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Global Mgmt Strategy (MAN 6721) Players Guide 2019 Edition

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Sandra Watson
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Florida Atlantic University

Global Mgmt Strategy & Policy (MAN 6721)

the projected growth in buyer demand for branded athletic footwear is

This Player’s Guide provides you with information about The Business Strategy Game and suggestions
for successfully managing your athletic footwear company. Here is a quick reference to the contents:
How The Business Strategy Game Works ……………………………………………………………………………… 3
Company Operations …………………………………………………………………………………………………………….. 4
The Worldwide Market for Athletic Footwear …………………………………………………………………………. 5
Distribution Channels for Athletic Footwear ………………………………………………………………………….. 6
Raw Materials Supplies …………………………………………………………………………………………………………. 7
Footwear Manufacturing ……………………………………………………………………………………………………….. 8
Exchange Rate Impacts …………………………………………………………………………………………………………. 9
The Competitive Factors That Drive Branded Footwear Sales and Market Share ………………….. 10
The Importance of Each Competitive Factor in Determining Sales and Market Share ……………. 14
Crafting a Strategy to Be Competitively Successful ……………………………………………………………… 15
Making Decisions ………………………………………………………………………………………………………………… 17
Workforce Compensation & Training ………………………………………………………………………………. 18
Branded Footwear Production ……………………………………………………………………………………….. 20
Production Facilities ……………………………………………………………………………………………………… 22
Branded Distribution and Warehouse Operations …………………………………………………………….. 24
Internet Marketing ………………………………………………………………………………………………………… 26
Wholesale Marketing ……………………………………………………………………………………………………. 27
Private-Label Operations ………………………………………………………………………………………………. 30
Celebrity Endorsement Contracts …………………………………………………………………………………… 31
Corporate Social Responsibility and Citizenship (CSRC) ………………………………………………….. 32
Finance and Cash Flow ………………………………………………………………………………………………… 32
The 3-Year Strategic Plan …………………………………………………………………………………………………….. 35
Special Note on Decision-Making Procedures ……………………………………………………………………… 35
Reporting the Results ………………………………………………………………………………………………………….. 36
What Your Board of Directors Expects: Results in 5 Key Areas …………………………………………… 36
Scoring Your Company’s Performance ………………………………………………………………………………… 37
Important Advice …………………………………………………………………………………………………………………. 38
What You Can Expect to Learn ……………………………………………………………………………………………. 39
Welcome to The Business Strategy Game. You and your co-managers are taking over the operation of
an athletic footwear company that is in a neck-and-neck race for global market leadership, competing
against rival athletic footwear companies run by other class members. All footwear companies presently
have the same market shares in each of the four geographic market regions— North America, Europe-
Africa, Asia-Pacific, and Latin America. Your company is selling over 8 million pairs annually. In the justcompleted
year, your company had revenues of $432.6 million and net earnings of $40 million, equal to
$2.00 per share of common stock. The company is in sound financial condition, is performing well, and its
brand is well-regarded. Your company’s board of directors has charged you with developing a winning
competitive strategy—one that capitalizes on continuing consumer interest in athletic footwear, keeps the
company in the ranks of the industry leaders, and increases the company’s earnings year-after-year.
Your first priority as a BSG participant should be to absorb the contents of this Player’s Guide and get a
firm grip on what the exercise involves, the character of the global athletic footwear market, and various
cause-effect relationships that govern your company’s operations.
The Business Strategy Game Player’s Guide
How The Business Strategy Game Works
The Business Strategy Game (BSG) is an online exercise, modeled to reflect the real-world character of
the globally competitive athletic footwear industry and structured so that you run a company in head-tohead
competition against companies run by other class members. Company operations are patterned
after those of an athletic footwear company that produces its shoes at company-operated plants rather
than outsourcing production to contract manufacturers. Cause-effect relationships and revenue-cost-profit
relationships are based on sound business and economic principles and closely mirror the competitive
functioning of the real-world athletic footwear market. The Business Strategy Game enables you and
your co-managers to apply what you have learned in business school and to practice making reasoned,
businesslike decisions aimed at improving your company’s overall performance. Everything about your
company and the competitive environment in which your company operates has been made “as realistic as
possible” to provide you with a close-to-real-life managerial experience where you can be businesslike and
logical in deciding what to do.
Each decision period in BSG represents a year. The company you will be running began operations 10
years ago, and the first set of decision entries you and your co-managers will make is for Year 11. The
first time you launch the Decisions/Reports Program from your Corporate Lobby, you should scroll down
the menu at the left to view the Year 10 Footwear Industry Report, the Year 10 Competitive Intelligence
Reports, and your company’s Year 10 Company Operating Reports. These reports, along with this
Player’s Guide, provide you with full information on where things stand going into Year 11.
You and your co-managers will make decisions each period relating to branded and private-label footwear
production (up to 11 entries for each production facility), the addition of facility space and production
equipment and production improvement options (up to 8 entries for each facility), workforce compensation
and training (6 entries for each facility), shipping and distribution center operations (5 entries per
geographic region), footwear pricing and marketing (up to 9 entries per region), contract offers to
celebrities to endorse your footwear brand (2 entries per available celebrity), corporate social responsibility
and citizenship (up to 8 entries), and the financing of company operations (up to 8 entries). Plus, there are
10 entries for each region pertaining to assumptions about the actions of competitors that factor directly
into the forecasts of your company’s unit sales, revenues, and market share in each of the four geographic
regions. In addition, there are import tariffs and annual changes in exchange rates to consider, and
shareholder expectations to satisfy. Video Tutorials for each decision entry page will help you get
started. And there are Help documents for each page that provide valuable information about each
decision entry, important cause-effect relationships, and decision-making tips.
Complete results of each decision period become available about 15 minutes after each decision round
deadline. Detailed information and feedback provided in the Footwear Industry Report, the Competitive
Intelligence Report, and the Company Operating Reports provide essential information about each
company’s performance, assorted industry outcomes, updated forecasts of total buyer demand for athletic
footwear for each geographic region, your company’s competitive standing versus rivals, and other
statistics that enable you to determine what actions to take to improve your company’s performance in
upcoming decision rounds

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Global Mgmt Strategy (MAN 6721) Players Guide 2019 Edition

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