Business report powerpoint

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The Business Report PowerPoint presentation should be a maximum of 15-minutes in length. Students are allocated 30 minutes for their oral defence; this includes time for a formal presentation followed by questions and answers.

Important *Write detailed speech notes under each slide where it shows: (click to add notes)*

*The whole presentation speech notes should be between 15-18 minutes*

The rubric Screenshot for the PowerPoint presentation is found below.

The Microsoft Word Business Report is also found below.

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Executive Summary

The Business Competency Stimulation for Andrews Company provided an immersive platform for students to explore and implement effective strategies to maximise profit. During the simulation, the student embarked on five rounds of decision-making, aiming to identify the optimal approach that would lead Andrews Company towards profitability. The initial round involved reducing prices and utilising long-term debt; however, this strategy yielded little profitability. To better understand competition within the industry, a comparison was made between Honeywell International, an honest company, and Andrews in the simulation. This analysis encompassed external factors using Porter’s Five Forces model and internal factors through SWOT analysis. By employing these tools, valuable insights were obtained regarding competitive strategy and challenges faced by Andrews (Umid, 2023). Based on the findings from this comprehensive evaluation, it is recommended that Andrews explores alternative financing options, such as retained earnings or equity, rather than relying solely on long-term debts. Adopting this approach would support financial stability while avoiding unnecessary liabilities impeding future growth prospects.

Furthermore, given the nature of their sector, price competitiveness remains crucial for establishing a solid market presence. Therefore, it is emphasised that Andrews must strive to maintain competitive pricing strategies alongside other necessary initiatives to secure a substantial share within their target market. Leveraging insights from successful marketing strategy implementation and effective research and development practices are paramount for sustained success in this dynamic business environment. These practices will enable Andrews Company to remain adaptable while continuously enhancing its products.

Table of Contents
Executive Summary ….2
Introduction 4
Part One 5
Research and Development Department 9
Marketing 10
Finance 11
Specific Group Strategies and Decisions. 13
Part Two 16
Part Three 18
Part Four 25
Conclusion 29
Bibliography 31
Glossary 33



Introduction

In today’s ever-evolving and fiercely competitive sensor industry, Andrews confronts stiff competition from four other firms. These formidable opponents, each catering to one of the five distinct markets, pose an ongoing challenge to Andrews’ growth and sustainability. However, amidst this cutthroat environment, the implementation of business simulation tools emerges as a powerful aid in assisting businesses like Andrews in facing such intense rivalry. Harnessing the potential of these simulations allows companies to navigate through complex market dynamics by providing invaluable insights into various strategic decisions that impact their success. By utilising these sophisticated virtual platforms, executives can simulate real-world scenarios within specific market segments while using historical data and market trends to guide their decision-making process effectively. Business simulations offer an avenue for testing diverse strategies without risking substantial financial investments or suffering irreversible consequences in the marketplace. This empowers firms like Andrews to understand competitor behaviour comprehensively and its implications on pricing strategies, marketing campaigns, product development initiatives, and brand positioning efforts; fostering adaptability and innovation becomes imperative when striving for differentiation against rivals. Through business simulations’ immersive experiences and dynamic feedback systems, tracking company performance against competitors’ actions in multiple markets simultaneously promptly enables proactive adjustments based on emerging opportunities or threats. Thus, this ensures maximum competitiveness within every aspect of operations across all five markets Andrew inhabits.

In this exercise, business simulation aims to provide students with an engaging environment where they can compete against one another while attempting to turn around failing businesses. Students learn and practice business management by participating in a business simulation. In this performance, students are given multiple options depending on their analysis of the current situation. Capsim challenges its participants to imagine the future of a fictitious firm as it strives to satisfy its consumers and improve its financial standing. As a result, individuals improve their business acumen and capacity to make prudent choices. Andrews faces competition from four other firms in the sensor industry, spread over five distinct markets. Eight cycles were completed, with each new process commencing with a review of the previous year’s report to determine where resources should be allocated. Thus, the simulation was designed to simulate real-world business scenarios and test decision-making skills that can affect businesses positively or negatively. By analysing various aspects such as market fluctuations, resource allocation, marketing strategies, et cetera through varying simulated conditions, this report will offer valuable insights into optimising Andrews Company’s overall performance while providing practical solutions tailored specifically for them based on data-driven analytics derived from these simulations.



Part One

In this section of the report, examining and analysing the intricacies of the Strategy, Tactics, and Decisions taken by our ingenious team throughout the immersive Capstone® Business Simulation is imperative. A comprehensive understanding of their implications emerges as we delve deep into evaluating the success or failure of these crucial elements employed across various segments within our purview. The Strategy implemented was meticulously crafted, incorporating long-term objectives aligned with market dynamics while considering internal expertise and external opportunities. Through astute analysis of industry trends coupled with insightful forecasting, our team derived Tactics that allowed us to seize advantageous positions within each segment we operated in. Such tactics encompass product positioning strategies, pricing models tailored for optimal profitability and customer appeal, and effective marketing campaigns designed to increase brand visibility. Last but not insignificantly are the Decisions our dynamic team members made, who demonstrated an exceptional aptitude for critical thinking under daunting circumstances presented in this high-stakes simulation exercise. These decisions were informed by meticulous data analysis and intuition honed through experience; they effectively transformed conceptual ideas into tangible actions that propelled us towards targeted goals.

During the first lecture, we were given an enlightening overview of the Capsim program, a powerful tool that MBA candidates can utilise to simulate and explore real-world corporations’ intricate decision-making and strategy-formulation processes (Buil et al., 2019). Recognising its immense potential for learning and growth, our group of five individuals embarked on this captivating journey together. As each member registered for the Capsim platform, we eagerly engaged in numerous productive discussions regarding our approach. However, being novices at operating this novel program posed a significant challenge as we struggled to familiarise ourselves with its intricacies. Determined to overcome this hurdle collectively and maximise our potential for success, we ultimately committed to collaborating with Andrews within the immersive world of Capsim. By doing so, we gained insightful exposure to their research and development endeavours alongside critical insights into their marketing strategies, manufacturing processes, and financial management choices after strategically hiring them onto our team.

In preparation for a practice round, we brought our sensors up to date to meet the “ideal criteria” outlined in the Capsim guide. Andrews intended to expand its activities in both the low-tech and high-tech markets. Because of what we know, we have concluded that we need to differentiate ourselves somehow. As part of this plan, we broadened the scope of categories that were already in place. This is why we focused much on Able rather than its component pieces. Each team member hesitated to decide because they still determined which course of action would result in the most favourable outcomes. However, we experimented with every team member contributing to the activity’s success to understand the situation better.

Feelings:

The team collaboration studied various aspects of the products, including how they are utilised. It was natural for us to be nervous, given that none of us had ever worked with simulation software. We have been glued to the Capsim Videos to obtain the information we require concerning the Capsim program (Hernández-Lara et al., 2019). In addition, because each member approached the situation with a unique tactic and point of view, our group engaged in several heated discussions throughout the preliminary round.

During the initial round of the Business Simulation Capsim Exercise for MBA students, the group encountered various challenges that required a diligent and strategic approach to overcome. Firstly, they needed help comprehending and utilising all the detailed financial reports and market data provided by the simulation software. However, through meticulous analysis of these resources, they made informed decisions about product pricing, promotional strategies, and investment in research and development. Secondly, as there was limited capital available at the start of the simulation, they had to allocate funds among different departments while ensuring smooth operations carefully. This necessitated effective communication and collaboration within the team to reach a consensus on expenditure priorities. Furthermore, competing against other teams posed another challenge as it demanded constant monitoring of competitors’ actions and swift adjustments in marketing tactics or production volumes when necessary.

Despite initially experiencing setbacks due to miscalculations or incorrect forecasting assumptions, both individually made errors without confirming each other’s thoughts; the group eventually learned from their mistakes by thoroughly analysing performance metrics in subsequent rounds. By leveraging their collective knowledge gained from prior experiences as well as adapting swiftly to dynamic market conditions, such as adjusting production levels based on customer demand fluctuations or identifying untapped segments for targeted advertising campaigns, the group managed not only to surpass their projected sales goals but also achieving higher profitability than anticipated. It is worth mentioning that this exemplary performance was achieved partly due to exploiting opportunities presented by changes in consumer preferences during certain rounds combined with continuous learning through reviewing competitors’ moves. Their ability emphasised cultivating an adaptive

Evaluation:

Even though we had all done our research and watched online tutorial videos for Capsim, the first round was still difficult for all of us. So far, two successful Zoom sessions have been held to plan for a financially stable launch. Our initial step was to review the offered industry reports and the standard issue version of Capsim Courier. Then, we moved on to the following procedure. We considered the needs of all five markets, which vary in their emphasis on heritage, performance, cost, luxury, and size. Through studying books and online tutorials, we came to appreciate the relevance of drift rates, and we now take them into account whenever possible.



Research and Development Department



Table 1: Research and Development Department

Customer requirements and drift rates were gleaned from the Capsim courier and industry report. It was our first order of business to ensure that all of our product lines remained in step with one another. Age, drift rate, and revision pace were all carefully considered. Able, Acre, Adam, Aft, and Agape are all different products with their niches and target audiences inside R&D. Aft, catering to the conventional market analysis, dominated the industry and outsold all others by a wide margin.

After much consideration, we settled on 9.4 and 15.5, providing Aft with a significant edge. Reliability is the most essential quality in this respect. According to the courier’s assessment, the level of trustworthiness was 22,000-27,000. The Most Time Before Failure (MTBF) of 27,000 was agreed upon. The specified MTB, size, and performance are taken into account. According to the courier report, the optimal age for a revision is 1, so the actual age at revision was 2. The price tag for this product’s R&D was a hefty $80. Adam: Adam was initially in the top performing and most significant market share. The performance and size drift rates for this sub-segment are both 0.9. We deliberated long and hard before increasing the MTBF to increase the product’s reliability.



Marketing



Table 2: Marketing

The marketing division of a company is crucial to its success because it is in charge of publicising the company and boosting product sales. Determining a marketing plan relies heavily on data gleaned from studies of product demand, market size, and buyer motivations. Each product’s price is defined in this division. To stimulate initial interest, we initially set our prices low. Price cuts effectively attracted more customers, but they may have hurt profitability. Each pricing range is decreasing by about half a dollar each year, which puts additional stress on businesses to find ways to cut costs.

The scope of the market was also taken into account here. Decisions on pricing and projections were made with the target price range and market share in mind. For instance, we decided to charge $21 for our standard product, $39.5 for the luxury market, and $34.50 for the economy market.



Finance



Table 3: Liabilities and Owner’s Equity

The chart above shows that in the first round of the simulation, the company had a large segment of retained earnings and a more significant long-term debt.



Table 4: Finance

Andrews Business issued $18,994 in long-term debt at an interest rate of 11.3 per cent to secure quick cash for operating expenses. We opted for long-term debt as a source of funding rather than current short-term debt because of the lower borrowing costs associated with the former. Since we did not know our opponents’ financial standing at the outset, we held off on making any first investments (Barker & Davy, 2019). We were still trying to come up with a firm plan. We decided not to invest in the initial round because of this possibility.

Financial Statement Analysis



Table 5: Financial Statement Analysis

The outcomes of the first round were unexpectedly different from what we had anticipated. We had thought that Adam and Aft could help us generate a profit margin for our business. There was more than one way to look at the situation, including the observation that our ROA and ROS were far lower than anticipated. According to the income statement presented earlier, the total sales revenue in 2023 was $ 101,073 million; of this figure, 64% came from the low-end sector (Acre and Able product), and the remaining 36% came from the high-end segment. These two goods are responsible for 73% of the overall contribution margin of $11,996 ($8,766,000,000), totalling $11,996. According to their break-even point calculations, Acre produced less money than the other four items, except Acre produced enough money by the end of the year to achieve financial stability.

The results of the experiment were analysed and visualised in a comprehensive chart. The findings indicated that in the initial round of the simulation, the company had a considerable amount of retained earnings along with significant long-term debt. With hopes pinned on Adam and Aft to help generate profitable margins for our business, we eagerly awaited positive outcomes. However, upon closer inspection, it became apparent that our return on assets (ROA) and return on sales (ROS) fell well below our expectations. This realisation prompted multiple perspectives on the situation at hand. One angle acknowledged that despite having high retained earnings and substantial debt investments initially, we could have capitalised more effectively on these resources. This led to unsatisfactory returns on both assets and sales. Despite this setback, another noteworthy observation emerged from the analysis. Within this complex landscape came an encouraging discovery – Able and Acre products captured a significant profit share among all offerings presented during the exercise. Though our overall performance fell short of desired levels due to lower ROA and ROS figures than anticipated; however, within this realm lay potential opportunities worth exploring further for future iterations or strategies. With an official tone befitting professional discourse surrounding such exercises in MBA programs like ours’, these insights shed light onto essential aspects regarding profitability management within simulated business environments scenarios.



Specific Group Strategies and Decisions.

In the Business Simulation Capsim exercise for MBA students, our group carefully deliberated on the decisions and strategies we made in order to achieve optimal results. Recognising the importance of pricing strategies, we strategically set our prices low to gain a competitive edge in the market. By doing so, we aimed to attract a more extensive customer base and ultimately increase our overall revenue. Although price cuts effectively garnered more customers, we needed to consider their potential impact on profitability. Nonetheless, we believed such measures would enhance our position within the industry. We meticulously analysed all available options when pondering debt versus equity as a funding source. Considering the lower borrowing costs associated with long-term debt compared to current short-term debt, it became evident that opting for this alternative would be financially advantageous for us. Hence, mitigating unnecessary expenses while seeking avenues for growth through financial prudence became one of our primary objectives. Understanding that research and development are cardinal components in sustaining competitiveness in today’s dynamic business landscape, establishing an efficient research and development department was paramount for us right from the start. We recognised that aligning all product lines with each other was pivotal in maintaining consistency throughout our operations within all segments of our simulated company. As such, nurturing innovation and keeping abreast of emerging technologies were integral to ensuring sustained success during this remarkable experience.

The first and most important choice I made for the research division was assembling a group of highly qualified experts who could conduct customer analysis, product development, and market research. This team would remain current with market trends, monitor client needs and wants, and create new items valuable to our customers. Before products are made available on the market, this group would also ensure they comply with legal criteria.

Regarding production decisions, I focused on creating an efficient system that allowed us to produce high-quality goods at lower costs. To do this, I invested in state-of-the-art equipment and technology to streamline our processes while maintaining high standards for quality control. Additionally, I worked closely with suppliers to ensure the timely delivery of raw materials needed for production runs. Finally, I put into place systems designed to reduce waste by tracking inventory levels accurately and reducing unnecessary labour costs wherever possible.

For marketing strategies, my goal was to increase brand awareness and generate more sales leads through effective campaigns across multiple channels such as print media ads or digital advertising platforms like Google Ads or social media networks like Facebook or Instagram. To achieve this goal effectively without spending too much money upfront on traditional advertising strategies such as TV commercials or radio spots. I leveraged influencer marketing tactics which involved working with famous bloggers who already had established fan bases within our target demographic groups so their influence could help spread the word about our brand quickly among potential buyers online. Furthermore, I also implemented SEO techniques into website design & content creation activities to create organic search engine traffic toward the company’s website, thus generating more qualified leads from targeted audiences.

Regarding finance-related decisions & strategies, my focus has been on cost-cutting initiatives while maintaining overall business growth objectives. To ensure financial discipline & efficiency, internal controls were established over expenditures & investments along with implementing automated accounting software solutions, which can provide real-time visibility into financial data, allowing us to make better-informed decisions when managing cash flows efficiently. Furthermore, I have set up periodic meetings between senior management members to review the company’s performance metrics against budgeted goals, helping us identify areas where corrective actions must be taken immediately.

In conclusion, we should have thoroughly reviewed the market conditions at the end of the first round, and our situational analysis needed to be revised. We looked at the Capsim Courier market research report but quickly recognised that we had not given it the thorough investigation it deserved. Our expectations were highly lofty, especially in light of our estimates, which were much too optimistic. Despite this, we were eager to try something new and taste this experience because it was our first time using the simulation software.



Part Two

The student discovers many significant differences between the competitive ecosystems of the Capstone simulation and the Comp-XM simulation, all of which have the potential to impact the success of their ideas. By familiarising themselves with these distinctions and drawing on the knowledge they gained from the Capstone simulation, the student can bring their company’s performance in the Comp-XM simulation to its full potential.

The student makes some observations and comparisons regarding the industry structures of the two different models. They take into account a variety of criteria, including competition, product distinctiveness, and market concentration. Students analyse the influence that recent structural shifts in their chosen industry may have had, if any, on the effectiveness of the strategies they have employed in the past as part of their Capstone project.

The student can explain how the Comp-XM and Capstone simulations each uniquely approach the question of market demand and segmentation. The investigation is conducted into particular facets of the Comp-XM simulation, such as consumer preferences, purchasing patterns, and general market tendencies. The learner considers how the changes might influence the effectiveness of their previous strategies and then modifies their approach to those considerations.

In the Capstone simulation, the student evaluates the significance of the student’s competitive advantages and investigates their applicability in the Comp-XM simulation. They consider the one-of-a-kind competitive environment that the Comp-XM simulation presents and assess whether or not the same sources of competitive advantage can be utilised or whether or not new ways need to be discovered.

The student thinks about how the two scenarios have drastically different resources. The following aspects are considered: general labour, production capability, and accessible capital. For the student to achieve the best possible results in the Comp-XM simulation, they need to carefully analyse how the modifications might impact the feasibility and efficiency of the techniques they have used in the past.

The student subsequently develops a set of objectives and strategies for their organisation to use in the Comp-XM simulation by using the completed analysis and the information they learned from the Capstone simulation. The following are some instances of such methods:

During the Comp-XM simulation, students learn how to define and segment their target market, and they are then tasked with developing successful methods for satisfying the requirements of those segments. They consider the clients’ demographics, psychographics, and purchasing behaviours while deciding whom to sell to maximise their effectiveness.

Product differentiation is the process through which a student strives to develop a good or service that is distinguishable from similar offerings on the market to achieve a competitive advantage in the Comp-XM simulation. They concentrate on the most significant aspects of the audience they are aiming for and work diligently to provide more value overall than their rivals. Students pay particular attention to cost management strategies to maximise the effectiveness of their organisation and the revenues it generates. They investigate the processes of manufacturing, the management of supply chains, and the pricing structures to look for ways to reduce costs and increase productivity.

Positioning Your Business Wisely in the Market Before selecting where to place their company, the student investigates the competitive landscape presented by the Comp-XM simulation. They do this by assessing pricing, brand image, and market placement to differentiate themselves from competitors. The student knows that devoting resources to research and development is required to maintain an industry competitive advantage. They invest in innovative concepts, improved products, and cutting-edge technology to advance their business.

Because the competition in the Comp-XM simulation is fluid and unpredictable, students must regularly assess their development and adapt their strategy in response to new circumstances. It will be helpful for them to optimise their business if they maintain a close watch on things like trends in the market, actions made by competitors, and customer feedback.



Part Three

The success and growth of any company can be attributed mainly to their willingness to diversify their operations. We want to evaluate potential new lines of business the company can enter to increase sales by conducting in-depth studies in the appropriate department. In addition, it becomes clear that a focus on quality is essential to maintaining a company’s competitive edge over the long term. Moreover, since the business world constantly changes, we discussed the Capsim simulation and offered high prices in the first round based on our practice rounds’ foundational knowledge. Instead of allocating individual departments, the team chose to work on each one together to benefit from all members’ combined expertise and perspectives. The drills shed light on our relative skills and limitations. We discussed what steps we should take next to fix the problems we encountered in the dry runs and what opportunities and dangers we face as we move toward making judgments in the actual races.

During the second practice session, we concentrated on the high end and maintained inventory to raise the production schedule and sell more to acquire market share. The group settled on a strategy prioritising high stability and steady growth in the High-End market share. In the first round of practice, we erred by making hasty judgments on most segments that required more time for production. Working together during warm-ups helped us get a feel for the arena, formulate a game plan, and correct our earlier errors to perform at our best in the first match. We were first nervous because we had never used the software before. Before we felt comfortable moving forward, we had to do much research online and view many videos. Even though we had already taken part in two practice rounds, we were nervous about how our final scores would turn out. Despite being nervous, we accepted how we felt and were prepared to take part in the actual rounds.

We issued long-term debt at the outset, invested heavily in research and development to ensure high-quality products, increased our marketing and sales spending, and embraced automation; nonetheless, we ultimately needed to take out an emergency loan. As part of our plan to repay the loan, we reduced production to reduce the amount of stock on hand and the associated carrying costs. Our market shares and profit margin grew due to the choices made to address the emergency loan. As a result of the choices made, there initially needed to be more supply in the market. The team will be better able to adapt to today’s ever-evolving business world with the knowledge they gain from studying corporate and company strategy. Using the differentiator life cycle approach, we dug further into our successes and failures. We discovered that our performance was favourable but that there were challenges to sustaining that performance as the processes became more complex, much like in the commercial world. We took stock of how our choices would play out and how each division would interact with the others. For the first round, our team had a great plan in mind, and we were relieved to reach a consensus on our expectations. As a result, we could make choices much more quickly than in the previous practice rounds. Market share-wise, we came out on top in this week’s Capsim round and fared reasonably well overall. There were good points and bad ones to this go around. Nonetheless, we were relieved that our performance in the competition did not mirror the preparation sessions.

ANALYSIS 1. RESEARCH AND DEVELOPMENT

According to the courier report from ground zero, the values for round one’s Performance and size categories were, respectively, 5.0 and 15.0. We made adjustments to the performance as well as the size of the system based on the +0.5 and -0.5 drift rates. According to our calculations, the ideal position would be 0.5 AU from the perfect location in the courier report. A size of 9.4 was achieved, and our performance was 3.0. The MTBFs for these products could range from 17,000 to 27,000 hours in this market. We concluded that the MTBF was the least essential parameter in this industry, so we decided against going all out on it and instead landed on a value somewhere between 1000 and 10% below the theoretical maximum. In this section, we decided that 19000 would work best. After entering Performance, size, and MTBF, it took two years until the age at revision reached 5.0.

All R&D is $1245 and was spent on research and development (21% of total section costs). We chose this market position despite the high R&D costs. However, we should have evaluated the age of the product adequately and wound up with 624 units in stock instead of the intended 815 units out of a total production run of 815. Budget Market: Acre The optimal scores for the low-end product in round 0 of the courier report were 1.7 for performance and 18.3 for size. Performance and size drift rates were +0.5 and -0.5 per cent, respectively. We settled on the numbers 3.0 for Performance and 17.0 for size. The product has a dependability scale from 12000 to 17000. We did not set its maximum from the get-go because it played a minor role in finalising our buy. Since its inception, the product’s MTBF has been 17,000. At around 24%, age is the second most crucial factor in this demographics’ purchasing decisions. The product’s age has advanced to 4.7 at this time. It took $120 in R&D to bring this product to market.

Classy Market: Aft’s optimal position for a premium product was 9.4 on the Performance scale and 15.5 on the Size scale. Performance and size drift rates in this category are +0.9 and -0.9 per cent per year. We have also resolved to adopt the same approach with this new product. A position between 8.9 and 11.1 would be best for the product. Therefore we went with those numbers. The product’s dependability is the third most crucial feature. In this market, the reliability rating is between 20000 and 27000. We did not select the highest level of reliability possible because it was not the most significant factor in choosing this product. Although it was not the most critical factor, we settled on a reliability value only a few hundred below the MTBF’s limit. We decided on an MTBF of 27,000 for this item. 2.6 would be the revised age. The retail price of the article is set at $80.

The Agape performance. This product’s performance and size in round 0 of the courier report were 3.7 and 11.0, respectively. Performance drifted +0.3%, while size drifted -0.5%. We opted to put the product between 9.7 and 15.5 on the market, which puts it in a highly competitive position. In this field, dependability is paramount. The courier report stated that the reliability fell between 19000 and 21000. The MTBF of 21,000 was chosen as the absolute limit. According to the specs (Performance, size, and MTBF), the next scheduled update would be in April 2023. Age at revision was 1.4, close to the courier report’s suggested period of 1.0. This item has a $259 research and development budget.

Size class – Able The courier report for round 0 states that this product’s performance and size were 5.8 and 14.3, respectively. Performance and size drift rates were +0.5 and -0.5 per cent, respectively. The product’s reliability is the third most vital feature. In this market, reliability scores might be anywhere from 16000 to 21000. We did not select the highest level of reliability possible because it was not the most significant factor in choosing this product. We decided to set the reliability relatively close to the limit, even though it was not the most critical criterion. 19000 was a good number for the MTBF of this product. Customers’ ages are the second most influential aspect of their buying decisions. The product’s ideal age is 1.8 years; its actual age at revision was 1.7. Research and development expenses for this item totalled $297.

The price points for Able, Acre, Adam, Aft, and Agape are $29.5, $21, $39.5, $34.5, and $33. Andrews used to charge the highest price for every product, which allowed us to capture the most significant percentage of the market (20%). There is a $1,000 sales quota for Able, $900 for Acre, $800 for Adam, $700 for Aft, and $600 for Agape. The marketing budgets for Able, Acre, Adam, Aft, and Agape were, in order: $1,100; $ 950; $ 900; $ 800; $ 800. It helps gauge how well-informed consumers are about the product. The company must continue spending money on advertising until 100% of customers remember the brand. The sales budget helps make the sector accessible by facilitating simple customer interactions with the organisation (Zulfiqar et al., 2019). Additionally, the corporation must gain around a third of its annual availability. In contrast to familiarity, which is product-centric, accessibility is market-centric. Therefore, achieving full effectiveness takes time.

More stockpiles than in the prior cycle indicate that our prediction was off. Our competitors’ varied techniques may have contributed to their success in the current round, explaining why we did not expect such contrasting outcomes. We learned from our mistakes and must adjust our plans for the next cycle to keep or increase our market share.

The income statement above details Andrews Business’s first-round costs and the company’s negative net margin. Andrews’ “unsatisfactory level” of performance in 2023 stems from the company’s inability to optimise sales units and reach profitability. Profitable results can be restored by expanding current sales and market share. Based on the company’s projected financial and market performance through 2023, we estimate an 8.7% return on sales and return on equity. Long-term debt used to purchase assets like buildings and machinery keeps the leverage ratio at a manageable 5.0. A significant drop in earnings per share and the price-to-earnings ratio caused the stock to close at $34.25 on Friday, below the industry average of $35. Overall, “Andrews” does not have a powerful presence in its market.

Finally, we will prioritise ensuring that the company’s products are sold at competitive prices without compromising quality. The results of this initial round are significant, as they will determine whether subsequent rounds can successfully seize the market and attain the targeted profit margin. Before making decisions for the next iteration, we have concluded that we must jot down our mission and vision statements on paper. If it does not work, we must adjust our plan for the subsequent rounds and collaborate to ensure customer satisfaction. Our decisions will be influenced by our ambition to secure a stronger position in the market.

In conclusion, the evaluation process in the Comp-XM Basix® business simulation exercise for MBA students is continuous, encompassing all four simulation rounds. However, it focuses specifically on the situation after the first two rounds and at the end of the exercise. As part of this evaluation, the student diligently dedicates more time to analysing the available data about each product’s specific needs before making any related investment decisions. This includes thoroughly examining customer demand trends by segment, enabling investments to be better targeted towards areas that require attention based on real-time necessity rather than unthinkingly allocating resources across all products uniformly, as was done previously.

Moreover, given limited capital availability per round concerning crucial aspects such as Research & Development (R&D) and advertising budget allocation, setting clear priorities among different products becomes essential. Doing so ensures that these funds are judiciously utilised and allocated where they can yield maximum impact. Furthermore, pricing strategies also play a crucial role in achieving success within this competitive environment.

Henceforth, while assessing their strategy’s efficacy throughout this demanding simulation exercise, students must carefully evaluate whether adjustments were made according to market conditions and evolving consumer needs at any given moment, which can rapidly change due to external economic forces beyond one’s control. Adapting swiftly and aligning strategies with prevailing circumstances is pivotal to not miss out on potential opportunities during various stages of Comp-XM Basix®, a critical factor determining overall success in enacting an effective business strategy within this industry.



Part Four

Honeywell International, a global leader in engineering and technology solutions, is faced with the essential task of analysing the competitive environment within the sensor industry. As a knowledgeable student taking on this challenging endeavour, a comprehensive examination of relevant theoretical frameworks becomes imperative to gain valuable insights and understanding. The first framework that comes into play is Porter’s Five Forces analysis, which delves into five fundamental forces shaping competition: supplier power, buyer power, competitive rivalry, the threat of substitution, and the threat of new entrants. Through this lens provided by Porter’s model for strategic analysis, Honeywell can carefully evaluate its position within the sensor industry and discern potential areas for advantage or vulnerability relative to these forces.

Firstly, supplier power is moderate for Honeywell as the firm has cultivated resilient relationships with multiple suppliers worldwide, allowing them to mitigate potential disruptions effectively. Moreover, the threat of new entrants remains moderate due to high barriers to entry, such as substantial economies of scale attained by established competitors and strict regulatory requirements governing their product lines. Additionally, customer bargaining power is relatively high since buyers possess numerous alternatives and greater access to information which induces pricing pressure on Honeywell products. Furthermore, competitive rivalry within the industry is intense, given the presence of formidable players like General Electric and Siemens AG, who vie for market share using similar technological innovations or solutions. Lastly, the threat of substitutes poses a considerable challenge for Honeywell as competitors continually develop alternative solutions that may render its existing offerings less desirable or obsolete. Understanding these forces enables Honeywell International to strategise proactively amidst an ever-evolving business landscape while maintaining its position as an industry leader in innovative industrial technologies.

Another influential framework worth considering is the SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis, which identifies internal strengths and weaknesses and external opportunities and threats to competition in the market. By employing these theoretical frameworks meticulously while assessing Honeywell International’s competitive ecosystem within the sensor industry, both from an external perspective through Porter’s Five Forces analysis and internally through SWOT analysis (Benzaghta et al., 2021). Thus, one can expect to derive deeper insights that foster informed decision-making at every level within this esteemed organisation.

To gain a comprehensive understanding of this global pioneer’s position in the market, employing a SWOT analysis is imperative. Beginning with strengths, Honeywell boasts an extensive portfolio that spans aerospace systems, building technologies, and performance materials. This diversification enables the company to leverage synergies within its divisions and establish a solid foundation for innovation-led growth. In addition, the brand’s vital research and development capabilities ensure constant advancement in technology-driven solutions, enhancing its competitive edge significantly. Moreover, Honeywell International enjoys robust financial stability due to strategic investments and successful acquisitions.

On the other hand, specific weaknesses present areas of improvement for Honeywell International. While maintaining diverse business segments is advantageous overall, it also poses challenges regarding focusing on each division individually and efficiently allocating resources among them. Additionally, being heavily dependent on international operations exposes the organisation to geopolitical risks such as trade disputes or currency fluctuations – factors beyond their control but capable of impeding progress.

Regarding opportunities ahead for Honeywell International, characterised by emerging markets, demand for cutting-edge technologies will likely increase substantially across industries with significant presence, such as aerospace or energy efficiency solutions. Leveraging their technological expertise alongside expanding partnerships with local players within these markets through joint ventures or collaborations could reinforce their leadership position while simultaneously exploring new growth avenues. Finally, yet important are threats that impose potential obstacles to overcome; intensified competition. Last but not least come threats Honeywell must carefully navigate to sustain long-term success. Intense competition from well-established companies and startups poses challenges while requiring continued investments in research and development activities.

In examining the competitive environment Andrews faces in the business simulation exercise, it is prudent to draw a parallel with Honeywell International, a renowned conglomerate recognised for its pioneering innovations and global presence. Honeywell International thrives in an intensely competitive landscape as an industry leader operating across diversified segments like aerospace, performance materials, and building technologies. Similarly, within the simulated business exercise undertaken by Andrews, one can discern several vital resemblances that mirror Honeywell’s formidable challenges. Both entities face fierce competition from well-established rivals eager to claim market dominance through cutting-edge products and solutions. The pursuit of gaining customer loyalty and trust becomes intrinsic to both as they navigate dynamic markets characterised by evolving consumer demands and emerging technological disruptions. Furthermore, as Honeywell must continually adapt its strategies amidst unpredictable economic conditions worldwide, Andrews also faces external pressures, such as fluctuations in demand patterns which necessitate agile decision-making processes for sustained success. Overall, this comparison underscores the rigorous nature of strategic management required in encountering intense rivalries while striving for growth and profitability within their respective realms.

Honeywell International faces the intriguing challenge of reconciling the disparities between the natural competitive environment and the business simulation environment. As this astute student contemplates this juxtaposition, it becomes evident that Honeywell must adopt carefully tailored strategies to thrive in both domains. In reality, external pressures such as market uncertainties, shifting customer demands, and regulatory hurdles demand an agile approach from Honeywell. The company must constantly innovate and adapt to stay ahead of competitors while efficiently managing resources across its global network. However, when immersed in a business simulation environment where market dynamics are often simplified or exaggerated for pedagogical purposes, strategic decisions may be unrestricted by practical realities, allowing for more audacious ventures even if they come with higher risks. Thus emerges a delicate balancing act, standing firm in their core competencies within the competitive landscape; on the other hand, embracing more experimental approaches within simulated realms that might uncover lucrative opportunities otherwise overlooked amidst real-life constraints. Only through insightful analysis can Honeywell effectively leverage both environments to maintain its industry leadership positions across multiple sectors and accelerate technological advancements worldwide.

Andrews Company is the company in the business simulation that seeks to revolutionise the sensor industry by identifying new markets to explore. Recognising an opportunity for expansion, they have analysed various segments within the sensor industry and identified a promising niche where their expertise can be leveraged. By capitalising on technological advancements and market trends, Andrews Company has decided to enter the wearable sensors market. This burgeoning sector holds immense potential due to its rapid growth and increasing demand for innovative solutions across diverse industries, including healthcare and sports performance monitoring. With their extensive knowledge of sensor development coupled with agile production capabilities, Andrews Company aims not only to meet but also to exceed customer expectations by providing high-quality wearable sensors that offer accuracy, real-time data tracking, durability, and comfort, all at competitive prices. Through this strategic move into a new market segment in the sensor industry, Andrews Company envisions solidifying its position as an industry leader while diversifying its product portfolio and capturing untapped revenue streams along the way.

In the business simulation, Andrews Company takes an authoritative approach towards understanding and defining the key characteristics of the sensor industry. The students explore external and internal analysis in this endeavour, employing appropriate theoretical frameworks. The students strive to gain an in-depth comprehension of their industry by scrutinising factors outside their organisation’s control, such as market trends, competition dynamics, and regulatory challenges, through tools like PESTEL analysis. Simultaneously, they delve into intrinsic aspects concerning Andrews Company; its resources, capabilities, strengths, and weaknesses are all evaluated using internal audits like SWOT analysis or VRIO framework. By adopting these methodologies with rigorous dedication and meticulousness combined with critical thinking skills honed throughout the course curriculum, they aim to establish a solid foundation for strategic decision-making within the ever-evolving sensor industry landscape.

Andrews Company is the company in the business simulation that has sparked great interest for the student who contemplates the potential of adopting successful strategies utilised by Andrews. One such strategy involves pricing and leveraging long-term debt. Recognising the impact of pricing on profit margins and consumer perception, the student mulls over deploying a similar approach within their recommended strategy. Additionally, inspired by Andrews’ prudent use of long-term debt to finance investments and operational activities prompts careful consideration about incorporating this financial instrument into their proposed strategic plan.

Intriguingly, while pondering various strategic options beyond those employed by Andrews, the student ponders whether alternative avenues could yield more significant benefits. Conspicuously intrigued by using equity instead of debt as a financing mechanism to augment capital structure flexibility and reduce financial risk exposure, this notion captivates their deliberations. Furthermore, contemplating entry into unexplored markets is another crucial aspect under examination within their strategic evaluation process. After meticulous contemplation and critical analysis, guided mainly through reflection upon Andrew’s strategies but also with an open mind towards novel alternatives like equity financing and market expansion, eventually, a well-defined course becomes evident, which warrants recommendation from this discerning individual.



Conclusion

In the Andrews Company business simulation exercise, it is vital to finalise the report by offering strategic recommendations to enable the company to penetrate the sensor industry’s new market successfully. These recommendations must be derived from thorough findings gathered during the simulation and consider the company’s competitive landscape. To excel in business simulations, a comprehensive understanding of how marketing, research and development, and finance impact operations becomes paramount. Additionally, pricing products competitively can significantly influence success within this industry. After critically analysing all aspects of Andrews Company’s performance in this simulation exercise, I propose utilising retained earnings or equity instead of long-term debts for financing activities. This approach fosters financial stability while avoiding unnecessary liabilities that may hinder future growth opportunities. By harnessing internally accumulated resources through retained earnings or equity investments, Andrews Company can strategically navigate market volatility and remain adaptable amidst dynamic customer demands.

Furthermore, an emphasis on price competitiveness remains essential for securing a strong market presence within this sector. Ensuring that Andrew Company’s products are reasonably priced compared to competitors’ offerings will attract potential customers and increase demand in an ever-evolving marketplace. To summarise, for Andrews Company to thrive within their target market of the sensor industry, as reflected in this business simulation exercise report finalisation phase, leveraging insights gained from marketing strategies implementation alongside effective research and development practices becomes crucial. Moreover, sustainable financial approaches such as using retained earnings or equity should be explored while meticulously considering competitive pricing adjustments vis-à-vis rival firms operating in the same industry.



Bibliography

· Barker, S. & Davy, M. (2019). Learning business through digital simulation: An analysis of student reflections. ASCILITE Publications, pp.29-38.

·
Benzaghta, M.A., Elwalda, A., Mousa, M.M., Erkan, I. and Rahman, M., 2021. SWOT analysis applications: An integrative literature review. 
Journal of Global Business Insights
6(1), pp.55-73.

· Buil, I., Catalán, S. and Martínez, E., 2019. Encouraging intrinsic motivation in management training: The use of business simulation games. The International Journal of Management Education, 17(2), pp.162-171.

· Hernández-Lara, A. B., Perera-Lluna, A., & Serradell-López, E. 2019. They are applying learning analytics to students’ interaction in business simulation games. The usefulness of learning analytics is to know what students learn. 
Computers in Human Behavior
92, pp. 600-612.

· López-Pintado, O., & Dumas, M.. 2022, September. Business Process Simulation with Differentiated Resources: Does it Make a Difference? In 
Business Process Management: 20th International Conference, BPM 2022, Münster, Germany, September 11–16, 2022, Proceedings (pp. 361-378). Cham: Springer International Publishing.

· Umid, K., (2023). Methodological Analysis of Research on Increasing the Competitive Environment in Enterprises. Web of Synergy: International Interdisciplinary Research Journal, 2(2), 408–410.

· Zulfiqar, S., Sarwar, B., Aziz, S., Ejaz Chandia, K. and Khan, M.K., 2019. An analysis of the influence of business simulation games on business school students’ attitude and intention toward entrepreneurial activities. Journal of Educational Computing Research, 57(1), pp.106-130.



Glossary

Business simulation: is a powerful tool that allows individuals and teams to gain practical business experience without real-world risks. It provides a safe environment where decisions can be made, strategies can be tested, and outcomes can be analysed.

Market analysis: is an integral part of business simulation. Understanding market trends, customer preferences, and competitor behaviour is essential for making effective decisions.

Competitive strategy: is another crucial aspect of business simulation. Participants must devise strategies that give them a competitive edge in the simulated marketplace.

Team collaboration: plays a vital role in business simulation as well. It mimics real-life teamwork scenarios where participants work together towards common goals while leveraging individual strengths.

Decision-making: is a critical aspect of running any business. It involves choosing between alternative courses of action based on careful analysis and evaluation.

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Business Competency Simulation
Guidelines
2018-2019

2

Table of Contents

What is a Business Competency Simulation? …………………………………………………………………. 3

Why write a Business Competency Report? …………………………………………………………………… 3

What are the responsibilities of those involved? ……………………………………………………………. 3

When Does the Process Start? ……………………………………………………………………………………… 4

Academic Regulations …………………………………………………………………………………………………. 4

The Business Competency Simulation Process ……………………………………………………………….. 6

Step 1 – Complete Term II Simulation (Capstone®) …………………………………………………….. 6

Step 2 – Complete Term III Simulation Course (Comp-XM Basix®) ……………………………….. 6

Step 3 – Writing the Report …………………………………………………………………………………….. 6

Step 4 – Story Board (On Campus) ……………………………………………………………………………. 6

Step 4 – Presentation (Online) ………………………………………………………………………………….. 7

Step 5 – Presentation of the Final Documents …………………………………………………………… 7

Step 6 – Presentation ……………………………………………………………………………………………… 7

Step 7 – Grading …………………………………………………………………………………………………….. 7

Standardized Business Competency Simulation Report Organization ……………………………….. 8

FAQ: Frequent Asked Questions …………………………………………………………………………………. 10

ANNEX …………………………………………………………………………………………………………………….. 11

Cover Page ………………………………………………………………………………………………………….. 11

Standardized Style Conventions …………………………………………………………………………….. 12

Research Resources ……………………………………………………………………………………………… 12

Grading Rubrics ……………………………………………………………………………………………………. 13

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What is a Business Competency Simulation?

A Business Competency Simulation is a developed, researched answer to a current

management issue based on learning from the 2 pre-requisite simulations (Capstone® &

Comp-XM Basix®), and it is a final academic requirement in partial fulfilment of EU Business

School’s MBA degree.

It is a work of critical academic and business importance, since it reflects the knowledge and

learning that a student has accumulated over the course of an academic program and,

specifically, the simulation experience. Additionally, it demonstrates the keen research and

analytical skills of a student, as it is not merely a historical description of a business situation.

Why write a Business Competency Report?

A polished and high-quality Business Competency Report can help students in their future

career.

It is important that students ensure their Business Competency Report is of the highest

quality, as it can be an incredibly useful tool when finding future employment. Many firms

will ask for a copy of this work. It is an opportunity for students to evidence their capacity to

apply knowledge and learning to a practical business situation.

The Business Competency Report must be written in accordance with the guidelines provided

in this document, and with the existing quality processes of EU Business School.

What are the responsibilities of those involved?

In addition to the student writing the Business Competency Simulation, there are three other

parties involved in the Business Competency Simulation process; the Business Competency

Simulation Course Lecturer and Business Competency Simulation Committee.

The Business Competency Simulation Lecturer

The Business Competency Course Tutor is the main facilitator of the Business Competency

Simulation process. The Business Competency Simulation Lecturer’s role is to guide students

by providing them with a general overview of the Business Competency Simulation process,

while also ensuring academic standards are adhered to.

All students are required to work with the Lecturer during the development of their Business

Competency Report. The Lecturer helps to guide students through the process of writing the

Report, as well as shaping and guiding the student’s focus on their chosen subject.

The Business Competency Simulation Lecturer is responsible for:

• Facilitating the Business Competency Simulation process by developing quality standards.

• Serving as an expert for methodology, quality, structure and form.

• Helping students to define the Business Competency Simulation (Report).

• Guiding the student through the process of developing the argumentation in the Business

Competency Simulation (Report)

• Guiding the development of a Story Board for its presentation.

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The Business Competency Simulation Committee

The Business Competency Simulation Committee is composed of impartial EU faculty

members who are responsible for evaluating and grading the Business Competency

Simulation defense session.

A student cannot submit the Business Competency Simulation Report without satisfying all

course requirements.

The Student

The ultimate responsibility for the management and the quality of the Business Competency

Simulation lies with the student.

• Keeping the Lecturer and the Academic Department informed about any problems or

issues.

• Allowing sufficient time for the Tutor to read through and provide feedback on the

Report.

When Does the Process Start?

Business Competency Simulation Course takes place during the last Term (most commonly

Term III).

Only after a student has successfully finished all of the required courses for their program,

they can go on to defend their Business Competency Simulation Report. This must be done

within the timeframe stated in the section below.

There is one presentation session per year, usually hold in September, within which students

can defend their Business Competency Simulation (30 minutes), followed by a 15-minute

questions and answers session.

Academic Regulations

The maximum time frame available to students is approximately 6 months (exceptions can

be made for students who do internships).

The Business Competency Simulation must be presented and defended in the Business

Competency Simulation defense session subsequent to successful completion of all courses.

Possible outcomes of the Business Competency Simulation Project: Pass/Fail

• Pass: 83% and above

• Fail (0-82%) The student will have one further opportunity to resubmit and

redefend their entire Business Competency Simulation project. The defense

panel will establish the improvements that need to be made. A new deadline for

submission and defense will be finalized with the academic coordinator and the

defense committee. The student will have to pay the corresponding fee

(600€/800CHF according to the campus). Grade received for the resubmission

and redefense will replace the final course grade and will be capped at 83%.

If the student receives a Failing Grade (0-82%) for the second time, he/she will not receive

the Diploma, but a Certificate of study instead.

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If the student fails to comply with these regulations and does not submit or present the

Business Competency Simulation as per the set deadlines, he/she cannot obtain the Diploma.

Plagiarism is a serious breach of academic honesty which guides EU Business School and all

educational institutions. Should a student have been found guilty of plagiarising by the

Committee, the Business Competency Simulation defense will be graded with an “F” due to

plagiarism. As a consequence, the student will not receive the Diploma, but a Certificate

instead.

“Plagiarism is defined as submitting as one’s own work, irrespective of intent to deceive,

that which derives in part or in its entirety from the work of others without due

acknowledgement. It is both poor scholarship and a breach of academic integrity”

(University of Cambridge, n.d.).

Authorship is about writing new material. It is about inspiration, and further development.

In the academic world, integrity is one of the prime rules. Therefore, the student is to provide

the source of the ideas used, which will make academic work strong; it is appropriate to use

the words of others, if they wrote well and concise, which requires the use of quotation marks

and to provide the full reference. Learning is about reading, to be sure to be up to date;

education is about how to use that knowledge and carry out personal reasoning and research

to bring science further.

Plagiarism is academic dishonesty: it cannot be tolerated to cite nor reproduce others

without a proper reference to their authorship or to modify the sense and meaning of the

sources used. The use of an approved citation system (Harvard style, see below) is

mandatory. To copy reading lists or sources that were not read nor consulted, whether from

academic work, or from the internet is prohibited.

A student should rewrite (paraphrase) only when the new text is shorter and better, if not,

quotation is more appropriate. Changing a few words does not make the student the author.

To present ideas or texts as one’s own when they were not developed by the student is

academic dishonesty. Ghostwriting, commissioned work, friend’s work, etc. considered to

be cheating.

When using corporate documents – even when owning this company – it is required to

reference the source. When re-using own writings, the original reference should be

provided: otherwise, this is called ‘auto-plagiarism’, if the student represents old ideas as if

they were new. No paper or assignment can be submitted for several courses or

assignments. Working together with others on work that is then presented as one’s own,

implies to cite all collaborations. And finally, in exams, when a student reproduces things

that he/she learned by heart, like internet content, poems or theory, doesn’t make that

student the author.

EU Business School also uses a software called Turnitin. This tool detects, in the work that is

submitted, similarities in terms of text and word use through screening the web. The

software will pick up and provide reference lists highlighting direct citations and interval

wordings. It is therefore essential to get to know how Turnitin works, which will be explained

in EU Business School workshops and through information on Moodle. Turnitin has a huge

range of resources (www.turnitin.com). Students are encouraged to use it as a learning tool.

To provide training, it is made possible for students to repeatedly upload drafts of the work,

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which allows, should the student find similarity high, to quote, reference, rewrite and adapt

the work correctly before final submission. Only word documents may be uploaded. On

exams and final submissions, drafts submission option is not available.

The coordination of the use of Turnitin must be arranged with the help of the academic

department and the Business Competency Simulation Lecturer. Draft function will enable

students to check the level of plagiarism and enable them to rewrite and paraphrase

accordingly.

The fee for the Business Competency Simulation defense is 600€/800CHF

The Business Competency Simulation Process

The Business Competency Simulation process can be broken down into distinct steps,
outlined below.

Step 1 – Complete Term II Simulation (Capstone®)

The first step of the Business Competency Simulation project is to become acquainted with
the Business Simulation methodology; learn from the environment and become proficient in
dealing with complex business situations.

Step 2 – Complete Term III Simulation Course (Comp-XM Basix®)

This course prepares students for the final Report which will rely heavily on the learning
experience of Simulations in Term II & III.
Students need to complete all requirements for the Comp-XM Basix® and follow guidance for
their report. It is advisable that students begin writing their report as the course progresses.
Guidance will be given to parts 1-3 of the report but the final element, Part 4, requires the
student to adapt the learning to a specific industry/company of their choice.

Step 3 – Writing the Report

The final written Report must follow the structure as per the guidelines summarized below:
• Formal Report Format, Academic English
• Non-native English speakers should do more than just an English spell-check, but they

should also check the grammar as well. Be within a 7,000-8,000-word count
• Harvard referencing style is required

Step 4 – Story Board (On Campus)

For the On-Campus students, the Story Board presentation must be designed to be a single
“poster” (no PowerPoints) which the students talk through during the presentation. A Story
Board, by definition, contains mostly images and a minimal use of words; it requires the
student explanation for full understanding.

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Step 4 – Presentation (Online)

For the Online Students, a PowerPoint/Prezi will be required which must be sent to the
Simulation Coordinator three days prior to the defense date.
Online students make a distance presentation via Adobe Connect supported by appropriate
visuals (e.g. PowerPoint, Prezi). The presentations should be sent by email to the Academic
department three days prior to the defense date.

Step 5 – Presentation of the Final Documents

There is one presentation session per year, usually hold in September, within which students
can defend their Business Competency Simulation. Students are required to submit the
Business Competency Simulation no later then one month prior to the defense date in order
to be registered for the defense.

Step 6 – Presentation

Each presentation should be a maximum of 15-minutes in length. Students are allocated 30
minutes for their oral defense; this includes time for a formal presentation followed by
questions and answers (15 minutes presentation and 15 minutes Q&A).
The Business Competency Simulation is defended in front of a two-professor panel. The Story
Board/Presentation Slides must be a central visual element.

Step 7 – Grading

The grade for the entire Business Competency Simulation Report & Story Board is a composite

grade allocated by the defense panel and takes three areas into consideration:

• Form (20%): the structural organization of the Business Competency Simulation
document

o grammar and vocabulary
o writing and reporting
o technology

o style
• Content (60%): the academic accuracy and value of the project

o Background (Brief review of the Capstone® and Comp-XM® simulations)
o Main body (Analysis of company)
o Conclusions

• Defense (20%): the manner and methods used

o Story Board/Presentation

o Presentation Content
o Questions & answers

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Standardized Business Competency Simulation Report Organization

• Cover Page

A cover page is mandatory. Students must use the standardized EU cover page. The EU

logo is provided by the administration on Moodle. The title of the Business Competency

Simulation must appear in capital letters on the cover page.

• Foreword

A foreword is optional. Students could choose to write a note of thanks to their parents,

spouse, Course Tutor, etc. Should a student decide to use this option, they should

remember to date and sign it. The foreword is the only time that a reader should see first

person personal pronouns such as: “I” “Me” “My” etc.

• Executive Summary

An executive summary is mandatory. The executive summary has four purposes: it

provides a description of the title; it sums up the contents of the paper, with a particular

emphasis on conclusions and recommendations; it briefly describes the methodology and

sources used; and it raises the reader’s interest in the subject matter.

This is a maximum of two-page statement on the topic selected. It should include the

Business Competency Simulation/hypothesis, the research methods, and the conclusions

and recommendations. It should be a “stand alone” document and should be written

when the Business Competency Simulation is completed. The Executive Summary should

allow busy executives to gain a good insight into the work, and support a student’s

candidacy in the selection processes for jobs, internships, and scholarships, where

students are asked to provide a written sample of their work, or evidence of past research

or study, but where decision makers usually do not have the time or inclination to read a

Business Competency Simulation in full.

• Table of contents

A table of contents is mandatory. This is a listing of the organization of the student’s

document and the major subdivisions of the main body by page number.

• List of tables

A list of tables is mandatory. All figures and graphs must be listed by page number.

Number all figures, graphs and illustrations consecutively in Arabic numerals (e.g. Figure

1). If they are especially numerous, they should be double numbered by chapter (e.g.

Figure 1.1). Larger or extensive tables should be placed in an appendix at the end of the

Business Competency Simulation and referred to in the body.

All sections from this point will be organized into chapters; each chapter will state

“Chapter x” and title. Each chapter starts on a new page.

• Introduction

An introduction is mandatory. It should clearly state the purpose and relevance of

applying the experience of the Business Simulation to the reality of the chosen company.

The reasons why this report is useful to the company should be stated.

• Part One

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In this part of the report the student reviews the Strategy, Tactics and Decisions taken by

its team in the Capstone® Business Simulation. The student evaluates the success of the

Strategy and Tactics used in the different segments they operated in.

• Part Two

In this part of the report the student identifies the differences in the competitive

environment between the Capstone® simulation and the Comp-XM Basix® one. The

student analyses how these differences could affect the success of the Strategies they

had used in the Capstone®. On the basis of this analysis and the experience gained from

the Capstone® simulation, the student identifies the strategies that could maximise their

firm’s performance in the Comp-XM Basix® simulation.

• Part Three

In this part of the report, the student evaluates the success of the strategy that they have

used in the Comp-XM Basix ®. This evaluation is continuous over all the four rounds but

specifically refers to the situation after the first two rounds and the situation at the end

of the simulation. It should also cover the changes made to the strategy after the first two

rounds and the effectiveness of those changes by the end of the simulation.

• Part Four

In this part of the report, the student chooses a real company. The student analyses the

competitive environment the company operates in using relevant theoretical

frameworks. The student compares the competitive environment of the real company

with the competitive environment faced by Andrews in the simulation. The student

considers how the differences in the real competitive environment and the simulation

environment will affect the strategies the real company will adopt. The student identifies

an opportunity for their chosen company to enter into another market. The students

define the key characteristics of that market and industry (does an external and internal

analysis using appropriate theoretical frameworks). The student considers the possibility

of implementing the strategies used by Andrews in the simulation. The student considers

other strategic options before finally defining the strategy they recommend.

• Conclusion

The student finalizes the report by providing recommendations to the company about

the best strategies to follow in order to successfully enter this new market. These

recommendations should be based on the student’s findings from the simulation and on

the realities of the competitive environment facing the company.

• Bibliography

The bibliography is mandatory. It provides an alphabetical listing by author’s last name of

all the sources in the paper. Should the author be unknown, entries are alphabetized by

the first word of the title. (See Harvard referencing recommendations.)

• Appendix

This section is used for material that supplements the text but is not appropriate for

inclusion. Placing length tables and other matter in an appendix prevents the text from

becoming too bulky. Appendices must be numbered in Arabic numerals. If used,

appendices must be included in the table of contents.

• Glossary

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This is a list of definitions of terms or concepts. It is needed when the typical reader

cannot be familiar with the terminology used in the text. If used, the glossary must be

included alongside the table of contents.

FAQ: Frequent Asked Questions

What makes a good Business Competency Simulation (Report)? Although there is no single

set of definitive criteria, work that is original, relevant, well written, critically informed and

interesting tends to make a good Business Competency Simulation.

Does it matter if I write too much or too little? Yes. As a guide, students should aim to be

within 10% of the word limit; otherwise, it could affect their final grade.

Does my Business Competency Simulation (Report) need to be an original piece of work?

Yes. It must be the product of a student’s own work and must not have been submitted

previously to anybody.

Whose role is it to identify part 4 (organization/company) of the Report? Students must do

this themselves, with the guidance of their Course Tutor.

When, approximately, am I supposed to defend? The session is usually scheduled is in

September.

Is it possible to extend a deadline? Requests for extensions must be made formally and in

writing to the Academic department explaining the mitigating circumstances leading to this

request. The Academic department will examine the grounds for granting an extension and

will evaluate requests on an individual basis before taking a final decision. He/she will only

grant an extension in highly exceptional circumstances, which are supported by documentary

evidence (e.g. medical certificates). Applications for an extension should be made prior to the

deadline for submission of a Business Competency Simulation. Medical certificates do not

constitute an automatic extension of the deadline. Internships may also be considered as

special circumstances.

What are the consequences of getting an extension? Students may consequently not be able

to graduate at the same time as the other students in their course; they can only graduate

once their full set of marks have been approved by the Business Competency Simulation

Committee.

How will it be graded? The grade of the Business Competency Simulation is based on the

evaluation of the Report and of the assessment of the Story Board/Presentation and defense.

Once I have defended my Business Competency Simulation, how long will it take for me to

receive the diploma? It takes approximately 3 months after the session is completed for

students to receive their diploma. (The diploma is not provided to the student until the

University of Roehampton Diploma is received)

Can I receive my diploma without having completed and successfully passed my Business

Competency Simulation? No, students will only receive their transcripts with the courses that

they have taken. Should a student’s GPA be lower than 3.0 at the end of their Business

Competency Simulation, they will only receive a Certificate of Studies, but not the full

academic degree of their study program.

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ANNEX

Cover Page

A Business Competency Report
Presented to the

Faculty of EU Business School
in Partial Fulfilment of the Requirements for the Degree:

Complete with your degree and major

By

Date

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Standardized Style Conventions

Font Arial or Times New Roman

Text size 12 pt or 14 pt

Layout Align left (flush-left ragged-right)/Do not use “Justify”

Line spacing 1.5 l

Hyphenation Off: do not hyphenate

Page numbers Bottom right

References

Students should follow the Harvard referencing style, where references must appear as in-text citations.
Language use/spelling style:

Students are free to use either British or American English, but they must be consistent. A spelling and grammar
check can help students. Marks will be deducted when ‘red and/or green lines’ appear in the digital copy

Research Resources

Patents
Patents are often overlooked sources of information for academic research.

• ESP@CENET
A resource that catalogues European patents.

• US PATENT OFFICE
A resource that catalogues US patents.

• GOOGLE PATENTS
A resource provided by Google to search for patents.

Scientific Information

• Advanced Google
Many users only use the searcher’s basic features.

• Google Scholar
It provides access to academic papers.

• Scirus
Considered to be a potential substitute to Google Scholar.

• INTUTE
A very useful tool that lists many websites, properly classified, and includes a number of tutorials.

• Complete Planet
A website and database directory.

Blogs

• GOOGLE BLOGS

• BLOG CATALOG

• PROQUEST

• ECONLIT

• Economist Intelligence Unit

Economic and business intelligence, including useful country profiles.

Some resources are free, some require payment.

13

Grading Rubrics

REPORT GRADING RUBRIC

Elements of the

Main Body
Unacceptable

<60% (1)
Borderline 60-

69% (2)

Partially
proficient

70-79% (3)

Proficient 80-

89% (4)
Accomplished

90-100% (5)

Executive

Summary Is not included.

Has minimal focus
on the thesis and

poorly or
inadequately

addresses what
the capstone is

about

An adequate

summary of some

relevant parts of

the thesis

A competent
review of the

thesis with major

relevant parts

summarized.

A thorough
summary of the

thesis and covers
solutions and
other relevant

areas pertaining to

the subject matter.
Capstone and

Comp XM
Review

(Parts I-III)

Poor, inadequate
review of

information on the

topic.

A minimal review

of the decisions

taken in the

simulations.

An adequate
review of some of

the decisions
taken in the
simulations

supported by

some evidence.

A competent
review of the main
decisions taken in

the simulation
supported

consistently by

evidence.

An in-depth review
of the decisions
taken in all the

functional areas of
the simulations

supported by

detailed evidence.

Analytical
Methodology

(Part IV)

There is no clear
analysis of the

external
environment,
competitive

environment and

the internal

environment.

There is only
limited analysis of

the external
environment,
competitive

environment and

the internal

environment.

There is some use
of analytical tools
in evaluating the

external
environment,
competitive

environment and

the internal

environment.

There is
competent use of
analytical tools in

evaluating the
external

environment,
competitive

environment and

the internal

environment.

There is in-depth
use of analytical

tools in evaluating
the external

environment,
competitive

environment and

the internal

environment.

Findings (Part

IV)

The findings of the
research on the

domestic
environment, the
comparison with
the simulation

environment and
the environment of
the target market
are insufficient to

make
recommendations

The findings of the
research on the

domestic
environment, the
comparison with
the simulation

environment and
the environment of
the target market
are confusing and
do not provide a
clear basis for

recommendations

The findings of the
research on the

domestic
environment, the
comparison with
the simulation

environment and
the environment of
the target market

is limited and
provide only a

partial basis for
recommendations

The findings of the
research on the

domestic
environment, the
comparison with
the simulation

environment and
the environment of
the target market
are competently

set out and
provide a good

basis for
recommendations

The findings of the
research on the

domestic
environment, the
comparison with
the simulation

environment and
the environment of
the target market
are complete and

offer a strong
basis for

recommendations

Recommendations
(Part IV)

Inadequate
recommendations

based on the
analysis and its

findings.

Weak
recommendations

that are not
coherent with the

analysis and its

findings.

Limited
recommendations

that only show
some connection

with the analysis

and its findings.

Competent
recommendations

that are clearly
based on the

analysis and its

findings.

In-depth

recommendations

that enhance the

analysis and its

findings.

14

REPORT COMMUNICATION GRADING RUBRIC

Element Unacceptable
(1) Borderline (2) Partially

Proficient (3) Proficient (4) Accomplished

Grammar
and

Vocabulary

Multiple mistakes in

use of English

impede full

understanding

Repetitive spelling
and grammar

mistakes require
the reader
interpret

comments

Grammar
mistakes made,
but are limited

and do not
impede correct

understanding

Grammar and
vocabulary usage
are good. Minor
punctuation and

spelling errors.

Grammar and
vocabulary usage

are virtually
flawless. The
selection of

vocabulary is rich
and appropriate to

points made.

Writing and

reporting

The purpose is not
stated. The work
follows no clear

line of argument
and/or does not
corroborate or

support the thesis
topic

The purpose is
stated vaguely.
The writing is

confused and the
language unclear.

The information

lacks coherence.

The purpose is
stated. The
language is
somewhat

unclear or the

sections are

disjointed.

The purpose of
the writing is

clear throughout
the work. The
writing is well-
organized. The
information is
almost always

clear. The
information is
coherent but

occasionally lacks
cohesiveness.

The language is at
all times clear. The
study is coherent,

always corroborates

the thesis/case topic

Technology

The report is
unprofessional and
messy. The text is

a continuing
narrative with no

use of bullet
points, graphs,

tables or sections.
The spell check

has not been used.

Ineffective use of
technology results
in a work of poor

quality. Little
attempt has been
made to improve
readability by the

use of different
fonts or other

tools. Graphics are

poorly defined.

The case is
divided into useful

subheadings.
Page numbering,
headings are in

evidence.
Graphics are in
place. Limited
use of tools to

improve
readability.
Numerical

programs are
used (when

needed)

Technology is
used

appropriately.
The document is
neat and clean.
Arguments are
supported by
graphics and

enhancements to
improve

readability.
Numerical

programs used

(when needed)

Technology is used
appropriately. The

work is
professionally

presented. Useful
graphics and

enhancements
highlight critical

factors and simplify
complexities.

Numerical programs

are used (when

needed)

Style

Student guidelines
have not been

followed
concerning

references and

bibliography

Student guidelines
have been

followed but
multiple errors are

found in the
referencing.
Overuse of

personalization.

Student
guidelines have
been followed,

errors of
referencing

occurs
but are limited.

Figures and

Tables are

incorrectly

introduced.

Student
guidelines have
been followed
with minimal

errors (less than
5)

Student guidelines

have been correctly

followed.

15

REPORT PRESENTATION GRADING RUBRIC

Element Unacceptable
(1) Borderline (2) Partially

proficient (3) Proficient (4) Accomplished (5)

Visuals

Visuals are
poorly designed,
containing only
words and are
used as notes.

More than 5
spelling

mistakes.
Relevance is not

clear

Visuals are fairly
mundane

and not always
relevant to the
presentation

development.
Fewer than 5

spelling

mistakes

Visuals are well
designed.
Generally,
support the

argument, but
some are

irrelevant or

unclear

Professionally
designed but
there are too
many (some
irrelevant) or
are missing.
Support the

development of

the presentation

Professionally
designed.

Attractive, relevant
and add to

understanding.
Support the

development of the

presentation

Content

The content is a
simple repetition
of written work

with no
amendments to

language or
style. The

development is
confusing and
does not justify

conclusions

The content is
generally clear
but there are
gaps in the

development or
information

which is not
relevant is

given too much

importance

The content is
clear showing
knowledge of

the area.
Improvements
would help to

justify
conclusions

Competent
development of
content showing

in-depth
knowledge of

subject area.

The content is
clear, well

developed and
interesting.

Conclusions are
clearly justified.

Appropriate
language style and

shows
thorough, in-depth

understanding of

the subject area

Questions

and

answers

The candidate
was unprepared

and unable to
answer pertinent

questions

The candidate
attempted to
answer the

questions but

not always

appropriately

The candidate
was able to
answer the

questions, but
did not expand

on question

areas

The candidate
was well

prepared to
answer

questions and
showed in depth

knowledge of
the subject

area. Expanded

on answers

The candidate
showed in-depth
knowledge, was

well-prepared for
the questions and

expanded
answers in-depth

showing
ownership of the

subject area.

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