The document summarizes the key decisions and results of a simulation involving a red team producing technology in the US and Asia. In the simulation, the red team built factories in various rounds, focused production on certain technologies, assessed investing in upgrades vs contracting manufacturing, sold shares to fund expansion, found certain markets responded better to features, and saw drops and subsequent improvements in financial metrics through managing costs better and improving sales.
Webinar: How to Create Predictable Cash Flow With Lean Six Sigma ProjectsGoLeanSixSigma.com
How do you describe the value of Lean Six Sigma projects? They are more tangible than receivables so clarifying their worth helps organizations plan for growth.
This webinar will discuss a proven strategy to create predictable cash flow from Lean Six Sigma projects. It will demonstrate how to build a project pipeline and engage a team of Black Belts to harness the full power of Lean Six Sigma.
Keystone: Global Expansion, first stop the UK – with Graeme Frostnzsoftware
At a UKTI-sponsored event, Graeme Frost recounted for the audience his journey from Wang to Keystone, Cadabra and Brilliant Software, including the how’s and why’s of Keystone’s success with legal practice management software in the UK. Their late 90’s search for VC funding hit at the start of the tech boom which enabled US expansion. Graeme shared his pro’s and con’s for NZ software companies targeting the UK vs the US and Australia, and his recommendations for getting started in the UK – including leveraging the powerful and practical resources within UKTI, NZTE and KEA.
business model, business model canvas, mission model, mission model canvas, customer development, lean launchpad, lean startup, stanford, startup, steve blank, entrepreneurship, I-Corps, Stanford
The CME Group is the world's leading and most diverse derivatives marketplace, handling 3 billion contracts worth approximately $1 quadrillion annually. See how they leverage the Adobe Marketing Cloud to get results.
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As a game designer, there are some challenges you would always face working on F2P games no matter what genre, which target audience group or the size of the project.
Chapter 1 : Wolrd of Project Managment
Outline :
What is a project ?
Project Management Vs. General Management .
The three goals of a project .
The life cycle of a project .
Methods of selecting projects .
Risk Management .
Project portofilio process .
Case Study :
United Screen Printers
Webinar: How to Create Predictable Cash Flow With Lean Six Sigma ProjectsGoLeanSixSigma.com
How do you describe the value of Lean Six Sigma projects? They are more tangible than receivables so clarifying their worth helps organizations plan for growth.
This webinar will discuss a proven strategy to create predictable cash flow from Lean Six Sigma projects. It will demonstrate how to build a project pipeline and engage a team of Black Belts to harness the full power of Lean Six Sigma.
Keystone: Global Expansion, first stop the UK – with Graeme Frostnzsoftware
At a UKTI-sponsored event, Graeme Frost recounted for the audience his journey from Wang to Keystone, Cadabra and Brilliant Software, including the how’s and why’s of Keystone’s success with legal practice management software in the UK. Their late 90’s search for VC funding hit at the start of the tech boom which enabled US expansion. Graeme shared his pro’s and con’s for NZ software companies targeting the UK vs the US and Australia, and his recommendations for getting started in the UK – including leveraging the powerful and practical resources within UKTI, NZTE and KEA.
business model, business model canvas, mission model, mission model canvas, customer development, lean launchpad, lean startup, stanford, startup, steve blank, entrepreneurship, I-Corps, Stanford
The CME Group is the world's leading and most diverse derivatives marketplace, handling 3 billion contracts worth approximately $1 quadrillion annually. See how they leverage the Adobe Marketing Cloud to get results.
Five challenges you must deal with as a F2P designerShayan Amiri
As a game designer, there are some challenges you would always face working on F2P games no matter what genre, which target audience group or the size of the project.
Chapter 1 : Wolrd of Project Managment
Outline :
What is a project ?
Project Management Vs. General Management .
The three goals of a project .
The life cycle of a project .
Methods of selecting projects .
Risk Management .
Project portofilio process .
Case Study :
United Screen Printers
2. • 16 firms in USA
• 10 firms in Asia
• Round 1 built 3 in USA and 5 in Asia
• Round 3 built 1 in Asia
• Round 4 built 2 in Asia
• Round 6 built 1 in USA and 2 in Asia
• Goals: Increase Production
• Final Result: 8800 production capacity in
USA, 5500 production capacity in Asia
Factories
3. • Every round we used them all instead of producing
by ourselves
• Decided to produce more of Tech 1 and Tech 4 due
to the success we had with both
Contract Manufacturing
4. • All of our Technologies had 6 features
• At each round we would assess how much money
we had left and then decide whether to upgrade
technologies or not
• Too much investing lead to problems later in
simulation
R&D
5. • At the end of Round 1, we sold some shares to get
some capital in order to build 8 firms
• And we want to buyback shares in the last 2 rounds,
but we were short on capital and unable to do so by
the end of the simulation
Shares
6. • Good sale rates helped us get decent market share.
• Low prices in Asia sold well
• We found that more features in Europe and the US
sold better than Asia
• Low price in USA and Europe did not guarantee
good sales every round
Market Share
8. • Round 6, saw us have a bad ROS, ROE, &
EBIT
• Round 7 continued our drop in all the same
categories
• Round 6 failures: Too much money in R&D(3
new plants) & too much money in contract
manufacturing
• Round 7 failures: Managed R&D costs better,
but still too much for contract manufacturing.
• Round 7 our group started to climb out of debt
Freefall After Midpoint
9. • Round 7: Sales improved, but still in debt
• Round 8: Better R&D costs, sales continue to
improve, and finally out of debt
• Round 9: No R&D costs, sales improve to $2.8
million, and $438,300 out of debt
• Round 10: No R&D costs, most manufacturing was
contracted, finished $356,336 out of debt
Improving to the Finish
11. • Lowest prices don’t always mean sales success
• Don’t over-invest in R&D
• Don’t keep too much money on hand
• This is a given, but keeping costs on production is
vital to success
What We Learned