are: 1. Unavailability of historical demand trends 2. Conflicting view of forecasters 3. Long lead times for cost effective oversea supplier and high costs for domestic suppliers 4. Effects of design options on demand uncertainty Issues were mitigated through optimum selection of Product design: Product...
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