Briefing GLOBAL MANAGEMENT CHALLENGE International Competition of Strategy and Management

1. Briefing GLOBAL MANAGEMENT CHALLENGE International Competition of Strategy and Management

2. Global Management Challenge Sponsors & Supporters (Portugal) INTERNATIONAL COMPETITION OF STRATEGY AND MANAGEMENT

3. Index 1. WHAT IS THE GLOBAL MANAGEMENT CHALLENGE? 2. WHY YOU SHOULD PARTICIPATE? 3. COMPETITION BRIEFING 3.1 Competition Cycle 3.2 The company 3.2.1 Structure 3.3.2 Products and markets 3.3.3 Distribution 3.3.4 Research & Development 3.3.5 Marketing 3.3.6 Production 3.3.7 Human Resources 3.3.8 Finance 4. COMPETITIVE GOALS

4. What is the Global Management Challenge? MANAGING AVIRTUAL COMPANY • Analysing the Company History • Outline a corporate strategy • Decision making in a highly competitive and constantly changing environment • Analysing results and adapt to market changes To achieve the best results for your company

5. Why you should participate? • Development of Management skills • - Strategic Management • - Decision making • - Team work • - Leadership • - Competition issues • Overview of critical success factors to manage a company • Interactions between operational areas in a company • Learning by doing

6. VIDEO Programme accreditation for teChnology-Enhanced Learning This accreditation rewards the work of excellence and quality delivered to our participants and the value of the Global Management Challenge as a program to develop the skills and knowledge for strategic management.

7. Competition Briefing BRIEFING • Competition Cycle • The company • - Marketing • - Production • - Human Resources • - Finance

8. Competition Cycle MANUAL History Analysis Management Report Decision Making Processing

9. Decisions/Quarters Quarter Before Last Last Quarter Next Quarter Quarter After the Next IMAGINARY MOMENT (DECISION MAKING) THERE IS NO “THIS QUARTER” The simulation is run by quarters 9

10. The Company: Strategy The team’s strategy is implemented through 75 decisions, including: • Advertising (corporate & products) • Prices (products & markets) • Product Delivery (agents & distributors) • Quality (R&D, improvements, assembly times, premium materials) • Components Subcontracting • Agents and Distributors (recruitment, commission, support) • Operations (materials, plant maintenance, shift level, website) • Personnel (recruitment, training, management budget, wage rate) • Finance (shares issued/repurched, dividend, long term loans, term deposit, machines, factory build/extend, insurance plan) • Information: competitors & Markets (Market Shares, Business Intelligence)

11. Decision Sheet

12. Management Report – 1st part

13. Management Report – 2nd part

14. Management Report – 3rd part

15. Management Report – 4th part

16. Management Report – 5th part

17. Management Report – 6th part

18. Management Report – 7th part

19. Questions • How many products should we produce? • What is the best price for our products? • Should we invest in the NAFTA market? • How much should we invest in advertising for each of our products? • Do we need more agents and distributors to sell our products? • Should we innovate our products? • Are we being competitive? • What are our competitors doing?

20. COMPANY

21. The Company: Structure BOARD OF DIRECTORS PRODUCTION - Scheduling - Subcontracting - Distribution - Transport - Raw Material - Machines HUMAN RESOURCES - Recruitment - Training - Conditions - Wages MARKETING - Advertising - Pricing - Sales FINANCE - Investments - Dividends - Loans - Taxes - Shares (Issued/Repurched)

22. The Company: Products & Markets THE PRODUCTS Up to 3 products THE DISTRIBUTION Up to 3 markets EU agents NAFTA distributors E-COMMERCE distributor CONSUMERS

23. The Company: Research & Development Product Improvement Major None Minor “ Better products bring better sales.”

24. MARKETING

25. Marketing OVERVIEW • Economic Trends (GDP, Balance of External Trade, Unemployment, etc) • Seasonal Product Variation • Don’t forget your Competitors • The Law of Diminishing Returns • World Events

26. EU agents - Number - Commission - Financial Support NAFTA distributors E-COMMERCE distributors Marketing Orders forecast - Number - Commission - Financial Support You can sell using different channels or directly through the internet. Study the manual to understand the rules. - Web Development - Nº of Ports - Commission - Financial Support

27. Marketing advertising CORPORATE & PRODUCTS ADVERTISING Corporate Long Term per area Products Short Term per area per product

28. PRODUCTION

29. Production Factory build/extend MACHINING ASSEMBLY Finished Product Materials Components One shift, extra hours, limited number of workers Up to 3 shifts Option to Subcontract Components Option to buy premium materials

30. Production Time Minimum assembly time Machining time Raw material units PROD. 1 1 60 min. 100 min. PROD. 2 2 75 min. 150 min. PROD. 3 3 120 min. 300 min. Maintenance and age of the machines influence machining time. Read, in the manual, how assembly is influenced by manpower.

31. Production It is made up from the usage of energy by your factory * CARBON FOOTPRINT • There is a cost for offsetting your primary footprint. This service is purchased from a charity who plant trees whose lives will offset the carbon footprint you generate • There is an option to buy premium materials which are environmentally friendly * heating and lighting, plus the energy used in your machining and assembly operations

32. Production • Conflict : MARKETING / PRODUCTION Market Potential Production Plan Production capacity Marketing projections Forecast Resources Order backlog Forecast inaccuracy Stock

33. HUMAN RESOURCES

34. Human Resources PERSONNEL Stability • Instability • Average Wage Per Quarter • Overtime • Product Quality • Redundancies • Staff Training Recruitment Absenteeism Strikes Train Assembly Trainees

35. FINANCE

36. Finance INSURANCE • Sickness & workplace accidents • Non-current assets • Stocks: products & materials

37. Finance Company Funds • Share Capital • Retained earnings • Bank Overdraft • Terms Loans • Unauthorised overdraft

38. Criterion: Investment Performance Each team runs a Company, with the objective of getting the highest Investment Performance This criterion measures the investment ‘return’ for the original shareholders not just as the value of their shares* at the end of the competition but also after allowing for any shares purchased, or sold, and also any dividends received. * Your share price is determined by many factors (check the manual)

39. Competition Goal What is the GOAL of your Company?

40. Competition GOAL To get the highest Investment Performance at the end of the simulation TEAM 1 TEAM 2 TEAM 3 TEAM 4 TEAM 5 TEAM 6 TEAM 7 TEAM 8 History Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 5

41. Procedures DECISIONS The Team Leader is responsible for filling in the decision sheet at www.sdg.pt Up until 1 o’clock p.m. on the day of the decision (Avoid mistakes in the decisions data input. Verify your decisions input.) MANAGEMENT REPORT Available at www.sdg.ptUp until 12 o’clock p.m. on the day of the decision

42. Organization Maximum 8 Teams Direct Competition 1 GROUP 1 Winning Team

43. Questions Questions Briefing

44. www.worldgmc.com info@sdg.pt