The Business Strategy Game Report
The game :
An executive summary should summarise the contents of the report. It should not simply take the form of a general introduction. It is ideally compiled after you have completed your report and presented in past tense.
Table of contents
You must present a table of contents with page numbers.
List of figures
List any figures you are planning to use in this report.
List of tables
List any tables that your report will contain
Introduction – Mission, vision and values, corporate objectives (Group business statements)
The company name what we choose with my colleagues its Mars -however in the strategic game we are the E-company. we want to produce more high quality shoes.
A mission statement is designed to inform and inspire the company’s stakeholders, primarily employees, the media and general public, about the company’s CURRENT purpose – why the company exists.
A vision statement is designed to inform and inspire the company’s stakeholders, primarily shareholders, about the company’s FUTURE purpose – what your company intends to achieve in the future.
A values statement is designed to inform all stakeholders about the company’s core beliefs – usually expressing belief on ethical stance, especially as regards corporate social responsibility, sustainable supply chains etc.
State your company’s corporate objectives. These should relate directly to the strategy/strategies that have been adopted during the game in achieving the ‘Investor Expectation’ KPIs. Objectives should be stated in the SMART (Specific, Measurable, Attainable, Relevant, and Time-Bound) format and should be completely unambiguous. For example: Achieve by Year 13 [timebound] a market share of [specific] not less than 15% [measurable]
- Evaluate the major strategic decisions made during the six-round BSG simulation. Reflect on one round that stood out, why and key lessons learnt. a. Reflect and report on the general activities and decisions of the 6- year strategic business decision making.
▪ What key decisions were made as an organization – how did they relate to corporate strategic objectives? Give examples.
▪ Why were the decisions taken – what factors were taken into consideration before the decisions were taken? For example, were decisions informed by market forces, competitor performance, internal considerations or as a result of lessons learnt from previous rounds? Give examples.
▪ What was the outcome of the decisions – were the organisation’s strategic objectives helped or hindered by the decisions taken? Evidence of outcomes must be included here – e.g. screenshots of results. b. Reflect on one year (round) that stood out – What was it about the year (round) that made it stand out from the others? What happened? Why? Any key lessons taken from that year (round)? You must clearly identify and state the year (round) being reflected on and give examples of events being discussed.
- Reflect on relevant theoretical frameworks applicable to understanding the internal, external and competitive environments of your business; and discuss how these frameworks helped in shaping decisions made in your BSG.
Here students should reflect on various theoretical tools discussed in class and present as they apply to analysing each of the three strategic environments of business – i.e. internal, external and competitive environments. At least one theoretical framework must be presented for each of the environments. An outstanding work will consider a minimum of two in each case and also reflect on their limitations. It is crucial that students clearly demonstrate how the theoretical frameworks were applied in their decision making during the BSG.
2.1. Macro-environment (External Environment) Here students should address the macro environment for their organization using appropriate theoretical frameworks. Diagrams may enhance the presentation quality but application is more important at level 6.
2.2. Meso-environment (Competitive Environment) Here students should address the meso-environment, i.e. the competitive and market environment of their company, using appropriate theoretical frameworks. Diagrams may enhance the presentation quality but application is more important at level 6.
2.3. Micro-environment (Internal Environment) Here students should address the micro-environment environment of their organization, using appropriate theoretical frameworks. Diagrams may enhance the presentation quality but application is more important at level 6.
- Critically evaluate the impact of ONE specific emerging technology on the future of your business and make useful recommendations to future managers. Here students demonstrate understanding of emerging technologies.
Students should demonstrate awareness of a range of emerging technologies which may be relevant to the nature of their company’s business – these should include any emerging technologies in the form of Artificial Intelligence, Robotics, 3-D Technology, Cloud-based Technologies, etc. Students should identify ONE emerging technology relevant to their company’s present or future operations; and critically evaluate its impact on the activities of their organization (these must be discussed rather than being simply presented as bullet points or in simple tabular form).
- Students should present useful recommendations that future senior managers could consider – either to take advantage of opportunities OR address challenges, following the critical evaluation of the impact of the identified emerging technology on the organization.
- Conclusion In this section, students should offer an overall summary of their company’s performance against investor expectations set year by year. This does not need to be lengthy or detailed, but should cover key KPIs such as Finance, CSR, Earnings Per Share, etc.
References Insert Harvard-style bibliograph
We start with very good numbers to achieve our goals.
This are the photos u can use to explain ,but what it matters it’s the performance.
Unfortunately one of the participants didn’t cooperate and we get really bad results for year 12 ….our hard work for year 11 seems to collapse .
RESULTS LOOKS REALLY LOW -WE HAVE TO CATCH UP WITH THE COMPATITORS AND TO MAKE SURE ALL OUE MANAGEMENT FOLLOWING THE FINAL DECISIONS –
- WE COULD WORK OUT A BETTER NUMBER WITH ONE OF OUR TEAMLEADER BY ADJUSTED THE DISTRIBUTION TO MAKE BETTER NUMBERS ,WE ARE SPENDING CASH TO PRODUCE MORE SHOES
- SMALL TWEAKS ON DISTRIBUTION AND INVENTORY CLEARANCE AND WE GOT A FEW EXTRA POINTS
- BASICALLY WE HAVE A LOW ENDING CASH BECAUSE WE BOUGHT OUR STOCK BACK AND THAT’S A GOOD THING FOR THE GAME
- WE ARE CONSOLIDATING OUR COMPANY RATHER THAN DILUTING IT BY RELEASING MORE SHARES TO RAISE CAPITAL
THEREFORE WE GOT A REALLY GOOD SCORE FORE YEAR 14
- WE MADE OUR DECISION AND THE NUMBERS LOOKED REALLY GOOD
- THEN A NEGATIVE IMPACT COME TRUE FROM ONE OF THE PARTICIPANTS AGAIN THE SAME PROBLEM AND THE SAME MANAGER – POOR CONNECTION WITH THE TEAM
- THIS ARE OUR NUMBERS AT THE MOMENT AND WE ARE STOCKED
- ASKING FOR HELP
- WE ARE LOOSING OUR COMPANY
- THE COMPATITORS BIT AS
Year 16-final decision
- Decrease salary
- Bought furniture in asia
- Increase retail price
- Decrease everything whatever its give us better result in the end of the game