Patricipants Guide

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Participant’s Guide
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.

GLO-BUS is published and marketed exclusively by McGrawHill/Irwin, Inc., 1333 Burr Ridge Parkway, Burr Ridge, IL 60527

Copyright © 2009 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 database 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

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 PC-based exercise, modeled to reflect the real-world character of the globally competitive digital camera industry and structured so that 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 learned in business school and where you can be businesslike and logical in deciding what to do. Everything about your company and the industry environment you will operate in has been made as realistic as possible in order to provide you with a close-to-real-life managerial experience. Each decision period in GLO-BUS represents a year. The first set of decisions you and your co-mangers will make is for Year 6. As soon as you get to the screens, you should view/print a copy of the Year 5 Company Operations Reports and review your company’s operating results. You and your co-managers will make decisions each period relating to the design and performance of the camera line (10 decisions), production operations and worker compensation (15 decisions), pricing and marketing (16 decisions), corporate social responsibility and citizenship (up to 6 decisions), and the financing of company operations (4 decisions). In addition, there is accounting and cost data to examine, import duties and exchange rate fluctuations to consider, and shareholder expectations to satisfy....
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