CFO presents – internet expectations‚ circle/highlight key points‚ notable figures such as EPS‚ operating margins‚ overall results‚ state what market(s) can use improvement and why CMO – compare our results to that of our closest competitor‚ IE our strategy is higher prices/lower availability‚ Group H also offers higher prices but many more models‚ Declare what strategy was – CMO Best cost was our strategy CEO – compare results to that of our rivals. Where we are/ where we want to be . Discuss
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BSG Quiz 2 Answers The highlighted red answers are the ones that are correct. The simplest way of navigating through this document is to press find and put down a very unique quote from the question on BSG. For example to find the answer for the question below would be the find the quote “companies can expect to sell”. Make sure it is 100% the same question and answers and you will do very well on this quiz. Some questions have similar wording and the question may be further down the document. Another
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BSG Quiz 1 Answers The highlighted red answers are the ones that are correct. The simplest way of navigating through this document is to press find and put down a very unique quote from the question on BSG. For example to find the answer for the question below would be the find the quote “companies can expect to sell”. Make sure it is 100% the same question and answers and you will do very well on this quiz. Some questions have similar wording and the question may be further down the document. Another
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BSG Online Game Branded Sales Forecast Screen: – The most important screen of all the decision screens. * Initially do not make drastic changes to competitors’ numbers as it is too early in this round to get a clear picture. * Forecasts are generated and are only as accurate how you estimate the Industry average marketing effort. * Inventory clearance = liquidate the inventory at the beginning of the next year. Plant Capacity Screen: * 2 million pairs in NA region and 4 million
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1. Assume a company’s Income Statement for Year 12 is as follows: Income Statement Data Year 12 (in 000s) Net Revenues from Footwear Sales $ 280‚000 Cost of Pairs Sold 150‚000 Warehouse Expenses 15‚000 Marketing Expenses 35‚000 Administrative Expenses 8‚000 Operating Profit (Loss) 72‚000 Interest Income (expenses) (10‚000) Pre-tax Profit (Loss) 62‚000 Income Taxes 18‚600 Net Profit (Loss) $ 43‚400 Based on the above income statement data (assume interest income is zero)‚ the company’s interest
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Group E of Industry 1 was consisted of following three members: 1. Nirius Irani 2. Masoud Alawi 3. Claudio Ramirez I would not say we fared well in our BSG game and there were multiple reasons that contributed to our final rank. To be honest we could not understand the game at all and when we started to understand it‚ the game had been over for us. We analysed our performance and below are some of our reflections and lessons learnt. Our strategy was to keep the cost low but we did not
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2015/2/16 INDUSTRY 1 DECISION ENTRIES — GG GameOver YEAR 17 CORPORATE SOCIAL RESPONSIBILITY AND CITIZENSHIP Use of "Green" FootwearMaking Materials Use of Recycled Boxing / Packaging Energy Efficiency Initiative ($000s per distribution center and per million pairs of plant capacity) No No 100 BRANDED SALES FORECAST (internet and wholesale) Total Dollars % of PreTax Profit 0 0.0% None No Ethics Training / Enforcement Workforce Diversity Program North America Market EuropeAfrica Market
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The Business Strategy Game COMPETING IN A GLOBAL MARKETPLACE 2010 Edition Player’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. The Online Edition of The Business Strategy Game is published and marketed exclusively by McGraw-Hill/Irwin‚ 1333 Burr Ridge Parkway‚ Burr Ridge‚ IL 60527 Copyright © 2010 by GLO-BUS Software‚ Inc. All rights reserved. No part of this document
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DECISION SCREEN HELP PAGES FOR The Business Strategy Game Compiled and made available with permission from the BSG-Online authors and GLO-BUS Software‚ Inc. by BSG-Booster www.bsg-booster.com Copyright © 2006 CMI Consulting‚ LLC. Any republication or redistribution‚ in whole or in part‚ without the consent of CMI Consulting‚ LLC and GLO-BUS Software‚ Inc. is prohibited. DECISION HELP PAGE CONTENTS Branded Sales Forecast ...........................................................
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Year 11 主要是把Net profit提升至大約20%。 我們經營的4個地方：North America‚ Europe-Africa‚ Asia-Pacific‚ Latin America 以下為我們更改了的data和一些總結： Internet Segment ：我們有 4個factors作出調整，包括：Models Offered 減少至151和 S/Q Rating下降至4，從而減低成本，增加profit和提升了Market Share。結果是我們A Company於7隊之中，在Internet segment的market share是最大的。 Wholesale Segment：我們有4個factors作出調整，包括：Price增加$2至$50、S/Q Rating減少至4、Models Availability減少至151、Rebate Offer增加至$5、Delivery Time增加至4 week。 結果是我們A Company於7隊之中，在Wholesale segment的market share是最小的，可能我們有些決定做錯了，例如：Deliver
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