...OF BUSINESS Department of Management Business Policy 5100 (Tuesday – Thursday – All Sections) Prof. David W. Falk Seminar in Business Policy Fall, 2015 Office: Vertical Campus, Room 9-250 I Phone: (646) 312-3676 Office Hours: Tuesdays, Thursdays -- 3:30PM - 4:00PM, and by Appointment E-mail addresses: DWFalk@Flash.net and David.Falk@baruch.cuny.edu Pager: (917) 853-3878 (leave a verbal message after the tone) Required Textbooks: 1) Parthasarthy, Raghavan & Booke, Alvin L.; Strategic Management: A Primer; Strategy Consulting Group: Ramsey, NJ; 2013. (SM) 2) Thompson, Arthur A. & Stappenbeck, Gregory J.; GLO-BUS On-Line Business Simulation; McGraw-Hill/Irwin: Burr Ridge, IL (accessed via: http://www.glo-bus.com). (GLO) 0 These texts are all required reading. 1 It is suggested that students familiarize themselves with the Participant’s Guide to the GLO-BUS On-Line Business Simulation immediately since approximately 25% of your final grade will be dependent on the grade earned for this team-based project. 2 Students will be required to keep in touch with current events via the business sections of major newspapers, journals, periodicals and the Internet. Your class participation will be measured largely through your ability to apply the theories and models of strategic management to current events found throughout these sources. Course Objectives: BPL 5100 is an interdisciplinary capstone seminar...
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...Glo-Bus Business Strategy Game Demystified Tips & Tricks to Get a Step Ahead of the Competition in the Glo-Bus Business Strategy Game Ross. T Arnold Élan Valdiviourivich Vijay Sarkar Glo-Bus Business Strategy Game Demystified Glo-Bus Business Strategy Game Demystified Tips & Tricks to Get a Step Ahead of the Competition in the Glo-Bus Business Strategy Game Ross. T Arnold Élan Valdiviourivich Vijay Sarkar 1 Glo-Bus Business Strategy Game Demystified Disclaimer The authors of this e-book took part in the Glo-Bus Business Strategy Game during the year 2009. They are not involved in developing the systems for the strategy game or connected in any other way to the publishers and developers of the Glo-Bus Business Strategy Game. This is a peer to peer knowledge transfer effort to share the experience we had while participating in the game. We do not claim any ownership of brand names mentioned herein. 2 Glo-Bus Business Strategy Game Demystified Table of Contents Introduction ……………………………………………………. 04 What Will this Guide Book Give You? …………………………. 05 First Things First – 7 Essential Requirements to Perform Well in the BSG ……………………………………………….... 06 How to Start Your Game? ……………………………………… 09 Importance of Practice Decisions ………………………………. 12 User Guide to the Participant’s Guide …………………………... 13 Using the Reports ………………………………………………. 14 Tracking Your Competitors – On the Game and Off the Game ... 18 It’s Just a Game! (Know the Rules and You Can...
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...Participant’s Guide 2012 Edition 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 © 2012 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 GLO-BUS 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...
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...Participant’s Guide 2015 Edition 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. The Business Strategy Game is published and marketed exclusively by McGraw-Hill Education, Inc., 1333 Burr Ridge Parkway, Burr Ridge, IL 60527 Copyright © 2015 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 ...
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...the instructor. Students are required to activate and maintain a Ryerson Matrix e-mail account. This shall be the official means by which you will receive university communications. Faculty will not respond to student enquiries from any other e-mail address. See Pol# 157 found at www.ryerson.ca/senate/policies/ for further information on this issue. COURSE DESCRIPTION This course introduces the concepts and complexities of the contemporary global business environment with an emphasis on global competitiveness and the main functional areas of management: planning, organizing, controlling, and leadership. Topics include: origins of management, forms of business ownership, entrepreneurship and intrapreneurship, organization structure, strategy, and international management. A computer-assisted management simulation will be used. Lecture: 3 hrs. COURSE OVERVIEW |Learning Goals |Learning Objectives |Assurances of Learning...
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...Analysis 2 The Glo-Bus application was a very challenging and intriguing exercise.Starting out in the simulation, our team was positioned well with a good strategy and several strengths in our first couple of years. Despite thisstrong start, we struggled to adapt to the changing market conditions and adapting our strategy accordingly. Ultimately, we gained several new insights that should help us each in our future strategy formation andexecution efforts. Strategy As a co-management team we quickly formulated our plan of attack.We decided to plan weekly phone conference with all the managers of Distinguished Images. We felt that this would be the most effective opportunity for our management team to talk through our strategies andcollaborate on a plan of attack. By doing this, we were able to voice our intentions for the company and give our input as individuals to reach towardthe vision of the company as the weeks progressed. We also adopted ourcompany vision statement:“Distinguished Imaging strives to be the global market leader inreliable and technologically advanced digital cameras. We are focusedon meeting our customer’s needs for advanced technology productsand seek to be the 1st choice in digital imaging technology.”By having our vision statement early on, we were working to “be unified intoa coordinated, cohesive effort” (Thompson, Strickland & Gamble, 2008,p.15). From a strategic perspective, Distinguished Images initially sought to offer quality products at a...
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...GLOBUS QUIZ 2 Latest Click below link for Answer http://workbank247.com/q/globus-quiz-2-latest-version/26584 http://workbank247.com/q/globus-quiz-2-latest-version/26584 1) A dependable and attractive strategy for managers to use in trying to boost their company’s EPS is to 2) Which of the following actions is unlikely to help make a company’s multi-featured camera offering more competitive vis-à-vis the brands of rival firms? 3) In which one of the following situations does it make the most sense for a company to consider shifting away from pursuit of a strategy to strongly differentiate its multi-featured cameras from the multi- featured camera models of rival companies and sell its multi-featured cameras at a premium price? 4) If a company has an unappealingly low market share of entry-level cameras sales in North America because it is being outcompeted by various rival companies, then company managers should 5) The most important (or essential) result from the latest decision round that company managers need to review/study in order to guide their strategic moves and decisions to improve their company’s competitiveness and rank among the top-performing companies in the upcoming decision round are 6) Assume a company’s Income Statement for a given quarter is as follows: Based on the above data, which of the following statements is false? 7) Assume a company’s Income Statement for a given period has the following entries: Based on...
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...Business School School of Management MGMT3101 INTERNATIONAL BUSINESS STRATEGY Course Outline Semester 2, 2015 Part A: Course-Specific Information Part B: Key Policies, Student Responsibilities and Support business.unsw.edu.au CRICOS Code 00098G Table of Contents PART A: COURSE-SPECIFIC INFORMATION 3 1 STAFF CONTACT DETAILS 3 2 COURSE DETAILS 3 2.1 2.2 2.3 2.4 2.5 Teaching Times and Locations Units of Credit Summary of Course Course Aims and Relationship to Other Courses Student Learning Outcomes 3 LEARNING AND TEACHING ACTIVITIES 3 3 3 4 4 6 3.1 Approach to Learning and Teaching in the Course 3.2 Learning Activities and Teaching Strategies 6 6 4 7 ASSESSMENT 4.1 Formal Requirements 4.2 Assessment Details INDIVIDUAL ASSESSMENTS 7 7 8 4.2.1 Individual Written Assignment (25%) 8 4.2.2. Quiz (total 20%) 9 4.2.3. Individual Participation (10%) 9 4.2.4. Peer Evaluation and Team Reflective Journal 10 4.2.4.1. Peer Evaluation (weighting marks on group assessments) 10 4.2.4.2. Team Reflective Journal (5%) 10 4.2.5. Team Case Analysis (15%) 11 4.2.6. Team Simulation Performance (25%) 12 4.3. Late Submission 14 14 5 COURSE RESOURCES 14 6 COURSE EVALUATION AND DEVELOPMENT 15 7 COURSE SCHEDULE 16 PART B: KEY POLICIES, STUDENT RESPONSIBILITIES AND SUPPORT 17 8 PROGRAM LEARNING...
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...Business School School of Management MGMT3101 INTERNATIONAL BUSINESS STRATEGY Course Outline Semester 2, 2015 Part A: Course-Specific Information Part B: Key Policies, Student Responsibilities and Support business.unsw.edu.au CRICOS Code 00098G Table of Contents PART A: COURSE-SPECIFIC INFORMATION 3 1 STAFF CONTACT DETAILS 3 2 COURSE DETAILS 3 2.1 2.2 2.3 2.4 2.5 Teaching Times and Locations Units of Credit Summary of Course Course Aims and Relationship to Other Courses Student Learning Outcomes 3 LEARNING AND TEACHING ACTIVITIES 3 3 3 4 4 6 3.1 Approach to Learning and Teaching in the Course 3.2 Learning Activities and Teaching Strategies 6 6 4 7 ASSESSMENT 4.1 Formal Requirements 4.2 Assessment Details INDIVIDUAL ASSESSMENTS 7 7 8 4.2.1 Individual Written Assignment (25%) 8 4.2.2. Quiz (total 20%) 9 4.2.3. Individual Participation (10%) 9 4.2.4. Peer Evaluation and Team Reflective Journal 10 4.2.4.1. Peer Evaluation (weighting marks on group assessments) 10 4.2.4.2. Team Reflective Journal (5%) 10 4.2.5. Team Case Analysis (15%) 11 4.2.6. Team Simulation Performance (25%) 12 4.3. Late Submission 14 14 5 COURSE RESOURCES 14 6 COURSE EVALUATION AND DEVELOPMENT 15 7 COURSE SCHEDULE 16 PART B: KEY POLICIES, STUDENT RESPONSIBILITIES AND SUPPORT 17 8 PROGRAM LEARNING...
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...INDIVIDUAL REPORT ON SIMULATION EXERCISE (GLO-BUS) COMPANY NAME: X (Company E) INTRODUCTION/ GENERIC STRATEGY We began managing our company, X, intuitively. However, as the operating year progressed our strategic direction began evolving as a mixed yet responsive strategy. We developed two different strategic directions, one for the Entry-level cameras and the second for the Multi-featured cameras, hence a mixed strategy. For the Entry-level camera we applied the Best-cost provider or the Hybrid strategy as we provided a low cost yet unique product as it offered high value and quality. The goal behind this strategy was to increase profitability and outcompete our rivals through increased market share. While for the Multi-featured cameras we implemented a focused differentiation strategy, as we decided to provide a unique product with a high price, to achieve a very high PQ rating. We chose this strategy because we found a gap in the Multi-featured camera market, as there was no other company producing a high quality camera at a premium price. Both of these strategic directions were driven by the responsiveness of the competitive market. For both types of our cameras we tried to find a gap in the market and take advantage of it. Therefore, we chose the hybrid strategy for the Entry-level camera and the focused differentiation strategy for the Multi-featured camera. INDUSTRY OVERVIEW: PESTEL Political Since we operate in four major geographical areas...
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...Overall Strategic Objectives 3 Market Analysis 5 Marketing Strategies and Outcomes 10 Financial Position 11 Competitive Analysis 15 Summary 17 References 18 Appendix 1 20 Appendix 2 21 Appendix 3 22 Appendix 4 23 Appendix 5 24 Appendix 6 26 Introduction Written by: R. Duve De Light Cameras is in a highly competitive market, and has been for the last 5 years. We offer multiple models of entry level and high end cameras, while competing against four other companies in four areas around the world. We had a goal of being a recognizable, repeatable company, offering quality products at reasonable prices which we achieved with a broad differentiation strategy. Our success was marked by becoming the industry leader at the end of year 10, and this strategic assessment will show what we did and why following our Strategic Plan and Forecast Document. It is important to note that our original Strategic Plan omitted some quantifiable data, but that error was addressed and data is included in this document. This Strategic Assessment Document evaluates De Light Cameras plan for the last 5 years and how the lessons learned will create a new path forward. The Mission Statement, Vision and Goals were prepared by the entire Delta Team in the revised Strategic Plan and included here in Appendix 1 for reference. This paper includes a discussion of the Overall Strategic Objectives, Market Analysis, Marketing Strategies and Outcomes, Financial Position and Competitive Analysis with...
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...GLO-BUS SIMULATION DO YOU EVEN LIFT The Glo-bus simulation was a unique experience that all students should participate in order to manage a business in a competitive industry. From a strategic perspective, Do you even lift's initial goal was to make the highest profits and return on equity in both markets by offering a quality entry level and multi featured camera at a reasonable price throughout the game. Despite the sluggish start, we created a big shock in the industry half way through the simulation which quickly transcended our company to become one of the top companies in camera industry. Strengths and Strategies Do you even lift began to dominate the industry by producing and offering a strong quality product in multi feature market and keeping the rest of the costs low and price such as the entry level production and compensation of workers. We decided to employ a strategy that will correct our weaknesses from our worst year in Year 10. Since our entry-level camera was above average during year 10, we wanted to produce a five star multi featured camera. We made sure we produce a product proportional to the compensation of relative productivity of workers. The reason why we wanted to produce the highest quality product because we believed consumers would appreciate our product as time went on as we distinguished ourselves as the best multi featured camera in the market. Since we wanted to stick by our original goal, we decided to lower the price and costs...
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...Exposure: Three-Year Strategic Plan Sean McNeely University of Maryland University College Table of Contents Table of Contents 2 Introduction 3 Vision Statement 3 Mission Statement 3 Core Values 3 Objectives 4 SWOT Analysis 5 Michael Porter’s “Five Forces” 8 Product Design and Assembly Strategy 10 Marketing Strategy 12 Compensation and Labor Strategy 13 Corporate Citizenship 15 Financial Strategy 15 Summary 16 References 17 Exposure: Three-Year Strategic Plan Introduction Exposure currently shares the global camera market evenly with four competing rivals. While we enjoy a strong competitive position in the North American market, Exposure’s future will depend on our ability to increase our competitive edge over rivals in the other three primary global markets. This Strategic Plan details the priorities, goals, and basis for decision-making we will use to gain a larger slice of the global camera market over the next three years, while ensuring good corporate citizenship, stability, and growth. Vision Statement We at Exposure pride ourselves on our core values, which ultimately filters into our products, employees, services, and reputation. Furthermore, we strive to be environmentally sound and safe so that our children are able to enjoy this beautiful world as we do today so that it is able to be captured by the quality cameras we produce. Mission Statement Our...
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...Yvonne Gamblin U02a1 Glo-Bus Decision Year 6 October 24, 2010 According to Pearce II and Robinson, "Strategic Management is defined as the set of decisions and actions that result in the formulation and implementation of plans designed to achieve a company's objectives." (p. 3 para 2) Therefore, our decisions below will show our strategic plan will make our company more competitive than our competitors and our cameras most sought after. Eazy Pics Strategy Because entry-level cameras are more widely used by the general public both here in the U.S and worldwide, our main source of revenue will be on these cameras for all four geographic regions. Our plan is to be very competitive in these cameras in both the design of the cameras (components and selling price). We believe these cameras will be our main source of revenue versus the multi-featured cameras for these cameras’ main target is those individuals who are professional photographers or are more familiar with cameras and require more special/unique camera components. Also, our main source of revenue will come from North America and Europe while the other two will generate less revenue for both camera types. However, we intend to meet the demand for all four geographic by the following decisions. The most recent decisions that our team has decided to implement originated within marketing and assembly. Eazy Pics recognizes that price is...
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...Global Advanced Research Journal of Management and Business Studies Vol. 1(4) pp. 126-133, May, 2012 Available online http://garj.org/garjmbs/index.htm Copyright © 2012 Global Advanced Research Journals Full Length Research Paper Impact of Motivation on the working performance of employees- A case study of Pakistan. Akbar Ali1, Maira Abrar2 , Jahanzaib Haider 1 Bahaudin Zakariya University, Multan, Sub-Campus, Dera Ghazi Khan, Pakistan. Tel: 92-331-7304678, 2 3 Bahaudin Zakariya University, Multan, Sub-Campus, Dera Ghazi Khan, Pakistan. Bahaudin Zakariya University, Multan, Sub-Campus, Dera Ghazi Khan, Pakistan. Tel: 92-331-3312626, Accepted 10 April, 2012 Motives are key to human behavior. It plays an important role in performance and other activities and as such the manager should know what motivation is and how subordinates can are motivated towards performance. This study investigates the role of motivation on employees’ performance as the history of explaining human or animal behavior is not new.” why did one do what one did “had been the subject of working even in the past, some human behavior was explained as an outcome of demos impedance and this explanation was unscientific. Efforts were also made to determine principles which could explain human behavior. McDougall emphasized that man’s social behavior can be explained in terms of instincts which was later on criticized. Freud used “unconscious metal process” to explain behavior especially...
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