Business simulation game a new path to management education (v 1.2)

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Business simulation game a new path to management education (v 1.2)

  1. 1. Business SimulationA New Path to Management EducationThis documents carries a brief about the what of Business Simulation games are, it use in managementeducation and offering from Campus LeversPrepared ByGanesh S© 2011 Campus Levers. All Rights Reserved. No portion of this material may be reproduced withoutprior written approval of Campus Levers.
  2. 2. Table of Contents1. BUSINESS SIMULATIONS – AN OVERVIEW .......................................................................................... 3 1.1 What is a Business Simulation Game? ............................................................................................. 3 1.2 What makes a successful business? ................................................................................................. 3 1.3 What skills are involved in a Business simulation Game? ............................................................. 3 1.4 Why You Should Use IT? ................................................................................................................... 4 1.5 What levels of knowledge and experience can a business strategy game cover? ........................ 4 1.6 Is the training transferable to the workplace? ................................................................................ 52. CAMPUS LEVERS AND BUSINESS SIMULATION GAMES...................................................................... 5 2.1 What we offer?................................................................................................................................... 5 2.2 BEAT THE MARKET (Business Basics) ............................................................................................ 6 2.2.1 What makes it Uniques .............................................................................................................. 6 2.2.2 What do you Learn ..................................................................................................................... 6 2.3 Ceteris Paribus (Micro Economics) ................................................................................................. 7 2.3.1 What do you Learn ..................................................................................................................... 7 2.4 Macro Economica (Macro Economics) ............................................................................................ 7 2.4.1 What do you Learn ..................................................................................................................... 7 2.5 Money Manager (Bank Management) ............................................................................................. 7 2.5.1 What do you Learn ..................................................................................................................... 8 2.6 Bid 2 Win (Cash Flow Management) ............................................................................................... 8 2.6.1 What do you Learn ..................................................................................................................... 8 2.7 Crude Sensibilities (Derivatives) ..................................................................................................... 8 2.7.1 What do you Learn ..................................................................................................................... 8 2.8 Vishwakarma (Operations Management) ....................................................................................... 9 2.8.1 What do you Learn....................................................................................................................... 9 2.9 Customer is King (Marketing) .......................................................................................................... 9 2.9.1 What do you Learn....................................................................................................................... 9 2.10 EXPERIENCE CHANGE (Change & Crisis Management) .............................................................. 9 2.10.1 What makes it Uniques ............................................................................................................ 9 2.10.2 What do you Learn .................................................................................................................... 9© 2011 Campus Levers. All Rights Reserved. No portion of this material may be reproduced withoutprior written approval of Campus Levers.
  3. 3. 2.11 MASTER YOUR INDUSTRY (Industy Aligned games) ................................................................. 10 2.11.1 What makes it Uniques .......................................................................................................... 10 2.11.2 Why You Should Use IT ......................................................................................................... 10 2.11.3 Master your Industry Games: Industries ............................................................................. 11 2.12 LEAD BY EXAMPLE (Leadership & Conflict Resolution) ........................................................... 11 2.12.1 What makes it Uniques .......................................................................................................... 12 2.12.2 Why You Should Use IT ......................................................................................................... 12 2.13 USER COMMUNITY ....................................................................................................................... 12 2.13.1 Corporate Users ..................................................................................................................... 12 2.13.2 Academic Users ...................................................................................................................... 13© 2011 Campus Levers. All Rights Reserved. No portion of this material may be reproduced withoutprior written approval of Campus Levers.
  4. 4. 1. BUSINESS SIMULATIONS – AN OVERVIEW1.1 WHAT IS A BUSINESS SIMULATION GAME?A business game is an interactive structured training activity with specially created conditions,which aim to reproduce those of a working situation in a successful business.Management simulations are an extension of the case based learning methodology. In a casestudy, participants are expected to put themselves in the shoes of a protagonist, analyze thesituation from his/her viewpoint and then make decisions in response to a business problemfaced by the protagonist. This business problem usually pertains to the learning objective of thecase discussion.The training is challenging and enjoyable; developing skills to improve individual and teamperformance in the workplace.1.2 WHAT MAKES A SUCCESSFUL BUSINESS?Before looking further into what makes a business game we need to consider what makes asuccessful business?In simple terms, it is an effective combination of people, resources and processes to produce aproduct which customers will value and buy.Like a business, games should involve people, resources and processes. The aim is to giveparticipants an experience comparable to one in „real-life‟.In a management simulation, every participant is a protagonist faced with a business situationwhich he/she has to assess and make decisions pertaining to a business problem. However, asimulation makes the business environment come alive by showing participants the outcomes oftheir decisions and thus provides a forum for discussion based on decisions and outcomes, ratherthan just decisions.A business has also to remain competitive, so business games are usually competitive incharacter with compressed time periods, allowing the result of decisions and policies to be seen.1.3 WHAT SKILLS ARE INVOLVED IN A BUSINESS SIMULATION GAME?It would be wrong to suggest that one business management game can cover all the personal andmanagement skills involved, but different games target different skills. For example one activity© 2011 Campus Levers. All Rights Reserved. No portion of this material may be reproduced withoutprior written approval of Campus Levers.
  5. 5. might concentrate on communication, feedback, leadership and team skills whilst another willcover problem solving, decision making, managing resources and budgets.Participants learn more than theory by practical experience, they learn about themselves andothers. Team roles and skills are key components in a business management game therefore teambuilding development is enhanced and the practical value of group dynamics is demonstrated.It enables participants to hone their understanding of a management concept through repeatedapplication in a virtual environment, very similar to the way pilots are taught aircraft dynamicsand handling through simulator training.By experiencing rather than discussing a model, participants gain in knowledge, competence andconfidence. “I hear I forget, I see I remember, I do I understand.” – ConfuciusAs a result, management simulations are emerging as an effective experiential learning aid inmanagement courses among B-schools and corporates alike.1.4 WHY YOU SHOULD USE IT?EASY • The On-Line Platform manages the entire process for you! • The result of assigned games and exercises helps you in grading every student in your course whether you have 10 or 1000 students.EFFECTIVE • Active learning improves comprehension, makes business skills relevant with concrete applications, and enhances critical thinking skills.FUN • A simulation and gaming environment motivates students to learn and have fun at the same time, which improves student course ratings.1.5 WHAT LEVELS OF KNOWLEDGE AND EXPERIENCE CAN A BUSINESSSTRATEGY GAME COVER?There are different activities for all levels. With most games the trainer can make the game moreor less demanding by supplying different amount of information; reducing the number of inputvariables and decisions required; varying the time allowed or targeting specific issues.© 2011 Campus Levers. All Rights Reserved. No portion of this material may be reproduced withoutprior written approval of Campus Levers.
  6. 6. Business strategy games enable participants to practice management skills often developed inisolation from other elements of the system.1.6 IS THE TRAINING TRANSFERABLE TO THE WORKPLACE?An important part of any training activity is the debrief. Here the process and analysis of resultsalso gives participants good learning experience of organisation and group working skills. Allthat requires is the facilitation by trainers who are familiar with the processes involved. Effectivelinks can then be made between the learning and work applications appropriate to the group andthe individuals within it.We believe that training should be:  active;  challenging;  interesting;  enjoyable;  focused on key issues; and  memorable.These ingredients stimulate a high-level of motivation in participants in developing skills toimprove their individual and team performance. These, with continued support, are transferred tothe workplace.2. CAMPUS LEVERS AND BUSINESS SIMULATION GAMES“It is important to do what you don’t know how to do. It is important to see your skills askeeping you from learning what is deepest and most mysterious. If you know how to focus, un-focus. If your tendency is to make sense out of chaos, start chaos.” -Carlos CastenedaThe next level of mentoring the students is by making them work in a simulated environment andto assist them in experiencing and managing real time business scenarios, issues, crises etc.These give them the practical sense to understand industry environment and to apply theirlearning and analytical ability for managing real life business scenarios.Campus Levers brings some of the internationally renowned business simulation games to thestudent community in India, which are widely used by renowned universities and academicinstitutes, in order to let them experience a whole new world of business in their campuses.2.1 WHAT WE OFFER?© 2011 Campus Levers. All Rights Reserved. No portion of this material may be reproduced withoutprior written approval of Campus Levers.
  7. 7. Campus Levers brings in some of the interesting business simulation games that has an effectivecombination of people, resources and processes to produce a product or render a service whichcustomers will value and buy, with the aim to give participants an experience comparable to onein „real-life‟.Few of them include; 1. Beat The Market 2. Ceteris Paribus 3. Macro Economica 4. Money Manager 5. Bid 2 Win 6. Crude Sensibilities 7. Vishwakarma 8. Customer is King 9. Experience Change 10. Master your Industry 11. Lead by Example2.2 BEAT THE MARKET (BUSINESS BASICS)Is an interactive simulation where students learn to apply economic concepts while managing afirm in a dynamic market environment.2.2.1 WHAT MAKES IT UNIQUES • Models all four market structures • Ability to use for “assessment” • Flexibility to adjust learning levels by clicking on choices • Any number can play • Synchronous or asynchronous learning • Combines simulation experience with automatically graded exercises2.2.2 WHAT DO YOU LEARN  Gain a much clearer understanding of microeconomics concepts including the o market forces o equilibrium© 2011 Campus Levers. All Rights Reserved. No portion of this material may be reproduced withoutprior written approval of Campus Levers.
  8. 8. o demand o revenue generation o production o elasticities and o costs  Learn how to apply the tools of economic analysis to properly allocate resources and improve decision making to maximize profits.  Acquire a “working” microeconomic vocabulary.  Improve critical thinking skills as they try to solve problems and achieve objectives.2.3 CETERIS PARIBUS (MICRO ECONOMICS) “Managing your business in a monopolistic competitive scenario could be tough!”Participants apply economic concepts and business models to take critical investment decisionsand achieve the business objectives of the firm.2.3.1 WHAT DO YOU LEARN i. Market forms – perfect competition, monopoly, oligopoly, monopolistic; ii. Complimentary and substitute products; iii. Elasticity; iv. Marginal cost and marginal revenue; v. Cost curve2.4 MACRO ECONOMICA (MACRO ECONOMICS) “Dilemma for RBI and the Finance Minister - Growth, Inflation or Unemployment!”Participants apply macroeconomic concepts to decide on fiscal and monetary policy that take thecountry on the path of high growth, low inflation and low fiscal deficit.2.4.1 WHAT DO YOU LEARN i. IS – LM Curves; ii. AS – AD Curves; iii. Foreign Exchange Policy; iv. Fiscal Deficit; v. Trade Deficit.2.5 MONEY MANAGER (BANK MANAGEMENT)© 2011 Campus Levers. All Rights Reserved. No portion of this material may be reproduced withoutprior written approval of Campus Levers.
  9. 9. “Taking care of all those interest rates is not easy!”Participants apply banking concepts and business sense to take critical decisions that are requiredto run a profitable bank.2.5.1 WHAT DO YOU LEARN i. Pricing of loan products; ii. Know Your Customer norms; iii. Retail banking reach – branches, ATMs; iv. Investments; v. Capital Adequacy.2.6 BID 2 WIN (CASH FLOW MANAGEMENT) “To be able to pay all your suppliers on time is the key!”Participants apply cash-flow management concepts and business sense to make critical decisionsfor running a successful business.2.6.1 WHAT DO YOU LEARN i. Customer credit - cash sales, effect of credit period; ii. Vendor credit - cash payments, effect of credit period; iii. Discounts and cash cycles; iv. Inventory management; v. Credit line requirement from banks.2.7 CRUDE SENSIBILITIES (DERIVATIVES) “A trader makes a lot of money. See if you have it in you!”Participants are required to apply derivative concepts in a trading environment to achieve theobjectives of the firm – arbitrage profiting or volatility profiting.2.7.1 WHAT DO YOU LEARN i. Hedging; ii. Speculation; iii. Leverage; iv. Trading; v. Behavioral Finance© 2011 Campus Levers. All Rights Reserved. No portion of this material may be reproduced withoutprior written approval of Campus Levers.
  10. 10. 2.8 VISHWAKARMA (OPERATIONS MANAGEMENT) “Operations is easy. Let’s see!”Participants apply concepts of operations management to make decisions that ensure demand and supplyare matched across different geographies.2.8.1 WHAT DO YOU LEARN i. Demand forecast; ii. Production planning; iii. Inventory levels and reorder quantity; iv. Network optimization; v. Profit Maximization2.9 CUSTOMER IS KING (MARKETING) “I can sell tap water for Rs. 10. I can sell the same tap water for Rs. 100 too!”Participants apply „marketing mix‟ concepts in a decision-making setting to achieve theobjectives of their Brokerage house - High Profits2.9.1 WHAT DO YOU LEARN i. Marketing Mix; ii. Segmentation; iii. Targeting; iv. Positioning; v. 4 Ps.2.10 EXPERIENCE CHANGE (CHANGE & CRISIS MANAGEMENT)Experience Change is a simulation that enables Students, leaders and managers to practiceleading change in an intensive team-based workshop.2.10.1 WHAT MAKES IT UNIQUES • In this game, participants play the role of change consultants challenged to help the company successfully implement a new strategy. • The goal is to build stakeholder commitment and achieve a tipping point of company buy- in.2.10.2 WHAT DO YOU LEARN© 2011 Campus Levers. All Rights Reserved. No portion of this material may be reproduced withoutprior written approval of Campus Levers.
  11. 11. You learn … • Change Management and Strategy • Leadership Development • Change Readiness • Project Management • Crisis Managementwith Ease in an Effective way with lots and lots of Fun.2.11 MASTER YOUR INDUSTRY (INDUSTY ALIGNED GAMES)This game and its business simulation workshop is a powerful developmental experience fornext-generation leaders.2.11.1 WHAT MAKES IT UNIQUES • This business simulation develops entrepreneurial and strategic management skills through an exciting and challenging blended learning experience • Has to 2 levels – Corporate level – Business Unit Level • Web based multiplayer simulation: up to 150 participants interacting a in realistic simulation of market dynamics and real-time competition2.11.2 WHY YOU SHOULD USE IT • Participants learn to apply major business strategy concepts and experience the impact of their decisions to the bottom line, in real-time.They understand competitive interaction as a complete dynamic system that includes theinteraction of competitors, customers, resources and shareholders.Corporate Level Business Unit Level – Generic Strategies (Cost Leadership vs. – Product Sales Price / Strategic Pricing Differentiation) – Product Portfolio Management – Marketing Budget – Financial Planning – Human Resources – Strategic Investments – Production Capacity – Management of Share Price – Production Output© 2011 Campus Levers. All Rights Reserved. No portion of this material may be reproduced withoutprior written approval of Campus Levers.
  12. 12. 2.11.3 MASTER YOUR INDUSTRY GAMES: INDUSTRIESIndustry: Telecom – Sectors: Broadband, Fixed Line, Mobile, Wireless – Markets: Home, EnterpriseIndustry: IT – Sectors: Software Testing, Application Development and Maintenance, Product Engineering, Technology Consulting – Markets: Banking, Healthcare, Insurance, TelecomIndustry: Green Car – Categories: Conventional, Hybrid, Electric – Sectors: Mini, Small, Compact, Sub mid-size, Mid-size, Mid-size+, LuxuryIndustry: Fruit Juice – Sectors: Fruit Plantation, Fruit Juice Factory, Fruit Juice Distributor – Markets: Asia Pacific, Europe, AmericaIndustry: Oil & Gas and Steel – Sectors: Oil & Gas and Steel Industries: Oil exploration, Oil refining, ATF, Naphtha, Petrol, Diesel, LPG, CNG, Iron Ore, Steel, Galvanized Iron, Steel Rolls, Steel SheetsIndustry: Airport Management – Categories: Landing Fees, Ground Handling, ConcessionsIndustry: Car Dealer – Categories: New cars, Used cars, Repair Shop, Parts ShopIndustry: Insurance – Portfolios: Health Insurance, Retirement Plans, Life Insurance – Markets: Retail, CorporateIndustry: NHDP – Sector: Construction and Project Management of India‟s National Highways2.12 LEAD BY EXAMPLE (LEADERSHIP & CONFLICT RESOLUTION)This simulation provides the opportunity to fully employ the concept of experiential learning.Students are provided the opportunity to observe theory in practice and to develop new skills andattitudes in a risk free environment.© 2011 Campus Levers. All Rights Reserved. No portion of this material may be reproduced withoutprior written approval of Campus Levers.
  13. 13. 2.12.1 WHAT MAKES IT UNIQUES • This simulation is built on an artificial intelligence platform that utilizes three fundamental frameworks 1. A Communication Framework, 2. The Leadership Framework, and 3. The Business Framework.2.12.2 WHY YOU SHOULD USE ITHis competencies challenged include; – Conflict Management – Active Listening – Building Rapport – Building Influence – Developing Alliance – Leading without formal authority – Using Power – Creating a productive environment – Brain Storming – Emotional ControlThe text of any book you might use will come alive when students recognizes that simplyunderstanding common wisdom is not enough.2.13 USER COMMUNITY2.13.1 CORPORATE USERS  Acalmar  Larsen & Toubro (L&T)  Adani Exports  L&T Infotech  AgroTech Foods (ConAgra)  MASTEK  Alcatel-Lucent  Microsoft  Allergan  Murugappa Group  Ambuja Cement  Neelam Group  Asian Paints  NIIT  Bajaj Allianz  OIL India  Bharati Telesoft  Oracle  BMC  PepsiCo© 2011 Campus Levers. All Rights Reserved. No portion of this material may be reproduced withoutprior written approval of Campus Levers.
  14. 14.  BOSE Corporation  Polaris  BreakThrough  P & O Nedlloyd  Center for Monitoring Indian Economy  Portal Player (CMIE)  Central Bank of India  Power Trading Corporation (PTC)  Citibank  Praj Industries  Cochin Stock Exchange  Principal Global Services  Computer Science Corporation (CSC)  Pulsar Knowledge  Cordys R&D  Reliance ADA  Coromandel Fertilizers  Religare Securities  Dell  Satyam Computers  Dr. Reddys Lab  SEW Infrastructure  Gammon India  Sukaso Ceracolors  Genpact  TATA Bluescope  Global Trust Bank  TATA AIG  HCL  TATA Consultancy Services (TCS)  Hindustan Lever (HLL)  TATA Interactive Services  Hindustan Motors  TATA Projects  HTMT  TATA Tele  Infosys  Tecumseh Products  Indian Grameen Services (Basix)  Thermal Systems  Infotech Enterprises  Thinksoft  INTUIT  Wanbury  JCB  WIPRO  Jubilant Organosys  WNS Global  Kotak Mahindra Bank  SAP  Nokia  Johnson and Johnson  GE Healthcare  US Defense  NASA  Bank of Montreal  ExxonMobil  Caterpillar  Ingersoll Rand  The United Nations  Indian Army  Sony Ericson2.13.2 ACADEMIC USERS© 2011 Campus Levers. All Rights Reserved. No portion of this material may be reproduced withoutprior written approval of Campus Levers.
  15. 15. Indian Institutions  Bharathidasan - Tiruchirapalli  Indus School of Mgmt - Vadodara  BIMTECH – Noida  IPE – Hyderabad  BITS – Pilani  ISBR – Bangalore  CIIS - Chandigarh  ISB – Hyderabad  FORE School of Mgmt – New Delhi  LIBA - Chennai  GIM – Goa  MDI - Gurgaon  GITAM – Vizag  MICA - Ahmedabad  ICBM - Hyderabad  Nirma – Ahmedabad  ICFAI (IBS)  Nittie – Mumbai  IIFT – Kolkata  NMIMS - Bangalore  IIM - Ahmedabad  Rajagiri – Cochin  IIM – Bangalore  Sanghvi - Indore  IIM – Indore  SP JAIN - Mumbai  IIM – Shillong  Symbiosys - Pune  IIT- Chennai  TAPMI – Manipal  IMI - New Delhi  IMIS – Bhubneshwar  IMS – New Delhi  XIMB – Bhubneshwar  IMT - Ghaziabad  XLRI - Jamshedpur  IMT – Nagpur  XVJIM - HyderabadInternational Institutions American University  Boston College Anahuac University in Cancun Mexico  California State University Asemble Eğitim ve Danışmanlık, Turkey   Calvin College Cambridge Judge Business School  Carolina A&T State University Cornell University  Colombia Business School Duke - The Fuqua School of Business  Delaware State University Emory University  Eastern Wyoming College Fordham University  Fayetteville State University Harvard Business School  Franklin University, Columbus HEC, Paris  George Mason University James Madison  Indiana University Kodak School of Business  Iowa State University London Business School  Kellogg School of Management Manhattan Ville College  Lancaster University© 2011 Campus Levers. All Rights Reserved. No portion of this material may be reproduced withoutprior written approval of Campus Levers.
  16. 16.  Michigan State University  Long Island University Mt. Eliza, University of Melbourne  McGill New York University  McMaster University Moravian University  Northern Lakes College, Canada Northwestern University  Pepperdine University Northern Virginia Community College  Pennsylvania State University Paine College, Augusta, Georgia   Purdue University Queens University  Rotman Reitaku University, Japan  Rotterdam School of Management Rutgers, The State University of New Jersey  Rice University Rider University  Seattle Pacific University  Rochester Institute of Technology  University of Alberta University of Arkansas  University of Colorado University of British Columbia  University of Florida University of California, Berkeley  University of Houston University of Illinois at Urbana-Champaign  University of Notre Dame University of Iowa  University of Pittsburgh Manchester Business School  University of South Carolina University of Melbourne  University of Virginia University of North Carolina  University of Washington University of South Carolina-Beaufort   University of Wisconsin University of the District of Columbia  Utah State University Vanderbilt University  Washington College Virginia Commonwealth  Western Michigan University For further details feel free to contact; Ganesh S Mail: ganesh.s@campuslevers.com Skype: reachganeshs Hand Phone: +91 9886333380© 2011 Campus Levers. All Rights Reserved. No portion of this material may be reproduced withoutprior written approval of Campus Levers.

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