Globus Report
Globus Simulation Game Report – Shahab Niaz (Company D)
Introduction
The energies of this report shall be directed towards the documentation, explanation and analysis of our group strategy in playing the Globus Business Strategy Game, and also the outcomes of our decisions. In doing so, aspects that I will attempt to analyse and explain our decisions relate to production design, marketing, assembly (for both entry-level and multi-featured cameras), compensation and labour, discount bids, corporate citizenship, finance and cash flow.
A breakdown of our overall long-term strategy as well as the year-by-year decisions and review will follow in order to assess how well we met investor expectations as well as attempting to beat competition from rivals in being the most profitable company in the industry. In making an assessment of our strengths and weakness as a company and our overall success in achieving our goals and aims it must firstly be delineated as to what constitutes success in the simulation game. The five criterions on which each company playing the game were assessed consisted of earnings per share, credit rating, stock price, return on equity, and image rating. Our Company known as “Company D” competed with twelve other companies from our class.
Our Business Strategy and Company Ethos
Any successful company needs to be fully geared towards satisfying customer needs and building their reputation as a customer-centric focused company in order to be an industry leader. In addition to this, taking into consideration the current fiscal business climate of recession and global economic downturn, we made a contentious decision right from the outset to become a low-cost supplier and indeed a “no-frills” leader in the market. By making cuts on what we mutually deemed as non-essential features and services, we could offer the lowest prices on our units. Any good marketing strategy is all about improving your chances of making sales and we wanted to
Introduction
The energies of this report shall be directed towards the documentation, explanation and analysis of our group strategy in playing the Globus Business Strategy Game, and also the outcomes of our decisions. In doing so, aspects that I will attempt to analyse and explain our decisions relate to production design, marketing, assembly (for both entry-level and multi-featured cameras), compensation and labour, discount bids, corporate citizenship, finance and cash flow.
A breakdown of our overall long-term strategy as well as the year-by-year decisions and review will follow in order to assess how well we met investor expectations as well as attempting to beat competition from rivals in being the most profitable company in the industry. In making an assessment of our strengths and weakness as a company and our overall success in achieving our goals and aims it must firstly be delineated as to what constitutes success in the simulation game. The five criterions on which each company playing the game were assessed consisted of earnings per share, credit rating, stock price, return on equity, and image rating. Our Company known as “Company D” competed with twelve other companies from our class.
Our Business Strategy and Company Ethos
Any successful company needs to be fully geared towards satisfying customer needs and building their reputation as a customer-centric focused company in order to be an industry leader. In addition to this, taking into consideration the current fiscal business climate of recession and global economic downturn, we made a contentious decision right from the outset to become a low-cost supplier and indeed a “no-frills” leader in the market. By making cuts on what we mutually deemed as non-essential features and services, we could offer the lowest prices on our units. Any good marketing strategy is all about improving your chances of making sales and we wanted to
References: 1. Fundamentals of Strategy – Gerry Johnson (Ft Prenticehall; 2nd Student Manual/Study Guide edition, November 28, 2011) 2 5. "Company image and corporate social responsibility: reflecting with SMEs ' managers" - Elena Fraj-Andrés, M. Eugenia López-Pérez, Iguácel Melero-Polo, Rosario Vázquez-Carrasco in Marketing Intelligence & Planning, Vol. 30 Issue: 2 (2012) 6