GLO-Bus Video PowerPoint
1. - Wearable (and mountable) video cameras (like GoPro)
- Camera-equipped copter drones suitable for a variety of commercial purpos-
es.: GLO-BUS is an online exercise where you will run a company that is racing for
global market leadership in two product categories:
2. : Your company will compete against rival companies in your class that design,
assemble, and market these same two products.
3. : The central purpose of GLO-BUS is to provide you with a "close-to-real-life
managerial experience"—one that provides you with a stronger grasp of business
policy—learning how to manage business decision making across many disciplines
in a globally competitive market environment.
4. The company began as a maker of wearable video cameras 5 years ago. It
entered the market for camera-equipped drones 2 years ago.: Your company
has been in business for 5 years, and you have now been hired at the end of Year 5
to take charge of the company's operations.
5. : So the first set of decisions you and your co-managers will make is for Year 6.
6. : Each decision period in GLO-BUS represents a year.
7. But your company owns only one manufacturing facility located in Taiwan,
where all assembly takes place. Product are made and then sold and shipped
to buyers around the 4 geographic regions.: You will be selling and shipping
products on a worldwide basis: in North America, Asia-Pacific, Europe-Africa, and
Latin America.
8. In Year 5, your company had worldwide sales of 840,000 video cameras and
140,000 camera-equipped drones. Revenues in Year 5 were $327.8 million and
net earnings were $15 million, equal to $1.50 per share of common stock.: All
competitors will start out on the same footing in year 5—with equal sales volume,
global market share, revenues, profits, costs, product quality, etc..
9. : Your company, in year 5, is in sound financial condition, is performing well, and
its products are well-regarded by users.
10. - Product Design: Camera/drone components and features, product perfor-
mance, quality, number of models and R&D (up to 21 decisions)
- Product Assembly: Production operations and worker compensation (up to
8 decisions for each product)
- Marketing: Pricing, placement and promotions; brand image (7 decisions for
cameras/6 for drones)
- Social responsibility: Corporate citizenship (as many as 6 decisions)
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, GLO-Bus Video PowerPoint
- Company financing: Company cash flow management (as many as 8 deci-
sions).: You and your co-managers will make decisions each period relating to:
11. - Price
- Product performance and quality
- The number of camera/drone models
- Annual number of weekly sales promotions
- The size of the discounts offered to retailers during weekly sales promotions
- Advertising spending
- Website improvement and web page displays
- Number of retailers stocking and merchandising the company's products
- Length of your product warranty period
- Company image/brand reputation: Market share competition will be based on 10
specific factors:
12. : There are many ways to run your company to develop a strong market position
and striving for good performance.
13. - Companies can have a strategy aimed at being the clear market leader in
(a) wearable video cameras or (b) camera-equipped drones or (c) both.
- Companies can focus sales activities on one or two geographic regions or
strive for strong worldwide coverage.
- Companies can pursue essentially the same competitive approach world-
wide or craft different strategies for the Europe-Africa, Asia-Pacific, Latin
America, and North America markets.: Companies can pursue a competitive
advantage keyed to:
- low-cost/low-price.
- top-of-the-line quality and performance.
- more value for the money.
14. : There is no one right formula for achieving success.
15. - It is not overpowered by the strategies of competitors
- It is not defeated by too many copycat strategies that dilute its effectiveness.-
: Most any well-executed competitive approach is capable of succeeding, provided
that:
16. : In other words, strategies and decisions employed by rival companies will
determine your success or failure in the market.
17. - Stay on top of changing market and competitive conditions
- Avoid being outmaneuvered and put into a competitive bind by the actions
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1. - Wearable (and mountable) video cameras (like GoPro)
- Camera-equipped copter drones suitable for a variety of commercial purpos-
es.: GLO-BUS is an online exercise where you will run a company that is racing for
global market leadership in two product categories:
2. : Your company will compete against rival companies in your class that design,
assemble, and market these same two products.
3. : The central purpose of GLO-BUS is to provide you with a "close-to-real-life
managerial experience"—one that provides you with a stronger grasp of business
policy—learning how to manage business decision making across many disciplines
in a globally competitive market environment.
4. The company began as a maker of wearable video cameras 5 years ago. It
entered the market for camera-equipped drones 2 years ago.: Your company
has been in business for 5 years, and you have now been hired at the end of Year 5
to take charge of the company's operations.
5. : So the first set of decisions you and your co-managers will make is for Year 6.
6. : Each decision period in GLO-BUS represents a year.
7. But your company owns only one manufacturing facility located in Taiwan,
where all assembly takes place. Product are made and then sold and shipped
to buyers around the 4 geographic regions.: You will be selling and shipping
products on a worldwide basis: in North America, Asia-Pacific, Europe-Africa, and
Latin America.
8. In Year 5, your company had worldwide sales of 840,000 video cameras and
140,000 camera-equipped drones. Revenues in Year 5 were $327.8 million and
net earnings were $15 million, equal to $1.50 per share of common stock.: All
competitors will start out on the same footing in year 5—with equal sales volume,
global market share, revenues, profits, costs, product quality, etc..
9. : Your company, in year 5, is in sound financial condition, is performing well, and
its products are well-regarded by users.
10. - Product Design: Camera/drone components and features, product perfor-
mance, quality, number of models and R&D (up to 21 decisions)
- Product Assembly: Production operations and worker compensation (up to
8 decisions for each product)
- Marketing: Pricing, placement and promotions; brand image (7 decisions for
cameras/6 for drones)
- Social responsibility: Corporate citizenship (as many as 6 decisions)
1/6
, GLO-Bus Video PowerPoint
- Company financing: Company cash flow management (as many as 8 deci-
sions).: You and your co-managers will make decisions each period relating to:
11. - Price
- Product performance and quality
- The number of camera/drone models
- Annual number of weekly sales promotions
- The size of the discounts offered to retailers during weekly sales promotions
- Advertising spending
- Website improvement and web page displays
- Number of retailers stocking and merchandising the company's products
- Length of your product warranty period
- Company image/brand reputation: Market share competition will be based on 10
specific factors:
12. : There are many ways to run your company to develop a strong market position
and striving for good performance.
13. - Companies can have a strategy aimed at being the clear market leader in
(a) wearable video cameras or (b) camera-equipped drones or (c) both.
- Companies can focus sales activities on one or two geographic regions or
strive for strong worldwide coverage.
- Companies can pursue essentially the same competitive approach world-
wide or craft different strategies for the Europe-Africa, Asia-Pacific, Latin
America, and North America markets.: Companies can pursue a competitive
advantage keyed to:
- low-cost/low-price.
- top-of-the-line quality and performance.
- more value for the money.
14. : There is no one right formula for achieving success.
15. - It is not overpowered by the strategies of competitors
- It is not defeated by too many copycat strategies that dilute its effectiveness.-
: Most any well-executed competitive approach is capable of succeeding, provided
that:
16. : In other words, strategies and decisions employed by rival companies will
determine your success or failure in the market.
17. - Stay on top of changing market and competitive conditions
- Avoid being outmaneuvered and put into a competitive bind by the actions
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