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Capsim Chester Team



Published in Business
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  • Hi Jennifer,

    Would you be able to share your capstone experiences? any strategic advice?
    Thank you.
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  • Introduce ourselves
  • Today our presentation will briefly go over the simulation, what our business strategy was, give you an overview about our products, talk about how we did based on finances, what some of our trials and tribulations were, and conclude with what we learned.-Each team will have 20 minutes to present with Q&A after- PPT (15 - 20 slides)- Design: professional slides (send eric slides to look at prior), simple backgrounds, minimal animation, bullet-points- Content: 3 sections
  • So we were all given the task to manage a sensor company. We were in charge of four business functions: R&D, marketing, production, and finance. Selling our products required us to make decisions in all four functions. There were 5 segmented markets: low end which sells on price, traditional which sells on ?, high end, etc, etc. In the beginning we had 3 rounds of practice and that’s where most of our current strategy for the simulation comes in. We learned that is important to oversee all functions together because they all need to work together to make a successful product. We learned that we had to be aggressive with our decisions. We also learned that external influences both from the customer’s demands and the competitors impacted how we made our decisions. It was better to be proactive to these environments than reactive.
  • Talk about the products and the strategy behind all of the products. What we tried to do when making those decisions. And then talk about how we accomplished our firm’s strategy by comparing the industry average’s market share for each product to our market share and how we were better for High, Performance, and Size.
  • So this is how we did. We did really well.
  • Talk about some of the improves we made. Go through the graph and highlight our changing stock prices.
  • Talk about some of the things that hurt our performance: high inventory left over (bad forecasting), how we didn’t budget for promotions/sales, what our r&d costs were like.
  • So after all of the simulations, capsim taught us these things. We learned that communication between our team members was crucial to making the right decision. It really helped when we all met and made joint decisions on how to proceed in each round rather than doing things individually. We also learned that coordination between various business units was important for our business to function. Marketing, R&D, finances, and production all worked together and all of the decisions made in one function impacted another function. Because of the exposure to all of these units, we also learned the different perspectives of these subjects. We’re all marketing majors but we learned about more about disciplines like supply chain and accounting. We learned about how a company needs to be aware of both external and internal influences. Our decisions were impacted by the consumer and changes from competitors, and we wanted to make the best decisions to benefit our shareholders. And lastly, we learned to think strategically. We had to be able to forecast product decisions and learned about long-term planning.


  • 1. CHESTER,
    Sensor Company
    Cameron Fuller, Christina Kurow, Carmen Leung, Jennifer Noinaj, Miranda Rodriguez, Adam Swiatek, Jonathan Wong
    BA420 | April 26, 2010
  • 2. Agenda
    1. Simulation Overview
    2. Business Strategy
    3. Product Information
    4. Financial Performance
    5. Trials and Tribulations
    6. Conclusions
  • 3. Introduction
    Sensor company: Research & Development, Marketing, Production and Finance
    Segmented markets: Low End, Traditional, High End, Performance and Size
    3 practice rounds
    Business functions intertwine with one another closely
    Aggressive strategy
    Consumer demand & competition: proactive vs reactive
  • 4. Business Strategy
    Our Positioning
    Technology leader
    Tech savvy consumers: innovative & first-movers
    Targeted Segmentation
    High technology niche differentiator
    High End
    Premium pricing
    Technologically superior products
    Minimizing size, maximizing performance
  • 5. Product Perceptual Map
    Low End
    High End
  • 6. Products
    Cake (traditional)
    Less emphasis
    Cedar (low)
    No big changes
    Cid (traditional)
    Phased out high end
    Coat (performance)
    Max perf criteria
    Cure (size)
    Max size criteria
    Cat (high)
    Newly introduced
  • 7. Performance Snapshot
  • 8. Stock Price
  • 9. Financial Impact
  • 10. Successful Decisions
    R&D decisions within the customer’s ideal criteria range
    Constant comparisons to competitors
    Added Cat into high end
    Portfolio diversification
    Investment in automation
  • 11. Unsuccessful Decisions
    Skimping out on advertising
    Wrong sales team adjustments
    Emergency loans
    Inconsistent investment in capacity
    Forecasting was poor – leftover inventory
    Product going outside perceptual map
    Trial & error
  • 12. Lessons Learned
    Communication within the team for decisions
    Coordination between the various business units
    Different perspectives on multiple disciplines
    Awareness of both the competitors and the stakeholders
    Strategic thinking
  • 13. Questions?