GLO-BUS VIDEO POWERPOINT
QUESTIONS & ANSWERS(RATED
A+)
GLO-BUS is an online exercise where you will run a company that is racing for
global market leadership in two product categories: - ANSWER- Wearable (and
mountable) video cameras (like GoPro)
- Camera-equipped copter drones suitable for a variety of commercial purposes.
Each decision period in GLO-BUS represents a year. - ANSWER
You will be selling and shipping products on a worldwide basis: in North America,
Asia-Pacific, Europe-Africa, and Latin America. - ANSWERBut your company owns
only one manufacturing facility located in Taiwan, where all assembly takes place.
Product are made and then sold and shipped to buyers around the 4 geographic
regions.
All competitors will start out on the same footing in year 5—with equal sales volume,
global market share, revenues, profits, costs, product quality, etc.. - ANSWERIn
Year 5, your company had worldwide sales of 840,000 video cameras and 140,000
camera-equipped drones. Revenues in Year 5 were $327.8 million and net earnings
were $15 million, equal to $1.50 per share of common stock.
Your company will compete against rival companies in your class that design,
assemble, and market these same two products. - ANSWER
The central purpose of GLO-BUS is to provide you with a "close-to-real-life
managerial experience"—one that provides you with a stronger grasp of business
policy—learning how to manage business decision making across many disciplines
in a globally competitive market environment. - ANSWER
Your company has been in business for 5 years, and you have now been hired at the
end of Year 5 to take charge of the company's operations. - ANSWERThe company
began as a maker of wearable video cameras 5 years ago. It entered the market for
camera-equipped drones 2 years ago.
So the first set of decisions you and your co-managers will make is for Year 6. -
ANSWER
Your company, in year 5, is in sound financial condition, is performing well, and its
products are well-regarded by users. - ANSWER
, You and your co-managers will make decisions each period relating to: - ANSWER-
Product Design: Camera/drone components and features, product performance,
quality, number of models and R&D (up to 21 decisions)
- Product Assembly: Production operations and worker compensation (up to 8
decisions for each product)
- Marketing: Pricing, placement and promotions; brand image (7 decisions for
cameras/6 for drones)
- Social responsibility: Corporate citizenship (as many as 6 decisions)
- Company financing: Company cash flow management (as many as 8 decisions).
Market share competition will be based on 10 specific factors: - ANSWER- Price
- Product performance and quality
- The number of camera/drone models
- Annual number of weekly sales promotions
- The size of the discounts offered to retailers during weekly sales promotions
- Advertising spending
- Website improvement and web page displays
- Number of retailers stocking and merchandising the company's products
- Length of your product warranty period
- Company image/brand reputation
There are many ways to run your company to develop a strong market position and
striving for good performance. - ANSWER
Companies can pursue a competitive advantage keyed to:
- low-cost/low-price.
- top-of-the-line quality and performance.
- more value for the money. - ANSWER- Companies can have a strategy aimed at
being the clear market leader in (a) wearable video cameras or (b) camera-equipped
drones or (c) both.
- Companies can focus sales activities on one or two geographic regions or strive for
strong worldwide coverage.
- Companies can pursue essentially the same competitive approach worldwide or
craft different strategies for the Europe-Africa, Asia-Pacific, Latin America, and North
America markets.
There is no one right formula for achieving success. - ANSWER
Most any well-executed competitive approach is capable of succeeding, provided
that: - ANSWER- It is not overpowered by the strategies of competitors
- It is not defeated by too many copycat strategies that dilute its effectiveness.
QUESTIONS & ANSWERS(RATED
A+)
GLO-BUS is an online exercise where you will run a company that is racing for
global market leadership in two product categories: - ANSWER- Wearable (and
mountable) video cameras (like GoPro)
- Camera-equipped copter drones suitable for a variety of commercial purposes.
Each decision period in GLO-BUS represents a year. - ANSWER
You will be selling and shipping products on a worldwide basis: in North America,
Asia-Pacific, Europe-Africa, and Latin America. - ANSWERBut your company owns
only one manufacturing facility located in Taiwan, where all assembly takes place.
Product are made and then sold and shipped to buyers around the 4 geographic
regions.
All competitors will start out on the same footing in year 5—with equal sales volume,
global market share, revenues, profits, costs, product quality, etc.. - ANSWERIn
Year 5, your company had worldwide sales of 840,000 video cameras and 140,000
camera-equipped drones. Revenues in Year 5 were $327.8 million and net earnings
were $15 million, equal to $1.50 per share of common stock.
Your company will compete against rival companies in your class that design,
assemble, and market these same two products. - ANSWER
The central purpose of GLO-BUS is to provide you with a "close-to-real-life
managerial experience"—one that provides you with a stronger grasp of business
policy—learning how to manage business decision making across many disciplines
in a globally competitive market environment. - ANSWER
Your company has been in business for 5 years, and you have now been hired at the
end of Year 5 to take charge of the company's operations. - ANSWERThe company
began as a maker of wearable video cameras 5 years ago. It entered the market for
camera-equipped drones 2 years ago.
So the first set of decisions you and your co-managers will make is for Year 6. -
ANSWER
Your company, in year 5, is in sound financial condition, is performing well, and its
products are well-regarded by users. - ANSWER
, You and your co-managers will make decisions each period relating to: - ANSWER-
Product Design: Camera/drone components and features, product performance,
quality, number of models and R&D (up to 21 decisions)
- Product Assembly: Production operations and worker compensation (up to 8
decisions for each product)
- Marketing: Pricing, placement and promotions; brand image (7 decisions for
cameras/6 for drones)
- Social responsibility: Corporate citizenship (as many as 6 decisions)
- Company financing: Company cash flow management (as many as 8 decisions).
Market share competition will be based on 10 specific factors: - ANSWER- Price
- Product performance and quality
- The number of camera/drone models
- Annual number of weekly sales promotions
- The size of the discounts offered to retailers during weekly sales promotions
- Advertising spending
- Website improvement and web page displays
- Number of retailers stocking and merchandising the company's products
- Length of your product warranty period
- Company image/brand reputation
There are many ways to run your company to develop a strong market position and
striving for good performance. - ANSWER
Companies can pursue a competitive advantage keyed to:
- low-cost/low-price.
- top-of-the-line quality and performance.
- more value for the money. - ANSWER- Companies can have a strategy aimed at
being the clear market leader in (a) wearable video cameras or (b) camera-equipped
drones or (c) both.
- Companies can focus sales activities on one or two geographic regions or strive for
strong worldwide coverage.
- Companies can pursue essentially the same competitive approach worldwide or
craft different strategies for the Europe-Africa, Asia-Pacific, Latin America, and North
America markets.
There is no one right formula for achieving success. - ANSWER
Most any well-executed competitive approach is capable of succeeding, provided
that: - ANSWER- It is not overpowered by the strategies of competitors
- It is not defeated by too many copycat strategies that dilute its effectiveness.
