The document outlines the competitive strategies and performance of a company in a business simulation game, emphasizing cost leadership, technology investment, and forecasting future market demands. It details a series of rounds demonstrating the company's successes and failures, market share fluctuations, and key lessons learned. Recommendations for the future include effective teamwork, improved decision-making, and maintaining focus on shareholder value.

1. JUSTICE
LEAGUE
COMPANY
How to win
Cesim: Business
Simulation Games
CFVG 25, 2017

2. Content
ABOUT THE COMPANY
COMPETITIVE STRATEGY THROUGH ROUNDS
KEY PERFORMANCE RESULTS
MANAGEMENT SUCCESS AND FAILURES
RECOMMENDATION FOR BETTER FUTURE
01
02
03
04
05

3. BEST PRODUCT
BEST PRICE
OUR MISSION IS BRING THE BEST PRODUCTS WITH BEST PRICE FOR CUSTOMERS OVER THE WOLRD
2MAIN STRATEGIES
3 markets: USA, ASIA, EUROPE
6 competitors with the same
resources at starting point
“Money” is the only barrier to
new technology
LEADING TECHNOLOGY
01
COST LEADERSHIP
02

4. LEARNING FROM THE PAST, FORECAST THE FUTURE
COMPETITIVE STRATEGY
THROUGH ROUNDS

5. ROUND 2 ROUND 3ROUND 1
OBJECTIVES
- Market leader by competitive price
- Testing competitor
- Tech investment
- Control all cost
- Pay annual dividend and buy back share
LESSONS
- Better invest in-house
- Cost transfer is important
- Asia need plants
OBJECTIVES
- Intensive investment: in house for
Tech 3,4 and 04 plants in Asia
- Minimize all cost
- Leave price war asap
LESSONS
- Forecast is very important
- Price war will be intensive for tech 1 and 2
- Competitors were slow at updating new
tech
OBJECTIVES
- Launching new tech at some
potential markets, gain as much
profit as possible
- Lead competitors to price war at
old tech
LESSONS
- Competitors were on technology
investment race
- The barrier to leave old tech was
high (inventory, sales volume)

6. ROUND 5 ROUND 6ROUND 4
OBJECTIVES
- Launching new tech at some potential
markets, gain as much profit as possible
- Lead competitors to price war at old tech
- Minimize inventory of old techs
- Sell plants in USA
LESSONS
- All have new technologies, understanding
competitors behavior next round and
decreasing cost were key
- The barrier to leave old tech was still high
(inventory, sales volume)
OBJECTIVES
- Replace all old techs (1,2) by new
techs (3,4)
- Gain profit with new tech
- Increase company value
- Increase inventory new tech
LESSONS
- Competitors’ inventory of old tech
(1,2) were too high  we would
win the last round
OBJECTIVES
- Strong MARKETING
competition in tech 3,4 to have
the best result in final battle
- Increase company value
- Minimize inventory cost
LESSONS
- We underestimate market 
shortage  lose sales

7. TSR
REVENUE
PROFIT
SHARE PRICE
KEY
PERFORMACE
RESULTS
Leading over 6 rounds
4
BIGGEST COMPANY
IN THE MARKET
$14,550 Billions
The follower: $7.9 Billions

8. KEY
PERFORMACE
RESULTS
REVENUE
& PROFIT
3,207
0
500
1,000
1,500
2,000
2,500
3,000
3,500
1 2 3 4 5 6
Thousands
REVENUE
HCM1
HCM2
HCM3
DORAEMON
Justice League
THE BIG APPLE
Slowly but Surely
733
-1,200
-900
-600
-300
0
300
600
900
1 2 3 4 5 6
Thousands
PROFIT

9. KEY
PERFORMACE
RESULTS
MARKET
SHARE
-5.00
0.00
5.00
10.00
15.00
20.00
25.00
30.00
1 2 3 4 5 6
TECH 1 MARKETSHARE
HCM1 HCM2 HCM3
DORAEMON Justice League THE BIG APPLE
Slowly but Surely
-5.00
0.00
5.00
10.00
15.00
20.00
25.00
30.00
35.00
40.00
45.00
1 2 3 4 5 6
TECH 2 MARKET SHARE
HCM1 HCM2 HCM3
DORAEMON Justice League THE BIG APPLE
Slowly but Surely

10. KEY
PERFORMACE
RESULTS
MARKET
SHARE
-20.00
0.00
20.00
40.00
60.00
80.00
100.00
120.00
1 2 3 4 5 6
TECH 3 MARKET SHARE
HCM1 HCM2 HCM3
DORAEMON Justice League THE BIG APPLE
Slowly but Surely
-10.00
0.00
10.00
20.00
30.00
40.00
50.00
60.00
1 2 3 4 5 6
TECH 4 MARKET SHARE
HCM1 HCM2 HCM3
DORAEMON Justice League THE BIG APPLE
Slowly but Surely

11. MANAGEMENT
SUCCESS
AND FAILURES
EFFECTIVE TEAM WORK: discipline, 2 hours
online meeting before deadline everyday. All
member have to prepare proposal for the
assigned departments. CROSS CHECKING
STRONG
INVESTMENT ON
MARKETING
IMPROVEMENT
ROUND AFTER
ROUND
EFFECTIVE
COST CONTROL
RIGHT
STRATEGY

12. MANAGEMENT
SUCCESS
AND FAILURES
FORECAST:
• Underestimate market demand in
round 6  lose sales
PRICE WAR:
• Lead the market to price war  low
profit than expected

13. PAY ATTENTION
TO DETAILS
FROM
PRODUCTION TO
FINANCE
FORECAST
FUTURE DEMAND
AND
COMPETITOR
BEHAVIORS
LOWER COST
BY PRICE TRANSFER,
OUTSOURCE FOR
NEWTECH, IN-HOUSE
INVESTMENT
BECOME LEADER
WITH NEW
TECHNOLOGY
RECOMMENDATION
FOR BETTER FUTURE

14. TEAM WORK
EFFECTIVELY
DECISION
MAKING
LEARNING FROM
COMPETITOR
CARE ABOUT
SHAREHOLDER
AND COMPANY
VALUE
RECOMMENDATION
FOR BETTER FUTURE

15. THE END