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Course Intro & Overview

University of Alaska-Anchorage * College of Business & Public Policy * Marketing Management Simulation *. Course Intro & Overview. Professor Ed Forrest. Telephone: (cell) 854-8784 Email: afejf1@ uaa.alaska.edu W ebsite: http://faculty.cbpp.uaa.alaska.edu/afef/.

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Course Intro & Overview

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  1. University of Alaska-Anchorage * College of Business & Public Policy * Marketing Management Simulation* Course Intro & Overview

  2. Professor Ed Forrest • Telephone: (cell) 854-8784 • Email: afejf1@ uaa.alaska.edu • Website: http://faculty.cbpp.uaa.alaska.edu/afef/

  3. Marketing Management Simulation

  4. Course Format

  5. Lecture-Learning

  6. http://americanradioworks.publicradio.org/features/tomorrows-college/lectures/http://americanradioworks.publicradio.org/features/tomorrows-college/lectures/

  7. Ultimately- Real Learning Occurs Not from parroting information gleaned from books & lectures! ….But from the consequences of your own actions

  8. your “study” of business … piece-meal and in isolation!

  9. Marketing R&D HR Production Finance

  10. YOUR JOB: • Take on every key Mgt. position in your Company • Make 100+ intertwined decisions necessary to create, produce & successfully market your products…

  11. YOU… • Analyze the market, consumer, your company & competitive situation • Discern & implement your corp. growth & competitive strategies • Must make & integrate decisions in & across all functional areas(Marketing, Research & Development, Production, Human Resources & Finance).

  12. Simulation proffers you opportunity to experience every key dimension of strategic thinking developed to date: Strategic Thinkingthe ten big ideas

  13. THE CAPSTONE SIMULATION Most widely used Business – Simulation Program in the World • Adopted by major Fortune500 companies ..General Motors, General Electric, Honeywell, Dell, John Deere, Citibank, Alcoa, BP, Allstate, Samsung, Goldman Sachs, Microsoft…

  14. You Da’ Boss …run a $100M business ….

  15. Your Product Line: SENSORS:

  16. You will Compete against other members of this class –running 5 other Corp’s …. • Andrews • Baldwin • Chester • Digby • Erie • Ferris

  17. Plus… your decisions & business performancewill be compared against 1000+ other teams competing at other universities… around the world

  18. & How –to date--have we fared in this World-Wide Competition??

  19. 2001 Top Ten Teams, World-Wide, for Round 8 • Top Ten Teams, World-Wide, for Round 8 by success measurement There are currently 940 active teams that have played Round 8. For a team to make this list: Cumulative Profits above 0 Overall Market Share (in dollars) greater then 5.0% Asset Turnover less then 8.0 Profit for Round 8            Round 8 - Mean - $ 25,324,003 • Top Ten Active Teams   Professor School/Course Simid Team Value • 1 Dr. Minu Afza College of Business - Bloomsburg University93 481 Business Policy & Strategy CAP1742 Digby $ 238,235,245 2 Mr. Bill Gardner Penn State University -Fayette CampusContemporary Business Seminar CAP1513 Andrews $ 193,853,427 3 Dawn DeTienne University of Colorado at BoulderSenior Seminar CAP1656 Andrews $ 184,258,599 4 Prof. Howard Feldman University of PortlandManagerial Decisions and Policy-Undergrad B CAP1787 Erie $ 181,422,390 5Dr. Ed ForrestUniversity of AlaskaMarketing Management CAP1611 Baldwin $ 163,281,864 6 Dr. Eric Wiseman University of Colorado at BoulderBusiness Senior Seminar CAP1818 Chester $ 157,930,382 7 Dr. Murrow Drury CollegeStrategy and Policy Formulation CAP1838 Erie $ 149,235,238 8 Dr. Pettus Millikin UniversityBusiness Policy CAP1748 Baldwin $ 147,967,873 9 Doug Mayer Hartwick CollegeManagement VII-secA CAP1811 Digby $ 137,339,216 10 Dr. Bruce A. Schooling Point Loma Nazarene UniversityStrategic Management CAP1794 Digby $ 121,289 5th

  20. 2003 Top Ten Teams, World-Wide, for Round 8 • For a team to make this list: Cumulative Profits above 0 Overall Market Share (in dollars) greater than 6% Asset Turnover less then 8.0 Your class was ranked: with 711 Capstone ® teams completing round 8 by Apr 12, 2003. teams per game of 6 Category: All • URL: http://www.capsim.com/prof/viewtopten.cfm?round=8&simid=C4806&version=KDate/Time: 04/12/2003 10:07:35eNote: • Text:Cumulative Profit for Round 8 - Mean - $ 125,355,000 Top Ten Active Teams   Professor School/Course Simid Team Value 1 natalie marsh Strayer UniversityBusiness Policy & Strategic Planning C4779 Baldwin $ 459,411,986 2 John Hall University of FloridaGlobal Strategic Management I2MBA 2002 C4923 Baldwin $ 386,472,583 3 natalie marsh Strayer UniversitySenior Seminar - Business Administration C4778 Erie $ 382,697,422 4 Peter Stanwick Auburn UniversityStrategic Management C5095 Chester $ 353,185,127 5 John Pearce Villanova UniversityPolicy Administration C5033 Ferris $ 348,535,130 6 Gavin Fox Georgia Southern UniversityBUSINESS SIMULATION C5041 Digby $ 343,761,703 7 Shirley Schooley Birmingham-Southern CollegeStrategic Management Senior Project Course Sec B C5356 Digby $ 341,865,002 8 natalie marsh Strayer UniversitySenior Seminar - Business Administration C4778 Ferris $ 339,568,171 9Edward ForrestUniversity of AlaskaMarketing Management C4806 Chester $ 333,620,19810 Donald Kreps Kutztown Universitymba capstone C4797 Digby $ 327,188,363 9th

  21. 2005 - #1

  22. 2006-5th

  23. and8th

  24. 2007 3rd

  25. Fall 2009 #1 in the world!

  26. Fall- 2009 #1 in the world…

  27. v

  28. SHAKE UP IN SENSOR INDUSTRY Management Teams Fired “After poor results, lackluster sales and angry customer reports……….. New dynamic leadership teams needed to take industry into the future!”

  29. YOUR HIRED!

  30. You are now theCaptain…

  31. Today- we willbegin analysis of “your situation…” 1st-Step back & take a look at the “Big Picture”

  32. Situation/SWOT Analysis Strategic Planning Functional Integration Performance Assessment • Company • Consumers • Competitors • Conditions • PEST Functional Integration • Profits • Mrkt Share • ROA • ROS • ROE • Asset T/O • Stock • Mrkt Cap Marketing Growth &Competitive Strategies R&D Production HR Finance The Big Picture

  33. BUSINESS PLAN GUIDELINE 1.Where are we now? 2.Where do we want to go 3.How do we get there? = Situation Analysis

  34. The Capstone Courier

  35. Org. goals & objectives encapsulated in Mission & Vision Statements: Answers Question # 2: 2. Where do we want to go? • What business(es) should be in • Market positions to stake out? • Consumer needs & segments serve? • Outcomes to achieve?

  36. Final Question answered by Strategic Planning: 1.Where are we now? 2.Where do we want to go? 3.How do we get there? *Growth, Competitive & Functional Strategies

  37. …success contingent on decisions you make as-manager of every functional domain

  38. Product Place Target & Position Price Promotion You’re will be responsible for: As MARKETING MANAGER Planning, implementing & controlling your marketing strategy

  39. Marketing Managers become one-w/ Relationships betw • Price & demand • Price & margin • Promotion budget & awareness • Sales budget & accessibility • A/R policy & demand

  40. MARKETING MANAGER SIMULATION SPREADSHEET

  41. Set price of your products in the marketplace • Set the sales forecast for our products • Set Credit Policies AR/AP • Build customer awareness through promotion • Establish a sales force and distribution channels

  42. Marketing also selects media vehicles & message weights • AND determines composition of sales/distribution staff ..and allocation of their efforts by segment & Brand

  43. As Production Mgr: • Set automation levels • Buy or sell capacity • Schedule production • Work overtime or automate

  44. PRODUCTION MANAGER SIMULATION SPREADSHEET

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