...5.2.2 Business Simulation Game (Individual Report) The Business Simulation Game (Developing Winning Competitive Strategies) is an online, PC-based exercise where you run (in groups) an already established company in head-to-head competition against companies run by other groups from your class. Company operations are made as realistic as possible and the functioning of the marketplace in this Business Strategy Game closely mirrors the competitive functioning of the real-world business arena, thus allowing you and your co-managers to proceed rationally and logically in making strategic based decisions. As strategic managers you will need to satisfy your board members and shareholders/investors on five set performance objectives for the company. These will be explained in full detail in the Participant's Guide which you can download once you register for the game. While the objective of the game itself is to end up leading the competition, through these performance objectives, your assessment mark will be based on an individual report. This simulation game will commence from the tenth week (eleventh for cohort 2) of term. There will be: two practice sessions in the first two weeks where the simulation game will be presented in full detail; followed by five full decision making sessions over the next five weeks. At the end of the Business Simulation Game you will be required to prepare an Individual Reflective Strategic Report. This report will be borne out of your strategic...
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...Marketing Simulation Performance (50 points) There will be six required decision periods. Unfortunately with our class size, no extensions can be given to the due date of each simulation decision period. You will have a full week in between decision periods to complete your work. |Simulation Decision Due Dates* | |Quarter 1 |Quarter 2 |Quarter 3 |Quarter 4 |Quarter 5 |Quarter 6 | |Mon, Oct 26th, 11:45pm|Mon, Nov 2nd, 11:45pm |Mon, Nov 9th, 11:45pm |Mon, Nov 16th, 11:45pm|Mon, Nov 23rd, 11:45pm|Mon, Nov 30th, 11:45pm| *Each late decision will automatically result in a 5 point deduction from your total; this will turn into a 10-point deduction if that quarter’s decisions are more than a week late Your simulation performance will be graded based on your actual performance with respect to your cumulative balanced scorecard total (CBS) and your final quarter (Q6) total. I will add your CBS to your Q6 scores to determine your points. I will use the following scale – if you achieve this level of CBS+Q6 points, you will receive at least the following points: CBS+Q6 > 175 50/50 points CBS+Q6 > 163 48/50 points CBS+Q6 > 151 46/50 points CBS+Q6 > 139 44/50 points CBS+Q6 > 127 42/50 points CBS+Q6 > 115 40/50 points CBS+Q6 > 103 38/50 points CBS+Q6 > 91 36/50 points CBS+Q6 > 80...
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... |Review the assignment options described below. These options are found in the University of | |10 | |ERM Paper |Phoenix Material: ERM Paper located on the student website. | | | | | | | | | |Option 1: Write a paper of no more than 1,750 words in which you identify potential tort | | | | |risks that arose in the Business Regulation simulation. Identify a tort violation from the | | | | |simulation. Then use the 7-step process as defined in the Harb article to apply the risk | | | | |management process to mitigate the business risk associated with that violation. | | | | | | | | | |Option 2: Write a paper of no more than 1,750 words in which you identify potential tort | | | | |risks that arose in the Product Liability video. Identify...
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...MKTG303 Marketing Strategy Analysis and Decisions Assessment Guide Session 1, 2015 Department of Marketing and Management ASSESSMENT OVERVIEW Assessment 1 (A1) Case Study: Individual Assessment (30%) The case facilitates the discussion of marketing problems in real situations. Each student is to individually conduct a case study analysis during the semester. You should read these cases carefully and come to class prepared to provide constructive input as the class works together to address the issues of the case. 1. Practice Cases (Not assessable but required for class discussion) There will be two practice case studies to be prepared before the relevant class and discussed during class. Participation in these cases is important and will greatly assist you in understanding how to prepare the three assessable cases. Practice Case 1: Discussion Week 2- Seminar 4 - Dr Pepper Snapple Group, Inc: Energy Beverages– Kerin & Peterson page 105. Case Questions: 1. How would you characterise the energy beverage category, competitors, consumers, channels, and DPSG’s category participation in late 2007? 2. Does your characterisation bode well for a new energy beverage brand introduction generally and for Dr Pepper Snapple Group, in particular? 3. What target consumer market should be chosen for a new energy beverage brand? 4. What product should be introduced and how should it be positioned/differentiated? 5. Through which channel(s) should a new energy beverage brand...
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...Course Syllabus RES/341 RESEARCH AND EVALUATION I Welcome to RES/341, let’s do everything we can to ensure that the next six weeks will be an enlightening and enjoyable learning experience for all of us. Please print a copy of this syllabus for handy reference. Whenever there is a question about what assignments are due, this syllabus is considered the ruling document. Classroom Management Policies Breaks in the On Campus classes will be when deemed necessary. Please leave the classroom clean. Phones: Turn them off or keep them in silent mode. ***DO NOT answer the phone in the classroom. Laptop/notebook computers: If I determine the use of a laptop during class time is disruptive behavior that hinders or interferes with the educational process, you will be required to turn it off. Technical Support Technical Support is available 24 hours a day, 365 days a year. Call 1-877-832-4867, or use the e-mail support form. For answers to the most common issues, go to “Knowledge Base” by clicking Help, found at the top of every student Web site. Course Description See eCampus. Course Topics & Objectives See eCampus. Course Materials See eCampus. Participation In an intensive, collaborative learning environment such as that of University of Phoenix, class attendance is perhaps the most obvious and objective starting point as a measure for participation. If you are not in attendance, you miss out on many opportunities for learning. Consequently, if you...
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...Inbox My Profile What's New Help Logout Welcome Kimberly Raetano (IRN:9038043721) Home Classroom Library Program Account PhoenixConnect MMPBL/590 Materials Discussion Assignments Grades MMPBL/590 STRATEGIES FOR COMPETITIVE ADVANTAGE Start Date: 01/17/2012 Print COURSE DESCRIPTION This course focuses on creating the value proposition as a driver of sustainable competitive advantage. Topics include translating key emerging trends into business opportunities; strategic challenges of global expansion; opportunities and constraints posed by regulatory change; competitor intelligence; scenario planning/planning for multiple futures; maximizing core business value; differentiating the value proposition; distribution channel development and integration; tailoring the value chain; building successful strategic alliances; and off-shoring models and approaches. Week 1 - Topic 1: Mission, Vision, and Values Objectives Distinguish between strategy and tactics. Explain the essential components of the strategic management process. Analyze the relationship among leadership, culture, stakeholder interests, and strategic outcomes. Create vision, mission, and values statements. Materials MIND MAP Mind Map Concept Outline EBOOK EBOOK COLLECTION: Chapter 1 - Pearce & Robinson. (2005). Strategic management (9th ed.). New York: McGraw-Hill. EBOOK COLLECTION:...
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...Working Capital Simulation: Managing Growth FIN/571 June 15, 2015 Professor William Mellett Taking this Corporate Finance course has helped me gain the knowledge to view this simulation and provide a summary of why I made the decisions I did. If this was real-life and I was the CEO of Sunflower Nutraceuticals (SNC) I would need to be able to perform this analysis of the company. The analysis of the simulation and the decisions made will to increase SNC’s working capital and maximize SNC’s growth. According to Investopedia (2015), working capital ensures a company, like SNC, has sufficient cash flow in order to meet its short-term obligations and operating expenses. This paper will describe the decisions made in each phase in regards to SNC’s working capital and show the final results. Sunflower Nutraceuticals Background Sunflower Nutraceuticals (SNC) was founded in 2006 and is a privately owned nutraceuticals distributor of dietary supplements, herbs for women, minerals, and vitamins for all age groups. SNC customers include retail (mainly women), distributors and retailers. In 2006, SNC extended their business into retail outlets and introduced several of their own private-label brands, including a women’s sports drinks, metabolism-boosting powers, and vitamin’s for teenage girls. SNC has the potential to grow into a leading distributor but they are breaking even, have flat annual sales growth, have struggled to meet payroll obligations, and have exceeded their...
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...3 Tasks http://www.homeworkminutes.com/question/view/41072/WGU-Supply-Chain-The-Entire-Course Task 1 Supply Chain Management Simulation Analysis (B): Utilizing pro-forma balance sheets revealed that I was too conservative in my initial approach. My market share was 98% in the traveler series but dismal in the workhorse line. My decision to invest $400,000 into a certificate of deposit was a critical error. I should have opened an office in Europe sooner to maintain market share. Pro-forma financial statements are critical to determine the outcome of previous decisions. After my third quarter my error was to not completely analyze my financial statements. Earlier, in the second quarter, I had went from a negative $394,000 to a positive $493,749. This gave me confidence in my traveler line and since I was only at 4% market share with the workhorse line – I dropped the line completely. I made the decision after reviewing analysis of my profit and loss statements. I viewed this as a low profit item that was taking away from our cash assets that could be best used to catapult our traveler line My initial goal was to gain market share and defend it. I gained market share but did not keep it. My conservative approach early in the simulation did not allow me time to defend my 98% market share. I analyzed competitors and they were gaining ground against me. Competitive Posture ...
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...Principles of Marketing Simulation NewShoes Willbann T. Terpening, Gonzaga University James G. Helgeson, Gonzaga University Michael L. Ursic, Gonzaga University Charlottesville, Virginia, USA COPYRIGHT NOTICE This manual and the simulation described in it are copyrighted with all rights reserved by Interpretive Software, Inc. Under the copyright laws, neither this manual nor the simulation may be copied, in whole or in part, without written consent of the authors, except in the normal use of the simulation for educational purposes, and then only by those with a valid license for use. The same proprietary and copyright notices must be affixed to any permitted copies as were affixed to the original. This exception does not allow copies to be made for others, whether or not sold. Under the law, copying includes translating into another language or format. Purchasing the simulation experience gives the owner the right to participate in a unique learning event. Each student or participant must purchase the simulation to take part in the event or the institution sponsoring the event must purchase for the entire group participating in the event. Limited Warranty on Media and Manuals In no event, will Interpretive Software, Inc. be liable for direct, indirect, special, incidental, or consequential damages resulting from any defect in the software or its documentation, even if advised of the possibility of such damages. In particular, the authors shall have no liability for...
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...changes, such as adding indexes or materialized views. •Refreshing optimizer statistics. •Creating or changing SQL profiles. Unlike Database Replay, the SQL Performance Analyzer does not try and replicate the workload on the system. It just plugs through each statement gathering performance statistics. The SQL Performance Analyzer can be run manually using the DBMS_SQLPA package or using Enterprise Manager. This article gives an overview of both methods. •Setting Up the Test •Creating SQL Tuning Sets using the DBMS_SQLTUNE Package •Running the SQL Performance Analyzer using the DBMS_SQLPA Package •Creating SQL Tuning Sets using Enterprise Manager •Running the SQL Performance Analyzer using Enterprise Manager •Optimizer Upgrade Simulation •Parameter Change •Transferring SQL Tuning Sets Setting Up the Test The SQL performance analyzer requires SQL tuning sets, and SQL tuning sets are pointless unless they contain SQL, so the first task should be to issue some SQL statements. We are only trying to demonstrate the technology, so the example can be really simple. The following code creates a test user called SPA_TEST_USER. CONN / AS SYSDBA CREATE USER spa_test_user IDENTIFIED BY spa_test_user QUOTA...
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...PRINCIPLES AND APPLICATIONS OF OPERATIONS RESEARCH * Jayant Rajgopal Department of Industrial Engineering, University of Pittsburgh, Pittsburgh, Pennsylvania ABSTRACT This chapter will provide an overview of Operations Research (O.R.) from the perspective of an industrial engineer. The focus of the chapter is on the basic philosophy behind O.R. and the so-called “O.R. approach” to solving design and operational problems that industrial engineers commonly encounter. In its most basic form, O.R. may be viewed as a scientific approach to solving problems; it abstracts the essential elements of the problem into a model, which is then analyzed to yield an optimal solution for implementation. The mathematical details and the specific techniques used to build and analyze these models can be quite sophisticated and are addressed elsewhere in this handbook; the emphasis of this chapter is on the approach. A brief review of the historical origins of O.R. is followed by a detailed description of its methodology. The chapter concludes with some examples of successful real-world applications of O.R. * Maynard's Industrial Engineering Handbook, 5th Edition, pp. 11.27-11.44. 1.1 INTRODUCTION Although it is a distinct discipline in its own right, Operations Research (O.R.) has also become an integral part of the Industrial Engineering (I.E.) profession. This is hardly a matter of surprise when one considers that they both share many of the same objectives, techniques and application areas...
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...BUSINESS SIMULATIONS E X A M I N AT I O N USA & Canada 877.477.8787 Outside USA & Canada +1.312.477.7200 WWW.CAPSIM.COM Welcome to Comp-XM Your Registration Number If your instructor or school did not give you a Registration Number, you will need to register online using a credit card or checking account. Welcome to Comp-XM® an integrated evaluation tool that will allow , you to demonstrate your business skills. Comp-XM has two sections: 1. A business simulation similar to the one you just completed and 2. A series of quizzes, called Board Queries, that ask questions related to your simulation environment. The Simulation Round 1 Board Queries Board Queries are web-based quizzes that relate directly to the results of your simulation. As CEO, you will report to the Board of Directors. The Board FRXOG DVN XS WR ÀYH VHWV RI TXHVWLRQV %RDUG 4XHULHV that are based on the results of your previous rounds. )RU H[DPSOH WKH ERDUG PLJKW UHTXLUH \RX WR FRQGXFW a break-even analysis on an increase in production automation or calculate the effect additional ERUURZLQJ ZLOO KDYH RQ \RXU ÀQDQFLDO UDWLRV 7KH questions use standard true-false, multiple choice and essay formats. All the information needed to answer the queries appears within the pages of The Comp-XM Inquirer, an industry newsletter similar to The Capstone® &RXULHU RU 7KH )RXQGDWLRQ® )DVW7UDFN ,Q &RPS;0 you work as an individual, which means all success will be attributed to your efforts. This is your chance...
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...Unit Name: Management of Change Unit Code: ND 301 Time Allowed/Due Date: 13th of Dec 2013 ------------------------------------------------- Assessment Type: Essay ------------------------------------------------- Value of Assessment: 10% of Final Grade ASSESSMENT CONDITIONS: N/A SPECIAL REQUIREMENTS: N/A DECLARATION 1. I am aware that penalties exist for cheating, plagiarism (copying) and unauthorised collusion with other students, or external consultants. 2. I am aware of the requirements covering style and layout standards as designated by my teacher/tutor. 3. For assessments other than those conducted in-class, I have retained a copy. I understand that uncollected assessments will be destroyed. Questions | Possible Marks | Actual Marks | | | | 1 | 10% | | Student’s signature: _________________________________ Date: Introduction of LG LG electronics which is called GoldStar at that time was founded by KOO IN-HWOI who was founder of LG corporation in 1st Oct 1958 at KOREA. At that time, radios were attracting interests as embodiments of civilization, bringing news of the world to their listeners. Mr. Koo thought, ‘we could make a radio by ourselves likes TOSHIBA, NATIONAL.’ So, he founded GoldStar. And finally, at 15th Nov 1959 they made the first Korean radio which is including more than 60% of domestic components. It was beginning of both LG electronics history and...
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...Supply Chain Network Analysis and Design: Location Analysis PROC 5820 7 May 2014 Summary The principal thesis of this paper is to discuss location analysis and its role in supply chain network analysis and design. The emphasis of site location is of strategic importance to all organizations seeking to maximize profits and minimize costs. The logistics/supply chain network design has six major planning steps in the process of designing a comprehensive logistics/supply chain network: The first step is to define the logistics/supply chain design process. The second step is to perform a logistics/supply chain audit. The third step is to examine the logistics/supply chain network alternatives. The fourth step is to conduct a facility location analysis, followed by the fifth step, which is to make decisions regarding network and facility location. The sixth and final step is to develop an implementation plan. Location analysis is also discussed in terms of the advantages and disadvantages of globalization and major location site factors. The discussion then describes the methods for evaluating major location site factors and making location decisions based on the evaluation. The paper concludes with discussing different modeling approaches and the need for comprehensive planning. (Reid and Sanders, 2010) (Coyle, J., Langley, C., Novak, R., Gibson, B. 2013) Introduction As stated by Jeff Karrenbauer...
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...This article was downloaded by: [Management and Science University] On: 15 August 2014, At: 14:09 Publisher: Routledge Informa Ltd Registered in England and Wales Registered Number: 1072954 Registered office: Mortimer House, 37-41 Mortimer Street, London W1T 3JH, UK Interactive Learning Environments Publication details, including instructions for authors and subscription information: http://www.tandfonline.com/loi/nile20 Interactive learning environments and games Joe Psotka a a Co-Editor Published online: 12 Jul 2012. To cite this article: Joe Psotka (2012) Interactive learning environments and games, Interactive Learning Environments, 20:4, 309-310, DOI: 10.1080/10494820.2012.689685 To link to this article: http://dx.doi.org/10.1080/10494820.2012.689685 PLEASE SCROLL DOWN FOR ARTICLE Taylor & Francis makes every effort to ensure the accuracy of all the information (the “Content”) contained in the publications on our platform. However, Taylor & Francis, our agents, and our licensors make no representations or warranties whatsoever as to the accuracy, completeness, or suitability for any purpose of the Content. Any opinions and views expressed in this publication are the opinions and views of the authors, and are not the views of or endorsed by Taylor & Francis. The accuracy of the Content should not be relied upon and should be independently verified with primary sources of information. Taylor and Francis shall not be liable for any losses, actions, claims,...
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