Glo Bus Presentation
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This document provides an overview and introduction to the GLO-BUS online business simulation. In GLO-BUS, students will manage a digital camera company, making decisions across various business functions in competition with other student-managed companies. The simulation aims to create a realistic global competitive environment to test different strategic approaches. Performance will be evaluated based on financial and shareholder-focused metrics like EPS, ROE, credit rating, stock price, and brand image.
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IntroductionDigitCam Company BackgroundAt this time, our.docx
Introduction
DigitCam Company Background:
At this time, our company proposes to sell close to 800,000 entry-level cameras and 200,000 multi-featured cameras annually. Prior-year revenues were US$ 206 million and net earnings were US$ 20 million, equal to US$ 2.00 per share of common stock.
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Looking back in time, the management of our company thought consumers are willing to pay a higher price for higher quality products. Respectively, after our Decisions for Year 6,7,8 and 9, the co-managers figured out, that is not necessarily the reality. After these four rounds, we have realized that the strategic management for this global competition does not qualitatively recognize our “high quality, and high price” strategy. Quite logically, the system responds more for low prices and hence giving more market share to low priced digital cameras and products. All this being said, corporate social responsibility and business ethics now play an influential role in a company's strategic management – DigitCam was the corporate social responsibility award winner for Year 9.
With this being said, DigitCam Company is in the making of Decision for Year 9, and it would be revising the simple strategy, which largely focused on quality of the camera. For the reason, the process making our digital camera products to be the best in the market is also the most expensive. The management of this company has observed that we need to price our cameras competitively, maximize our R&D every year, going forward, determine to win the market share (for both entry-level and multi-featured cameras) and making sure that the company is hitting investor expectations the end of each year de.
Exchange Rates - Previous YearsYEAR 11YEAR 12YEAR 13
Exchange Rates - Previous Years
YEAR 11
YEAR 12
YEAR 13
YEAR 14
YEAR 15
YEAR 16
YEAR 17
YEAR 18
YEAR 19
YEAR 20
Exchange Rate Impact on
Revenues Generated in:
Europe-Africa (US$ per €)
1.2062
1.1879
1.1938
1.189
1.1933
1.1816
1.1778
1.1734
1.1776
1.1877
Asia-Pacific (US$ per Sing$)
0.752
0.7419
0.7429
0.7424
0.7456
0.7422
0.7424
0.7433
0.7441
0.7469
Latin America (US$ per R)
0.1783
0.1723
0.1791
0.1778
0.1799
0.181
0.1771
0.1733
0.1752
0.1789
Exchange Rate Impact on
Cost of Pairs Shipped from:
North America Plant to
Europe-Africa (€ per US$)
0.829
0.8418
0.8377
0.841
0.838
0.8463
0.849
0.8522
0.8492
0.842
Asia-Pacific (Sing$ per US$)
1.3298
1.3479
1.3461
1.347
1.3412
1.3473
1.347
1.3454
1.3439
1.3389
Latin America (R per US$)
5.6085
5.8038
5.5835
5.6243
5.5586
5.5249
5.6465
5.7703
5.7078
5.5897
Europe-Africa Plant to
North America (US$ per €)
1.2062
1.1879
1.1938
1.189
1.1933
1.1816
1.1778
1.1734
1.1776
1.1877
Asia-Pacific (Sing$ per €)
1.6041
1.601
1.6069
1.6015
1.6003
1.5921
1.5863
1.5788
1.5825
1.5903
Latin America (R per €)
6.7659
6.8966
6.6313
6.689
6.6357
6.5274
6.6489
6.7705
6.7249
6.6401
Asia-Pacific Plant to
North America (US$ per Sing$)
0.752
0.7419
0.7429
0.7424
0.7456
0.7422
0.7424
0.7433
0.7441
0.7469
Europe-Africa (€ per Sing$)
0.6234
0.6246
0.6223
0.6244
0.6249
0.6281
0.6304
0.6334
0.6319
0.6288
Latin America (R per Sing$)
4.218
4.307
4.1434
4.1762
4.1455
4.1013
4.1924
4.2886
4.2481
4.1742
Latin America Plant to
North America (US$ per R)
0.1783
0.1723
0.1791
0.1778
0.1799
0.181
0.1771
0.1733
0.1752
0.1789
Europe-Africa (€ per R)
0.1478
0.145
0.1508
0.1495
0.1507
0.1532
0.1504
0.1477
0.1487
0.1506
Asia-Pacific (Sing$ per R)
0.2371
0.2322
0.2413
0.2395
0.2412
0.2438
0.2385
0.2332
0.2354
0.2396
Exchange Rates Affecting Year 20
YEAR 19
YEAR 20
REVENUE IMPACT
Exchange Rate Impact on
Revenues Generated in:
Europe-Africa (US$ per €)
1.1776
1.1877
4.29%
Asia-Pacific (US$ per Sing$)
0.7441
0.7469
1.88%
Latin America (US$ per R)
0.1752
0.1789
10.56%
Exchange Rate Impact on
Cost of Pairs Shipped from:
North America Plant to
Europe-Africa (€ per US$)
0.8492
0.8420
-4.24%
Asia-Pacific (Sing$ per US$)
1.3439
1.3389
-1.86%
Latin America (R per US$)
5.7078
5.5897
-10.35%
Europe-Africa Plant to
North America (US$ per €)
1.1776
1.1877
4.29%
Asia-Pacific (Sing$ per €)
1.5825
1.5903
2.46%
Latin America (R per €)
6.7249
6.6401
-6.30%
Asia-Pacific Plant to
North America (US$ per Sing$)
0.7441
0.7469
1.88%
Europe-Africa (€ per Sing$)
0.6319
0.6288
-2.45%
Latin America (R per Sing$)
4.2481
4.1742
-8.70%
Latin America Plant to
North America (US$ per R)
0.1752
0.1789
10.56%
Europe-Africa (€ per R)
0.1487
0.1506
6.39%
Asia-Pacific (Sing$ per R)
0.2354
0.2396
8.92%
BSG SIMULATION
ANA SOFIA ELJACH
OSCAR GUTIERREZ
PROFESSOR JUAN STEGMANN
BUSI-4900D-1
Mission Statement
Our mission is to collaborate to develop technology, processes and quality products according to the demand of our customers and ...
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Heineken is analyzing its positioning strategy in Spain to increase market share and growth. It segments the beer market and analyzes customer and management perceptions. It identifies 9 segments based on beer preferences and attributes. Recommendations include maintaining Heineken's premium positioning while strengthening appealing attributes. Cruzcampo should reposition to a younger audience as an everyday home and family beer to target new segments. Amstel will remain in its current position with low differentiation from other brands. The expected results are an 11.11% market share increase for both Heineken and Cruzcampo.
EAFIT BUSINESS ENGLISH - HENRY CLAUDE COSMETICS: RICARDO
A well-known French cosmetics and fragrance company that leads the market in France wants to expand globally. They currently target sophisticated men aged 30-40 and charge high prices. To grow, they plan to enter the top 10 economies, starting with China. However, their narrow target age, French brand name, and sophisticated product design may not appeal internationally. Additionally, their prices may not work in large economies like China and could lead to gray market issues. To solve these challenges, the company plans to create a new global brand with a younger target in mind, a more appealing bottle design, adjusted pricing, and a brand ambassador related to the new target.
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Evolve - the evolution of shoes | BSG - Business Strategy Simulation Game
MBA: Strategic Decision Making - Business Strategy Simulation Game
Our vision: https://www.youtube.com/watch?v=FPMPJ40Y4NI
My Team:
Uzi Niazi https://www.linkedin.com/in/uziniazi/
Louise Porter https://www.linkedin.com/in/louise-porter-2542245b/
Also look at my article about how to improve the Business Strategy Simulation Game on our Octalysis Gamification Blog: http://blog.octalysisgroup.com/2017/08/how-to-make-a-boring-simulation-exciting-with-octalysis/
Evolve's vision is to be the global leader of branded footwear, offering the widest choice of ethically produced and stylishly designed shoes for ultimate performance.
We enable people worldwide to express their individuality. Our global appeal, efficient manufacturing facilities and focus on understanding our customers changing needs, delivers a truly differentiated business model.
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IntroductionDigitCam Company BackgroundAt this time, our.docx
Introduction
DigitCam Company Background:
At this time, our company proposes to sell close to 800,000 entry-level cameras and 200,000 multi-featured cameras annually. Prior-year revenues were US$ 206 million and net earnings were US$ 20 million, equal to US$ 2.00 per share of common stock.
GLO-BUS – Decision for Year 10
DigitCam Company is in sound financial condition and is performing well. Its products are well regarded by digital camera users. DigitCam’s board of directors has charged the co-managers with developing a winning competitive strategy—one that capitalizes on growing consumer interest in digital cameras, keeps the company in the ranks of the industry leaders, and boosts the company's earnings on an annual basis.
· Develops a strategic plan depicting reasons within a scenario, critiques team decisions and corresponding results associated with business management, and evaluates both short- and long-term implications.
At this juncture, DigitCam is ranked 4th on the GLO-BUS – Game to Date Industry Scoreboard – Year 9. This is a business need for an improvement on our company performances. DigitCam was ranked 2nd on the GLO-BUS- Game to Date Scoreboard – Year 8. With that in mind, the co-managers’ rolling analysis assessment, is looking backward and forward in time; and understanding the simulation decision results. It is especially important that the key now is to watch what the competition is doing - first investor expectations, and then the competition. Therefore, using a high-performance business management technique- include but not limited to the following:
Looking back in time, the management of our company thought consumers are willing to pay a higher price for higher quality products. Respectively, after our Decisions for Year 6,7,8 and 9, the co-managers figured out, that is not necessarily the reality. After these four rounds, we have realized that the strategic management for this global competition does not qualitatively recognize our “high quality, and high price” strategy. Quite logically, the system responds more for low prices and hence giving more market share to low priced digital cameras and products. All this being said, corporate social responsibility and business ethics now play an influential role in a company's strategic management – DigitCam was the corporate social responsibility award winner for Year 9.
With this being said, DigitCam Company is in the making of Decision for Year 9, and it would be revising the simple strategy, which largely focused on quality of the camera. For the reason, the process making our digital camera products to be the best in the market is also the most expensive. The management of this company has observed that we need to price our cameras competitively, maximize our R&D every year, going forward, determine to win the market share (for both entry-level and multi-featured cameras) and making sure that the company is hitting investor expectations the end of each year de.
Exchange Rates - Previous YearsYEAR 11YEAR 12YEAR 13
Exchange Rates - Previous Years
YEAR 11
YEAR 12
YEAR 13
YEAR 14
YEAR 15
YEAR 16
YEAR 17
YEAR 18
YEAR 19
YEAR 20
Exchange Rate Impact on
Revenues Generated in:
Europe-Africa (US$ per €)
1.2062
1.1879
1.1938
1.189
1.1933
1.1816
1.1778
1.1734
1.1776
1.1877
Asia-Pacific (US$ per Sing$)
0.752
0.7419
0.7429
0.7424
0.7456
0.7422
0.7424
0.7433
0.7441
0.7469
Latin America (US$ per R)
0.1783
0.1723
0.1791
0.1778
0.1799
0.181
0.1771
0.1733
0.1752
0.1789
Exchange Rate Impact on
Cost of Pairs Shipped from:
North America Plant to
Europe-Africa (€ per US$)
0.829
0.8418
0.8377
0.841
0.838
0.8463
0.849
0.8522
0.8492
0.842
Asia-Pacific (Sing$ per US$)
1.3298
1.3479
1.3461
1.347
1.3412
1.3473
1.347
1.3454
1.3439
1.3389
Latin America (R per US$)
5.6085
5.8038
5.5835
5.6243
5.5586
5.5249
5.6465
5.7703
5.7078
5.5897
Europe-Africa Plant to
North America (US$ per €)
1.2062
1.1879
1.1938
1.189
1.1933
1.1816
1.1778
1.1734
1.1776
1.1877
Asia-Pacific (Sing$ per €)
1.6041
1.601
1.6069
1.6015
1.6003
1.5921
1.5863
1.5788
1.5825
1.5903
Latin America (R per €)
6.7659
6.8966
6.6313
6.689
6.6357
6.5274
6.6489
6.7705
6.7249
6.6401
Asia-Pacific Plant to
North America (US$ per Sing$)
0.752
0.7419
0.7429
0.7424
0.7456
0.7422
0.7424
0.7433
0.7441
0.7469
Europe-Africa (€ per Sing$)
0.6234
0.6246
0.6223
0.6244
0.6249
0.6281
0.6304
0.6334
0.6319
0.6288
Latin America (R per Sing$)
4.218
4.307
4.1434
4.1762
4.1455
4.1013
4.1924
4.2886
4.2481
4.1742
Latin America Plant to
North America (US$ per R)
0.1783
0.1723
0.1791
0.1778
0.1799
0.181
0.1771
0.1733
0.1752
0.1789
Europe-Africa (€ per R)
0.1478
0.145
0.1508
0.1495
0.1507
0.1532
0.1504
0.1477
0.1487
0.1506
Asia-Pacific (Sing$ per R)
0.2371
0.2322
0.2413
0.2395
0.2412
0.2438
0.2385
0.2332
0.2354
0.2396
Exchange Rates Affecting Year 20
YEAR 19
YEAR 20
REVENUE IMPACT
Exchange Rate Impact on
Revenues Generated in:
Europe-Africa (US$ per €)
1.1776
1.1877
4.29%
Asia-Pacific (US$ per Sing$)
0.7441
0.7469
1.88%
Latin America (US$ per R)
0.1752
0.1789
10.56%
Exchange Rate Impact on
Cost of Pairs Shipped from:
North America Plant to
Europe-Africa (€ per US$)
0.8492
0.8420
-4.24%
Asia-Pacific (Sing$ per US$)
1.3439
1.3389
-1.86%
Latin America (R per US$)
5.7078
5.5897
-10.35%
Europe-Africa Plant to
North America (US$ per €)
1.1776
1.1877
4.29%
Asia-Pacific (Sing$ per €)
1.5825
1.5903
2.46%
Latin America (R per €)
6.7249
6.6401
-6.30%
Asia-Pacific Plant to
North America (US$ per Sing$)
0.7441
0.7469
1.88%
Europe-Africa (€ per Sing$)
0.6319
0.6288
-2.45%
Latin America (R per Sing$)
4.2481
4.1742
-8.70%
Latin America Plant to
North America (US$ per R)
0.1752
0.1789
10.56%
Europe-Africa (€ per R)
0.1487
0.1506
6.39%
Asia-Pacific (Sing$ per R)
0.2354
0.2396
8.92%
BSG SIMULATION
ANA SOFIA ELJACH
OSCAR GUTIERREZ
PROFESSOR JUAN STEGMANN
BUSI-4900D-1
Mission Statement
Our mission is to collaborate to develop technology, processes and quality products according to the demand of our customers and ...
Participant’s Guide 2015 Edition Crea.docx
Participant’s Guide
2015 Edition
Created by
Arthur A. Thompson, Jr.
The University of Alabama
Gregory J. Stappenbeck
GLO-BUS Software, Inc.
Mark A. Reidenbach
GLO-BUS Software, Inc.
Ira F. Thrasher
GLO-BUS Software, Inc.
Christopher C. Harms
GLO-BUS Software, Inc.
The Business Strategy Game is published and marketed exclusively by
McGraw-Hill Education, Inc., 1333 Burr Ridge Parkway, Burr Ridge, IL 60527
Copyright © 2015 by GLO-BUS Software, Inc. All rights reserved.
No part of this document may be reproduced or distributed in any form or by any means, or stored in a data-
base or retrieval system, without the prior written consent of GLO-BUS Software, Inc., including, but not
limited to, in any network or other electronic storage or transmission, or broadcast for distance learning.
GLO-BUS: Developing Winning Competitive Strategies Participant’s Guide
2
Welcome to GLO-BUS. You and your co-managers are taking over the operation of a digital camera
company that is in a neck-and-neck race for global market leadership, competing against rival digital
camera companies run by other class members. All digital camera-makers presently have the same
worldwide market share, although shares vary by company across the four market regions—Europe-Africa,
Asia-Pacific, Latin America, and North America. Currently, your company is selling close to 800,000
entry-level cameras and 200,000 multi-featured cameras annually. Prior-year revenues were $206 million
and net earnings were $20 million, equal to $2.00 per share of common stock. The company is in sound
financial condition, is performing well, and its products are well-regarded by digital camera users. Your
company’s board of directors has charged you and your co-managers with developing a winning
competitive strategy—one that capitalizes on growing consumer interest in digital cameras, keeps the
company in the ranks of the industry leaders, and boosts the company’s earnings year-after-year.
Your first priority as a GLO-BUS participant should be to absorb the contents of this Participant’s Guide
and get a firm grip on the procedures for participating in the exercise, the character of the digital camera
market, and the cause-effect relationships that govern your company’s business. Then you will be ready to
explore the software and start managing your assigned company.
How the GLO-BUS Exercise Works
GLO-BUS is a computer-based exercise modeled to reflect the real-world character of the globally
competitive digital camera industry in which you run a company in head-to-head competition against
companies run by other class members. Company operations are patterned after those of actual digital
camera enterprises. Cause-effect relationships and revenue-cost-profit relationships are based on sound
business and economic principles. GLO-BUS puts you in a situation where you and your co-managers can
apply what you have learn.
1. Which one of the following is NOT an attractive way to reduce p.docx
1. Which one of the following is NOT an attractive way to reduce production and/or marketing costs and strive to achieve a competitive advantage over rivals based on lower overall costs per entry-level camera sold?
Keeping a watchful eye on warranty costs for entry-level cameras and endeavoring to keep them below the industry-average benchmark (as reported on p. 5 of the GLO-BUS Statistical Review)
Making sure that total compensation per full-time PAT member remains at or very close to the industry-low benchmark (as reported on p. 6 of the GLO-BUS Statistical Review)
Striving to keeping marketing costs per entry-level camera in all 4 geographic regions sold to levels that are substantially below the industry-average benchmark (as reported on p. 6 of the GLO-BUS Statistical Review)
Trying several different "what-if" entries for core components to be used in entry-level cameras in order to discover the lowest cost combination for achieving the target P/Q rating
Paying full-time PAT members a sufficiently high total compensation package that boosts the productivity of the labor force enough to keep labor costs per entry-level camera below the industry-average benchmark (as reported on p. 5 of the GLO-BUS Statistical Review)
2. If a management team wishes to boost the company's stock price, then it should consider actions toissue additional shares of common stock and use the proceeds to pay off the borrowings against the company's line of credit.boost the prices it charges for entry-level and multi-featured cameras by a minimum of $10 in all four geographic regions.boost the amount of earnings retained in the business and increase the hoard of cash held in the company's retrained earnings account.spend additional money on corporate social responsibility and corporate citizenship.boost the company's net income and EPS and, also, to repurchase shares of common stock.
3. Which one of the following is NOT a way to improve the P/Q rating of a company's brand of multi-featured cameras?
Increasing the size of the LCD display screen for multi-featured cameras
Spending additional money to improve the imaging devices used in making the company's multi-featured cameras
Improving the optical zoom capability of the company's multi-featured cameras
Spending additional money to improve the ergonomics of the company's multi-featured camera models
Increasing the warranty period for multi-featured cameras from 1 year to 2 years
4. If a company earns net income of $25 million in Year 8, has 10 million shares of stock, pays a dividend of $1.00 per share, and has annual interest costs of $10 million, thenthe company's retained earnings for the year would be $5 million; the $5 million in retained earnings would be shown on the company's balance sheet as a reduction in equity investment by stockholders in Year 9.the company's EPS for Year 8 would be $2.50 and its retained earnings for Year 8 would be $15 million (net income of $25 million less divi ...
Debt AllocationVC Amount Requested 5,000.docx
Debt Allocation
VC Amount Requested
5,000,000.00
Loan
3,000,000.00
Cash Currently on Hand
436,000.00
Less cash reserve
(200,000.00)
Expand Factory (Q5 - for use in Q6)
2,000,000.00
19%
New Sales Office
Chicago (Q5)
170,000.00
Sao Paolo (Q5)
91,000.00
Toronto (Q5)
160,000.00
Abu Dhabi (Q5)
140,000.00
Sydney (Q5)
130,000.00
Shanghai (Q6)
170,000.00
Mumbai (Q6)
110,000.00
Warsaw (Q6)
104,000.00
Paris (Q6)
170,000.00
Q7 - TBD depending on region performance
1,245,000.00
12%
R&D
OS - Pro w/Ease of Use (Q5)
3,100,000.00
29%
High speed networking or TBD (Q6)
2,000,000.00
19%
Q7 R&D - TBD
2,000,000.00
19%
Design new brands (x5)
300,000.00
3%
Zeus 2.0 - Workhorse (Q5)
Athena Pro - Cost Cutter (Q6)
Zeus 2.0 Pro - Workhorse (Q6)
Olympus - Innovator (Q6)
Remaining - Use operating cash flow from Q5 & Q6
(2,409,000.00)
*Adjust and scale accordingly
I listen, I forget.
I see, I remember.
I do, I understand.
Old Chinese Proverb
Business simulations are a form of combative training where participants pit their business skills against those of formidable opponents under the watchful eye of a training coach.
When we study one discipline at a time, we are like a bunch of blind people trying to understand what an elephant is.
Please tell me
what it is?
It’s a snake.
It’s a
tree trunk.
It’s a sheet
of rawhide.
It’s a steel
tube.
With business simulations, you can crawl all over and under the new venture to help you to see and understand the whole thing.
It is an
enterprise!
Accounting
Production
Marketing
Distribution
Finance
Human
Resources
Joyce Russell
team work, human resourcesHarry Bruce
leadership, governanceJim Reeve
accounting, profit analysisSarah Gardial & Bob Woodruff
customer valueJim Wansley
financeErnie Cadotte
marketingKen Gilbert
production processesIvan Slimak
brand design, quality processesTom Mentzer
supply chainDominique Garval
business strategy
Participants learn about all aspects of business by managing a simulated business. The Marketplace Live scenario follows the lifecycle of a new product and new business.Business decisions are introduced as they become relevant in the evolution of the company.
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Develop strategic planning and execution skills within a rapidly changing environment.Instill a bottom line focus and the simu.
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Music2Go-Intro Players Manual
(revision E)
© Smartsims International Ltd
Music2Go-Intro Players Manual 2
Getting Started ............................................................................................. 2
Single-Player vs Multi-Player ........................................................................... 2
Your Goal – Maximize Marketing Contribution .................................................... 3
Summary of the Music2Go Scenario ................................................................. 4
Key Reports Menu .......................................................................................... 7
Chapter 2: The Music2Go Scenario 8
Market Segment Overview .............................................................................. 8
Standard Segment ................................................................................. 8
Youth Segment ...................................................................................... 9
Sports Segment (Multi-Player only) .......................................................... 9
The Perceptual Map and Segment Movement over Time ............................. 10
Forecast Segment Demand .................................................................... 11
Advertising Media Selection............................................................................ 12
Advertising Reach and Media Viewing Preferences ..................................... 13
Distribution and Sales Promotion .................................................................... 14
Distribution and Retail Margin................................................................. 14
The Product Life Cycle ........................................................................... 15
Sales Promotion and the Product Life Cycle .............................................. 16
How do I choose a Sales Promotion Mix for my products? .......................... 19
Chapter 3 - The Decision Screens 20
Price ........................................................................................................... 20
Product Pricing Screen ........................................................................... 20
How do I set the price and margin for each product? ................................. 22
Advertising .................................................................................................. 23
Advertising Screen ................................................................................ 23
Sales Promotion ........................................................................................... 24
Sales Promotion Strategy Screen ............................................................ 24
Product Development .................................................................................... 25
Product Development Screen (Existing Product)........................................ 25
Launch New Product Screen ......... ...
GBA 498 GoVenture CEO Simulation Guidelines and Rubric .docx
GBA 498
GoVenture CEO Simulation Guidelines and Rubric
During the course of the semester, you will be participating in an on-line PC-based exercise in
head-to-head competition against their classmates and computer-based participants. Access to
the simulation can be attained by going to www.goventureceo.com and following the student
registration. However, before registering you will need a company ID that is provided by your
instructor. Your instructor will notify you of which group you are a member of, along with
the simulation number required to participate.
There are three components of this project:
1. Weekly decision rounds
2. Draft of 3-Year Strategic Plan (This Dropbox basket is linked to Turnitin.)
3. GoVenture Simulation Debrief (This Dropbox basket is linked to Turnitin.)
Decision Rounds
Practice Simulation – Decision Rounds
• All companies start out on the same footing – with equal resources
• Each decision round represents a year
• You can advance each year manually
Full Simulation - Decision Rounds
• All companies start out on the same footing— with equal resources
• Each decision period in represents a year. Periods will be advanced by the instructor.
• You will make variety of decisions each period relating to product pricing, R&D, sales
and marketing, and targeting different consumer profiles and market territories.
• In addition, there is accounting and cost data to examine.
• The overall goal of the your company is to achieve net profitability, a comprehensive
measure that accounts for a combination of profitability and the different ways in which
you can raise capital.
• Your cumulative rank score is calculated based on the company’s achievement of each
of the ten performance targets are as follows (more detail on the calculations is
contained in GoVentureCEO):
• Rank
• Achievements achieved compared to other businesses
• Trends – percentage of periods where your performance score stayed the same
or increased
• Profit – total profit earned compared to other businesses
• Revenue – total revenue earned compared to other businesses
• Product competitiveness – combination of price, brand, and R&D scores
• Inventory Management – percent of missed unit sales compared to units sold
• Marketing – total brand equity scored
• Advertising – advertising effectiveness score
• HR Management – HR Score
• Cumulative rank score (out of 100)
• The total score is composed of an average of your cumulative rank score, scaled market
share, scaled price competitiveness, scaled advertising effectiveness, scaled web site
usability, and scaled revenues. Note the raw scores in each of these areas is scaled
based on your performance relative to the other groups in the simulation.
http://www.goventureceo.com/
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