1. The Learning Strategy and Mental Discipline of Marketplace

2. Learning Strategy I listen, I forget. I see, I remember.
I do, I understand.
Old Chinese Proverb

3. Learning Strategy
Business simulations are a form of combative training where participants pit their business skills against those of formidable opponents under the watchful eye of a training coach.

4. When we study one discipline at a time, we are like a bunch of blind people trying to understand what an elephant is.
Please tell me
what it is?
It’s a snake.
It’s a
tree trunk.
It’s a sheet
of rawhide.
It’s a steel
tube.

5. With business simulations, you can crawl all over and under the enterprise to help you to see and understand the whole thing.
Accounting
Marketing
Distribution
It is an
enterprise!
Production
Finance
Human
Resources

6. Team of Experts Helped to Design a Very Realistic Learning Environment
Harry Bruce – leadership, governance
Joyce Russell – team work, human resources
Jim Reeve – accounting, profit analysis
Sarah Gardial & Bob Woodruff – customer value
Jim Wansley – finance
Dominique Garval – business strategy
Ernie Cadotte – marketing
Ken Gilbert – production processes
Ivan Slimak – brand design, quality processes
Tom Mentzer – supply chain

7. Learning Strategy: Learn by Doing
Participants learn about all aspects of business by managing a simulated business.
The Marketplace scenario follows the lifecycle of a new product and new business.
Business decisions are introduced as they become relevant in the evolution of the company.

8. Mental Discipline & Business Culture
Develop leadership, teamwork and interpersonal skills.
Promote better decision making by learning to manage a totally integrated company, including the management of sales outlets, marketing, production, and human and financial resources.
Facilitate learning of important business concepts, principles and ways of thinking.

9. Mental Discipline & Business Culture
Develop strategic planning and execution skills within a rapidly changing environment.
Instill a bottom line focus and the simultaneous need to deliver customer value.
Crystallize the financial implications of business decisions and how they flow to bottom-line performance.

10. Mental Discipline & Business Culture
Discover how important it is to use market data and competitive signals to adjust the strategic plan and more tightly focus business tactics.
Live and breathe performance-based management
Learn what it takes to start up and manage a new venture.

11. Mental Discipline & Business Culture
Build confidence through knowledge and experience.

12. How is the business simulation conducted?
Teams are placed in a new venture scenario - starting up and running a new business.
The opposition is played out by competing teams.

13. Objective is to profitably capture a dominant market position
Business Team
Market
Opponent
Objective is to profitably capture a dominant market position

14. Business Teams Marketing Finance Distribution Production
Each team member assumes a tactical area of responsibility.
Marketing
Finance
Distribution
Production
Marketing Research
Overall Management

15. How conducted?
Business team receives information on current situation.
Current situation is evaluated, strategy formulated and tactics set in placed.
Tactical decisions are fed into the Marketplace simulator, along with decisions of opponents.
Results of decisions are fed back to business team.

16. How conducted?
The business team can acquire information on what is happening in the marketplace:
internal operations
customer reaction to market decisions
competitor actions
Current situation is evaluated, strategy formulated, and tactics set in place.
Tactical decisions are again fed into the Marketplace simulator.

17. Game Scenario
You and your business partners have decided to enter the international microcomputer industry.
The microcomputer industry is in its introductory stage of the product life cycle.
Several other international firms are entering the market at the same time.

18. Sales Offices Montreal Paris Toronto Berlin Calgary Rome Vancouver
London
Beijing
Shanghai
Guangzho
Tianjin
Curitiba
Rio de Janeiro
Sao Paulo
Belo Horizonte
Montreal
Toronto
Calgary
Vancouver
New York
Atlanta
Chicago
Los Angeles

19. Regional Web Centers for e-Commerce
Toronto
Paris
Chicago
Shanghai
Sao Paulo

20. Market Segments (Market Structure)
Price
Performance
Cost Cutter
Work
Horse
Traveler
Innovator
Mercedes

21. Chronology of Events
Q1, organize the team, name the company and contract for a survey of potential customers.
Q2, analyze market information, establish strategic direction and set up shop (build plant, design brands and set up a sales offices and/or regional web centers).

22. Chronology of Events
Q3, test-market brands, prices, ad copy, media campaigns, sales staffing, and internet tactics. Determine production schedule for each brand.
Q4, study end user feedback, competition, operating performance, employee morale, and financial performance and make adjustments in strategy.

23. Chronology of Events
Q5, prepare a one-year business plan. Present business plan and financial request to venture capitalists and negotiate equity investment.
Q5 – Q8, initiate international roll-out campaign.

24. Chronology of Events
End of game, prepare Report to the Board regarding
second year performance,
deviations from plan,
justification for departures,
analysis of current market, and
plan for future.

25. Equity Financing (Q1-Q4)
The initial capitalization is 4,000,000 which is being invested by the executive team in 1,000,000 increments over the first 4 quarters.
The executive team owns 100% of the company.
Forty thousand shares of stock will be issued to the executive team in exchange for their 4,000,000.
The initial stock value is 100 per share.

26. Equity Financing (Q5)
At the end of the first year of business, the executive team will have the opportunity to request up to 5,000,000 from a venture capitalist
The venture capitalist will expect an outline of the strategic plan for the second year in business, including target markets, sales channel expansion, R&D, plant expansion, quality improvements, etc.

27. Debt Financing (Q5 and beyond)
The bank will extend a line of credit to the executive team equal to one and a half times the firm's equity position in the previous quarter.
The bank is highly risk adverse and will call in your loan in part or whole if your debt capacity declines due to unusual or extended losses.

28. Debt Financing (Q5 and beyond)
Other financial institutions will also buy long-term notes at 2 points over conventional bank loans. The acceptable debt capacity is two times the firm's equity position in the previous quarter.
Long-term debt is for 5 years with little possibility of the financial institution calling in the note due to short-term swings in income.

29. Special Financing Needs
The bank is intolerant of poor financial management.
If a firm ends a quarter with a negative cash position, the bank will contact a loan shark by the name of Guido to obtain an emergency loan to cover the firm's checking account.

30. Guido’s Financing Terms
Guido requires repayment in the next quarter
The emergency loan interest rate is a sliding scale which begins at 10% per quarter and may go as high as 25% per quarter.
For each 100 which Guido places in your checking account, he will take one share of stock in your firm.
The issuing of stock to Guido causes a dilution of your stock value and your share of the company.

31. Bankruptcy
A firm is technically bankrupt if its cumulative losses exceed its equity investment.
Stated differently, the management has used up all of the equity of the firm when the negative value of the retained earnings exceeds the value of the common stock.

32. Performance Evaluation
Balanced Scorecard for last four quarters of play
Business Plan
Report to Board
Strategic thinking and analysis in Executive Briefings
How well company is prepared for the future

33. Total Business Performance
Financial
performance
Total Business
Performance
Manufacturing
productivity
Market
performance
Asset
management
Marketing
effectiveness
Creation
of wealth
Investments in the
firm’s future
Human resource
management

34. Why Use a Balanced Scorecard?
It is too easy to get caught up in market share and short-term profits.
Long-term viability requires that managers also deliver customer satisfaction and invest in the future.
The balanced scorecard measures both the long-term and the short-term.
The best managers will be good in all areas measured.

35. Mental Discipline of Marketplace
conditions
Marketing
strategy
tactics
assessment
objectives
performance
Manufacturing
Human resource
Financial
Environmental
analysis
Business
Strategy
Feedback
Mental Discipline of Marketplace
Performance
Assessment of Business Conditions
BUSINESS LEVEL
FUNCTIONAL LEVEL