Jeu d'entreprise, Mara Corporation, most Intelligent students, Spain, Russia, France, market share, high quality product, high productivity, large distribution
Rapport en anglais d'une simulation type jeu d'entreprise jouée en ligne pendant 4 mois en équipes pour un cours de Global Management. Les pages contiennent analyse interne, externe, recommandations et analyses en vue d'un agrandissement sur 5 ans.
[...] We want to have presence in the European market because it represents a high potential location. In that way, if we have many products in our inventory of our Germany or Japan plant, we will send those inventories to Spain or Thailand, saving warehouse costs. Otherwise, if we see that the demand in Spain or Thailand is high enough, we will think about building a new plant in those countries, but at this moment our priority is to go to Germany and Japan. [...]
[...] That way we could predict the market of TV sets that allowed us to know exactly how much revenue we were expected to make in the future quarter, and adjust our calculation and strategy if we weren't satisfied with the final revenue that was generated from the sales HIGH PERCENTAGE OF MARKET SHARE MARA Corporation has the largest percentage of market share in Mexico. The lowest market share it had was during quarter 6 when VAAN, Inc. exported its products to Mexico. However, MARA Corporation is currently the only firm selling 25 TV sets in Mexico which is a great strength since it allows the company to reach almost the total market share in this country. Thus, it can increase its prices since there is no competition. [...]
[...] INTERNAL ANALYSIS: STRENGTHS 3. INTERNAL ANALYSIS: WEAKNESSES 4. EXTERNAL ANALYSIS: COMPETITOR ANALYSIS 5. [...]
[...] MARA Corporation will decide to be around quality level 7 to be as efficient as VAAN in Germany PRICE: The price policy is the last aspect that we decided in our decisions. We know that it depends on the competition. In United States we have to take in account do other quality products because the price is very sensible. We cannot set our price too high or very low prices, because it will affect the future sales and market share. Our actual price policy in U.S. is $116 because Frame Inc. reduced it in the last two quarters. [...]
[...] In the beginning we were hesitant to make any major moves since all of the rules of the game were not familiar to us; however after first week passed we understood the deep aspects of the game as well as the advantages and disadvantages of certain strategies that we had established, that helped us in a long term to improve our corporation. We decided to fully automotize our plant in the United States and to produce 27 TVs, and after we ordered enough of sub assemblies and established plant in Mexico; we also automated it and decided to produce 25 inch TVs. That strategy allowed our plants to be more efficient and helped us producing more TV sets and generates additional revenue. [...]
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