This report is mainly concerned with the identification of the reasons standing behind the decision entries of the business strategy game. Critical focus is placed on how the combination of the various decisions put into practice impacted the final outcomes of the game. Data was provided for the period between year 11 and year 16.
Within the first four chapters of the report, the mission, vision, corporate objectives, situational and internal analysis were performed. By utilizing the Handy model of organizational culture and Belbin’s team roles this paper investigated the way decisions were taken within the course of the game. The role and implementation of the marketing strategy of the organization were examined in chapter 5 of the study, while the next two chapters referred to the performance analysis and corporate social responsibility of the company.
Table of Contents
1. Mission, vision and values
1.1 Mission
1.2. Vision
1.3. Values
2. Corporate objectives
3. Year-by-year evaluation
3.1. Year 11
3.2. Year 12
3.3. Year 13
3.4. Year 14
3.5. Year 15
3.6. Year 16
4. Business environment analysis
4.1. Macro-environment
4.2. Meso-environment
4.3. Micro-environment
5. SWOT/Telescopic Observations
6. Functional strategies
6.1 Marketing
6.2 Operations
6.3 Supply chain and logistics
6.4 Corporate social responsibility
6.5 Finance
7. Overall performance review against investor expectations
8 Recommendations for future strategy
Objectives and Core Topics
This report aims to analyze the strategic decision-making processes and organizational dynamics within a business strategy simulation game (ABC). By evaluating performance metrics from year 11 to year 16, the study investigates how internal team management, organizational culture, and specific functional strategies directly influenced the organization's competitive positioning and final financial outcomes.
- Application of the Handy model of organizational culture and Belbin’s team roles.
- Strategic analysis using Porter’s Five Forces and PESTEL frameworks.
- Evaluation of operational and marketing strategies implemented during the game.
- Assessment of corporate social responsibility and financial performance metrics.
- Critical reflection on team dynamics, including conflict management and decision-making consistency.
Excerpt from the Book
ABC team in terms of Belbin’s nine team roles
As claimed by Belbin (1969) it is the most effective teams that comprise in a differing mix of behaviors.
In fact, the team members of ABC were a mixture of Belbin’s team roles. The resource investigator and team worker in the face of myself Veselka focused on performing research so as to investigate the various decision-making outcomes. Nonetheless, at times I was over-optimistic. Yet, I tried to listen and be diplomatic in my relations with the rest of the team members. However, it was my mistake done in order to avoid the confrontation that I let my team members decrease the quality of the products and diminish advertising expenses at the final round of the game, that actually cost us the leader position.
The co-ordinators, represented by Victoria and Editte centered on the objectives of the company and aimed to delegate part of the work to the rest of the team members. In fact, they were supposed to present clear team goals. On the contrary, they were seeking to over-delegate, leaving themselves insignificant work to do. In essence, that was the rationale standing behind the diminished salaries and fringe benefits in year 16, as well as for the start of producing private label. Despite their co-ordinators role, they actually haven’t consulted me and Monica about this abrupt strategy change.
Summary of Chapters
1. Mission, vision and values: Outlines the core purpose, long-term vision, and guiding values that define the operational principles of ABC.
2. Corporate objectives: Examines the industry context using Porter’s Five Forces and details the initial differentiation strategy adopted by the company.
3. Year-by-year evaluation: Provides a chronological performance review of the organization across the six years of the simulation, highlighting key strategic decisions and their outcomes.
4. Business environment analysis: Conducts an situational analysis of the business landscape utilizing PESTEL and Porter's Value Chain models.
5. SWOT/Telescopic Observations: Presents a strategic assessment of the company's strengths, weaknesses, opportunities, and threats during the peak revenue years of 13 and 14.
6. Functional strategies: Details the specific approaches taken in marketing, operations, logistics, CSR, and financial management to sustain competitive advantage.
7. Overall performance review against investor expectations: Analyzes the company’s success in surpassing investor benchmarks regarding EPS, ROE, and stock price performance.
8 Recommendations for future strategy: Offers a reflective summary of strategic successes and failures, providing actionable insights based on the observed outcomes.
Keywords
Strategic Management, Business Strategy Game, Porter's Five Forces, PESTEL Analysis, Team Roles, Belbin, Organizational Culture, SWOT Analysis, Marketing Mix, Operations Strategy, Financial Performance, Corporate Social Responsibility, Investor Expectations, Decision-Making, Performance Review
Frequently Asked Questions
What is the primary focus of this report?
The report provides a reflective analysis of the decision-making processes and strategic performance of the ABC team during a business strategy simulation game spanning from year 11 to year 16.
Which central topics are analyzed in the study?
Key topics include corporate mission and objectives, external and internal business environment analysis, functional strategy implementation, and the impact of team dynamics on organizational success.
What is the core objective of the research?
The primary objective is to identify the drivers behind the team's strategic decisions and to evaluate how those decisions impacted the firm's competitive standing and overall financial outcomes.
Which scientific methods were applied?
The analysis utilizes established business frameworks such as Porter’s Five Forces, the PESTEL model, the Marketing Mix (4P), the Mendelow Matrix, and management theories including Handy’s model of organizational culture and Belbin’s team roles.
What does the main body of the work cover?
The main body covers a yearly evaluation of game performance, an assessment of the macro/meso/micro business environment, a SWOT analysis, and detailed chapters on functional strategies like operations, marketing, and finance.
How would you characterize the work based on its keywords?
The work is characterized by terms related to strategic business management, performance assessment in a competitive simulation context, and organizational behavioral analysis.
What role did team dynamics play in the organization's final outcome?
The report concludes that the lack of internal consistency and failure to work as a unified team, particularly in the final rounds, led to suboptimal decisions that ultimately cost the team its leading position.
Why did the team's credit rating decline by the final year?
The decline was largely attributed to costly investments in additional facilities and the withdrawal of various loans to fund independent initiatives, which were not aligned with the team's overall strategic goals.
- Citation du texte
- Kostadin Ruychev (Auteur), 2020, Strategic management in a global context. Analysis of the practicability of the various decisions and their impact on the final outcomes, Munich, GRIN Verlag, https://www.grin.com/document/958026
