Online Corporate Simulation for Strategic and Operations Management

Running head: STRATEGIC AND OPERATIONS MANAGEMENT 1
Online Corporate Simulation
Author’s name
Institutional Affiliation

STRATEGIC AND OPERATIONS MANAGEMENT 2
Online Corporate Simulation
Introduction
Creation of a business simulation involves a close link between actual events in a real
environment and models of the artificial surrounding (A. Ghani, 2017). A business requires a
combination of various activities and decisions to operate within a specified period. Four
individuals are to be appointed to make decisions and account for the Strategic Business Unit in
my multi-divisional company. Computer skills and knowledge are the requirements for the firm.
The president as well as the manager evaluates designs, establish arrangements and generate
proposals for operations of the company. The Chief Financial Officer test and regulates all
financing activities while the Chief Executive Officer acts as a general correspondent, motivator,
and arbitrator. Both internal and external factors are to be considered to control the outcomes.
Technological expertise to be introduced to reduce the risks encountered. The existence of
other global enterprises dealing with internet reproduction models initiates a competitive
environment. Record updates to be done after every six months of business years and made
available to team members according to the standards raised by my instructor regarding
blueprints, operation worksheets, logbooks, conventional proceedings and networked associate
assessments (Smith, Golden, & Deighan, 2012). Also, the company's briefings, comprehensive
education, strategy developments and implementation are to happen within the required period.
Decisions made are for improvements and future reviews for repetition of all processes in all
stages. At the end of all the actions and occurrences, success is inevitable.
The Business Case
The joint reproduction under multi-system administration operates on a vastly ambitious
global market basis. It comprises of large-scale firms like computer hardware producers, small-

STRATEGIC AND OPERATIONS MANAGEMENT 3
scale companies including specified computer software or hardware producers and all-purpose
producers dealing in both hardware, software and online services. The hardware SBU
distribution trades electronics like desktops and scanners while the software system creates and
advance applications and operating systems. They had an increase of $800 and $975 respectively
in sales within four years before employing the management unit (Smith, Golden, & Deighan,
2012). With $885 sales increment, the systems section handled integrated data combinations for
particular task functions.
The Corporate Organizational Chart involving the hardware, software, and systems
respective presidents under the CEO was made (Smith, Golden, & Deighan, 2012). It showed the
comparison of decisions between each SBU and the corporate. For individual SBUs, decisions
based on pricing, budgeting, sales, exportation, merchandise inquiry, technological operations,
scope extension, human resources, quality indices and utility agents ("Reflection on knowledge
gained from business simulation," 2015). Corporate agreements were about credits, bindings,
stock, surplus, occurrence feedback, display research, and venture exchange. The fragmentation
enabled the growth of the industry.
Marketing
Decisions made under marketing involve prices, budgets, and workforce employment or
reduction. A unit product charge price averaged to $500 at the onset of each of my company’s
SBUs following the exchange of hardware at $10,000 and $2,000 units with a small-scale group
and a hospital respectively (Smith, Golden, & Deighan, 2012). Sales personnel comprise of
employee payments, sales expenses, and welfare. They were worth $30,000 periodically for each
representative. Minimal investment amounts were encouraged to regulate customer service.
Exports