Business Strategy Game (BSG): Breaking the Ice Purpose: Students will spend a significant amount of time working in teams in Business Strategy Game-based activities this semester. These activities range from team exercises (such as this one), to decisions related to the simulation, and to the annual report, to name just a few. As such, it is best that team members get to know one another and their abilities, develop their common goals, and build their work processes as quickly as possible. This
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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
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Company Background This report is a comprehensive marketing plan for Burlington Sporting Goods, located in Alamance County, NC. Burlington Sporting Goods (BSG) is Alamance County’s oldest sporting goods store. Since the store opened in October 1947, BSG has offered a wide variety of sport related products and services to the people of Burlington and Graham. Along with retail sporting goods and apparel, BSG offers corporate screen-printing for team uniforms, a basketball facility and an indoor batting
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Business Policy Course Time / Location: R 7:20 – 10:00 pm / BRN 205 Instructor / Office / Phone: Taewan Kim, PhD / Brennan Hall 425 / 941-4166 Office Hours: TR 2:30 – 4:00 pm or by appointment e-mail: taewan.kim@scranton.edu Course description This is the capstone course. It is designed to integrate knowledge gained from other business courses and apply that knowledge to policy and strategy development in situations facing general managers and business leaders. Emphasis will be
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Syllabus MGT 496 Strategic Management and Policy, Spring 2016 Instructor: | Dr. Jim Sundali | Office: | 401D Business Administration | Class: | MW 1:00 & 4:00 in AB 102 | Office Hours: | MW 11:00-12:45 | Phone: | 775-682-9176 | E-mail: | jsundali@unr.edu (best way) | Web Site: | http://www.business.unr.edu/sundali/ | WebCampus: | http://wcl.unr.edu | Catalog Description Emphasis on the application of knowledge from all functional areas of business to organizational
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The Business Strategy Game COMPETING IN A GLOBAL MARKETPLACE 2012 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 © 2012 by GLO-BUS Software, Inc. All rights reserved. No part of this document
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Post-Game Memo By: Kristine Keith BA 4503-01 Business Policy and Strategy November 5, 2012 Real World Application There are many ways the BSG experience can be used in the real world. The biggest lesson I learned was adaptability. The results of each year of the game were unpredictable. It was difficult for me not to rely on the projected numbers when adjusting our decisions, but I learned early on that those numbers were based on how other
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My Learning Tab Email Calendar Groups Timetable Feedback Password Preferences Coursework Header Sheet 227987205 Course BUSI1324: Managing Strategy Course School/Level Coursework Reflective Report Assessment Weight Tutor VJ Torlo Submission Deadline Coursework is receipted on the understanding that it is the student's own work and that it has not, in whole or part, been presented elsewhere for assessment. Where material has been used from
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The Business Strategy Game Competing in a Global Marketplace • Home • Instructors • Students • Support Making A Branded Sales Forecast Explanations — Information on Rules/Procedures — Suggestions and Tips This screen is exceptionally important and, properly used, is a very powerful tool for making shrewd decisions. It should always be your starting point for making upcoming-year decisions because the number of branded pairs you anticipate selling drives how many pairs to produce
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by smartphone technology. Customers raved about Uber’s reliability and convenience. The breathtaking efficiency of its value proposition had fueled astonishing growth: It was now said to be booking 2 million1 rides a day, and although it did not report revenues as a private company, analysts estimated Uber’s net commission from drivers would come in between $1.5 billion and $2 billion2 in 2015. But if there was an adage about disruptive technology companies—”move fast and break things”— few companies
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