Business Simulation Project

The assignment details provided describe a business simulation project where the author worked as a co-coordinator and had to manage team members, make decisions, and influence colleagues. The project involved understanding business strategies, operational activities, marketing, financial, and human resource decisions in an organization. The author analyzed various situations, conducted team meetings, and developed knowledge of different areas and their significance for an organization.

STRATEGIC MANAGEMENT FOR
COMPETITIVE ADVANTAGE

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
Company performance.....................................................................................................................6
A. Round 1..............................................................................................................................6
B. Round 2..............................................................................................................................7
C. Round 3..............................................................................................................................9
D. Round 4............................................................................................................................11
TREND ANALYSIS.....................................................................................................................13
LEARNING...................................................................................................................................22
Strategy ................................................................................................................................22
Financial decisions...............................................................................................................23
Marketing decisions..............................................................................................................23
Operating decisions..............................................................................................................24
Human resource decisions ...................................................................................................25
Conclusion ....................................................................................................................................25
Team Performance.........................................................................................................................25
Personal reflection ...............................................................................................................25
REFERENCES..............................................................................................................................28

INTRODUCTION
The organisation aims to enter in new markets with new products in order to achieve high
customer satisfaction and profit in the market. Brandz co. is planning to produce new models in
order to target new customers in the market. The simulation of operations, finance, human
resources, productions management etc will be analysed. The customers will be approach with
new models and brands so that sales of these cars can be increased.
The business objectives are as mentioned below -
Business Objective:
Perspective Objectives Key performance
indicator
Target Indicator
Financial
perspective
 The main
objective of
organisation
can be
incorporated
with making
satisfactory
rise in net
profit after
tax,
operating
income as
well as to
reduce the
costs implied
in each
operational
activity.
 Considering
the return on
investments
 ROI%
 Post tax
profit%
 Operating
profit
 10%
 4-8%
 10%
1

there, is need
of effective
policies
which will
result in
satisfactory
rise in
returns
Customer
perspective
 As per
considering
the buyer’s
satisfaction
as well as
profitability
of entity
which will
be based on
rise in the
market value
of the cars in
each period
around 5-
10%
 Effective
dividend
policies will
lead the firm
in attaining
adequate rise
in the market
 Share value
of the cars.
6-12%
2

share
Internal
planning
process
 Focus
needed to be
payable over
reducing
CO2
emissions in
each model
which is
dealt by the
business.
 Professional
s are needed
to emphasise
over making
reduction in
the warranty
claims
 Warranty
claims
 CSR
reporting.
 28%
Learning
growth
 Analysing
workers’
needs and
wants which
will result in
reducing the
strike days
to 1- 3 years.
 Improvemen
ts needed to
be made in
the
production
 Considering
the number
of strike
days in a
period.
 Analysing
the
production
capacity of
the business
per car
 Strike
days -1
 Producti
vity
needed
to be
around
120
million
3

level which
will result in
rising the
revenue of
the firm.
Productivity  Focus has
been payable
by the
organisation
on
enhancing
consumer
satisfaction
by designing
their desired
level of
products.
 Improving
the worker
compensatio
n which will
result in
better
analysing
and
understandin
g towards
the
enhancing
the
production
 Consumer
satisfaction
 Product
design
 Employee
wages
 Reduction
in costs
4

level of the
business.
 Reducing the
costs
incurred in
each product
line such as
material
costs, etc.
which will
result in
better
operational
gains to the
business.
Quality  Analysing
buyer’s
comfort
regarding car
models and
their
preferences.
 Controlling
costs will not
affect the
product
quality.
 Rising the
market share
with motive
of attaining
the
5

satisfactory
amount of
gains.
Summary of the performance
Rounds Total sales Total unsold Shareholder
funds
Closing
bank
balance
Outstanding
loan
Round 1 3801.28 0 781.88 -29.65 100
Round 2 6483.22 1472 1529.10 -221.59 0
Round 3 4608.52 135827 1500.98 -1380.79 500
Round 4 5322.97 236263 -4.78 -3613.65 1000
COMPANY PERFORMANCE
A. Round 1
Decisions
Considering the research techniques and methods on which various components have
been addressed and analysed with relation with having appropriate determination of operations
as well as various areas of improvements. In Round 1,there has been operational records and
estimation based on 2 models of Bandz Co. such as PAJO S and PAEN X. Thus, frim has been
emphasised on the small petrol engine and large petrol engine which will based on consumers
who belongs to the age group under 25 and between 25-40. However, it has been estimated that
frim will have sales of 1000000 in PAJO S and PAEN X it will have 62000.
Forecast and Results
By considering the operational activities of Bandz Co. in the first round on which they
have estimated to sale the both the cars with no unsold stock. Thus, they have the positive
outcomes and it has been estimated as the favourable outcomes from such business game. The
allocation of the workforce in each unit has been administered as 60.26% were in PAJO S while
39.73% were in PAEN X. These brands have gross profit of the firm as 38.82% and 22.26%
respectively. The sales made the professionals in the year was 3801.28. It reflects the negative
6

cash flow -26.65, Fixed overheads 233.15, promotion 266.00, R&D 163.40 and training 20.
Warranty cost per car on which PAJO S has 252.04 and PAEN X has 405.09. Thus, out of all the
outcomes it will be recommended to the professionals of Bandz Co. that they must reduce the
costs incurred in production process.
Round 1
Forecast Results
Model Small petrol
engine
Large petrol
engine
Small petrol
engine
Large petrol
engine
Car name PAJO S PAEN X PAJO S PAEN X
Target Under 25 Between 25-40 Under 25 Between 25-40
Workforce 60.26% 39.73% 60.26% 39.73%
Automation
allocation
40.00% 20.00% 40.00% 20.00%
Effective workforce 2199 1450
Productivity 45.48 42.76
Production 100000 62000 100000 62000
Unsold stock 0 0 0 0
Selling price
Market price 21429 26748
Market share 1.78% 2.23%
salary 84.26
Gross margin 38.82% 22.26%
Sale income 3801.28
Net cash position -29.65
Fixed overheads 233.15
Promotion 266.00
R&D 163.40
Training cost 20
Automation
7

investment
Warranty cost per
car
252.04 405.09
depreciation 80.5
Operating profit -368.14
Post tax profit -281.88
Loan 100
B. Round 2
Decisions
In the Second Round Bandz Co. has been considered the three brands on which they will
operate all the operations such as PAJO S, PAEN X and AGRBTI C. considering the category of
individual which belongs to the age group of under 25, between 25-40 and between 41-55.
AGRBTI C is a small petrol engine and Electric/ Hybrid Engine. Work force has been divided
among them as 43.09%, 26.72% and 30.18%. It has been estimated by professionals that these
brands will have production and estimated sales as 150000, 90000 and 80000 respectively.
Forecast and Results
Considering the operational outcomes on which the firm has estimated to sale these cars
such as PAJO S as 150000, PAEN X as 90000 and AGRBTI C as 80000 respectively. They
have also estimated that there will not be any unsold stock but brand PAEN X has 1472 as
unsold stock. Considering the outcomes on which Gross profit of these brands are 40.72%,
17.96% and 13.29% respectively. A negative cash flow has been demonstrated which is -221.59,
warranty costs for each brand as 183.19, 286.70 and 234.25 respectively. Moreover, it will be
recommended to the professionals of Brandz Co. that they must have effective control over costs
and try to enhance the marketing of PAEN which will result for the growth and operational
advancement in the product line.
Round 2
Forecast Results
Model Small
petrol
Large
petrol
Small petrol;
engine and
Small
petrol
Large
petrol
Small petrol;
engine and
8

engine engine Electric/Hybride
engine
engine engine Electric/Hybride
engine
Car name PAJO
S
PAEN X AGRBTI C PAJO S PAEN X AGRBTI C
Target Under
25
Between
25-40
Between 41-55 Under 25 Between
25-40
Between 41-55
Workforce 43.09% 26.72% 30.18% 43.09% 26.72% 30.18%
Automation
allocation
40.00% 20.00% 20.00% 40.00% 20.00% 20.00%
Effective
workforce
2499 1550 1750
Productivity 59.39 58.01 45.71
Production 150000 90000 80000 150000 88528 80000
Unsold
stock
0 0 0 0 1472 0
Selling
price
Market
price
22481.00 25448.00 11200
Market
share
2.56% 3.16% 1.54%
salary 144.83
Gross
margin
40.72% 17.96% 13.29%
Sale income 6483.22
Net cash
position
-221.59
Fixed
overheads
413.25
Promotion 261.00
9

R&D 13.64
Training
cost
16
Automation
investment
Warranty
cost per car
183.19 286.70 234.25
depreciation 138.29
Operating
profit
-963.48
Post tax
profit
-747.22
Loan 85.18
C. Round 3
Decisions
In the third round, brands will focus on increasing the automation of small petrol engine
to 40%, and 20% for large petrol engine as well as electric engine. PAJO S is a small petrol
engine model which is targeting customers under 25 years and will be producing 150000 units
PAEN X is consists large petrol engine which will target customers form the age group 25-40
years and the production will be 90000 units. The third bran AGRBTIC C consists Hybrid engine
which will focus the age group 41 – 45 years and will be produced at lowest level of 80000 units
Forecast and Results
The result of this round concludes that PAJO S successfully achieve its target by
producing 150000 units with the help of 2499 employees, PAEN X failed to meet its production
goal which was 90000 and manufactured 88528 units and the last brand AGRBTI C also
successfully produced 80000 which was forecasted. The total sale income was 6483.22 and net
cash was -221.59 which was due to increased operation cost such as the fixed overheads was
413.25. The results present that the organisation needs to have risen in operational performance
as well as make various changes in costing activities.
10

Forecast and Results
Round 3
Forecast Results
Model Small
petrol
engine
Large
petrol
engine
Small petrol;
engine and
Electric/Hybride
engine
Small petrol
engine
Large
petrol
engine
Small petrol;
engine and
Electric/Hybride
engine
Car name PAJO
S
PAEN
X
AGRBTI C PAJO S PAEN
X
AGRBTI C
Target Under
25
Between
25-40
Between 41-55 Under 25 Between
25-40
Between 41-55
Workforce 48.08% 26.72% 25.19% 48.08% 26.72% 25.19%
Automation
allocation
40.00% 20.00% 20.00% 40.00% 20.00% 20.00%
Effective
workforce
3149 1750 1650
Productivity 59.09 57.14 54.55
Production 190000 100000 90000 102841 51332 90000
Unsold
stock
0 0 0 87159 48668 0
Selling
price
Market
price
21489 26749 11894
Market
share
1.77% 1.99% 1.82%
salary 170.59
Gross
margin
35.36% 18.41% 16.09%
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Sale income 4608.52
Net cash
position
-1380.79
Fixed
overheads
491.97
Promotion 267.00
R&D 164.05
Training
cost
14.00
Automation
investment
Warranty
cost per car
420.28 667.80 170.47
depreciation 139.56
Operating
profit
-5.50
Post tax
profit
-28.12
Loan 500
D. Round 4
Decisions
In the fourth Round, Bandz Co. has been considered the three brands on which they will operate
all the operations such as PAJO S, PAEN X, AGRBTI C and LALA L. considering the category
of individual which belongs to the age group of under 25, between 25-40, between 41-55 and
over 55 years. AGRBTI C is a small petrol engine and Electric/ Hybrid Engine and LALA L as
the large petrol engine plus electric hybrid engine. Work force has been divided among them as
27.55%,22.43%, 21.15% and 16.02%. It has been estimated by professionals that these brands
will have production and estimated sales as 190000, 100,000, 100,000 and 15000 respectively.
12

Forecast and Results
Considering the operational outcomes on which the firm has estimated to sell these cars
such as PAJO S as 190000, PAEN X as 100000, AGRBTI C as 100000 and LALA L as 15000
respectively. They have also estimated that there will not be any unsold stock but brand PAJO S
has 46539, PAEN X as 9863 and LALA L as 12335 of unsold stock. Considering the outcomes
on which Gross profit of these brands are 8.50%, -2.11%, 12.27% and 9.82% respectively.
Warranty costs for each brand as 442.99, 715.61, 138.59 and 1258.88 respectively. Moreover, it
will be recommended to the professionals of Brandz Co. that they must have effective control
over costs and try to enhance the marketing of AGRBTI C which will result beneficial growth
and operational advancement in the product line.
Round 4
Forecast Results
Model Small
petrol
engine
Large
petrol
engine
Small
petrol;
engine
and
Electric/
Hybride
engine
Large
petrol
engine
and
Electri
c/
hybrid
engine
Small
petrol
engine
Large
petrol
engine
Small
petrol;
engine and
Electric/H
ybride
engine
Large
petrol
engine
and
Electri
c/
hybrid
engine
Car name PAJO S PAEN
X
AGRBTI
C
LALA
L
PAJO S PAEN X AGRBTI
C
LALA
L
Target Under
25
Between
25-40
Between
41-55
Over
55
Under 25 Between
25-40
Between
41-55
Over
55
Workforce 27.55% 22.43% 21.15% 16.02
%
27.55% 22.43% 21.15% 16.02
%
Automation
allocation
40.00% 20.00% 20.00% 20.00
%
40.00% 20.00% 20.00% 20.00
%
Effective
workforce
3149 1750 1650 1250
1

Productivity 59.58 57.14 60.61 12.00
Production 190000 100000 100000 15000 190000 100000 100000 15000
Unsold
stock
0 0 0 0 46539 9863 0 12335
Selling
price
Market
price
15999 22899 11894 56123
Market
share
2.53% 2.37% 2.26% 2.22%
salary 215.48
Gross
margin
8.50% -2.11% 12.27 9.82
Sale income 5322.97
Net cash
position
Fixed
overheads
578.48
Promotion 310.00
R&D 13.51
Training
cost
20
Automation
investment
Warranty
cost per car
442.99 715.61 138.59 1258.8
8
depreciation 125.60
Operating
profit
-1158.60
Post tax -1505.77
2

profit
Loan 1500
TREND ANALYSIS
Production
Interpretation – The above graph represents production level of all the models produced by
Bandz co., it can be concluded from the above illustration that there were only two models
introduced at round 1 such as PAJO S and PAEN X. In round 1, PAJO S produces 45.48 units
and PAEN X produced 42.76 units. In round 2, the production level increased to 58.39 and
58.01, a new model was introduced in this round which was AGRBTI C, the level of production
was 45.71. In round 3, PAJO S produced 59. 09, PEAN X produced 57.14 and AGRBTI C
produced 54.55. In round 4 which was the last round PAJO S produced 59.58, PAEN X
produced 57.14 and AGRBTI C produced 60.61, in this round one more model was introduced
known as LALA L which was produced at 12 units. Therefore, it can be concluded that an
organisation is constantly increasing the production level for earning more profit.
3

Total sales
Interpretation – The above analysis present total sales of Bandz co, this presentation concluded
that organisation's total sales in round 1 was 3801.28. In round 2, the sales got increased to
6483.33, in round 3 it again decreased to 4608.52. In the last round of simulation game sales
again increased to 5322.97. This concluded that total sales of organisation are fluctuation due to
valorous factors such as quality, price and competition level. In order to increase total sales of
the business it is important to focus on increasing productivity without compromising with the
quality.
Sales revenue, break-even point and safety of margin
4
Round 1
Round 2
Round 3
Round 4

Interpretation – The next analysis is related to sales and break even point, the analysis
demonstrate that in round 1 when the sales were 3801.28, break even point was -44.07899169, in
round 2 sales raised to 6483.22 and break even point decreased to -310.9626043. In round 3 the
sales again decreased to 4608.52 which also deducted break even point to -64850.59091. At last
in round 4, the sales again increased to 5322.97 which also added to BEP, -361.9868807. It
concluded that sales have a direct impact on profit margin. It is important for an organisation to
increase its sales to increase the profit margin.
Unsold Stock
5

Interpretation – The above analysis determined the level of unsold stock of an organisation, the
illustration present that in round 1 all the four brands did not have any stock unsold. In round 2,
PAEN X had 1472 of unsold stock whereas the other three brands sold their stock. In round 3,
PAJO S had 871659 units unsold and PAEN X had 48668 units. In round 4, PAJO S had 143461,
PAEN X had 90137, LALA L had 2665 of unsold stock. The above illustration presented that only
AGRBTI C is obtaining profits in the market and other three brands are not able to sell its
products effectively.
Revenue Vs Post Profit After tax
6

Interpretation – In the above graph, the revenue and profit after tax of the organization has been
analyzed. In round 1, revenue of Bandz co. was 3801.28, and profit after tax was – 281.88. IN
round 2, revenue increased to 6483.22 and profit after tax was -747.22. In round three, the
revenue again decreased to 4608.52 and profit after tax was -28.12. In round 4, the revenue gain
raised to 5344.97 and the profit after tax was -1505.77. Therefore, it can be concluded that
revenue of the firm is also fluctuating and it directly affect the profit after tax. The organization
is facing loss in the market as observed form the above analysis.
Net cash position
7

Interpretation – The above analysis present net cash of Bandz co, the presentation
concluded that organisation's total sales in round 1 was -29.65. In round 2, the sales increased to
-221.59, in round 3, it again decreased to -1380.79. In the last round of simulation game, sales
again were increased to -3613.65. This concluded that net cash of an organisation is fluctuation
due to valorous factors such as quality, price and competition level. Net cash position of an
organisation depends upon its revue and profitability in the market.
Current ratio
8

Interpretation – The above analysis present Current ratio of Bandz co., the presentation
concluded that organisation's Current ratio in round 1 was 1.33. In round 2, the sales increased to
1.39, in round 3, it again decreased to 1.33. In the last round of simulation game, the sales again
increased to 1.08. This concluded that Current ratio of an organisation is fluctuation due to
valorous factors such as quality, price and competition level.
Gross profit margin
9

Interpretation – The above analysis gross margin of Bandz co., the presentation
concluded that organization’s gross margin in round 1 was 31.6. In round 2, the sales increased to
29.03, in round 3, it again decreased to 25.69. In the last round of simulation game, sales again
increased to 6.84. This concluded that gross margin of an organization is fluctuation due to
valorous factors such as quality, price and competition level. Its important to increase the gross
profit margin to enhance an overall profit of the firm.
Return on investment
10
Round 1 Round 2 Round 3 Round 4-10
0
10
20
30
40
50
Return on equity

Interpretation - The above analysis returns on equity of Bandz co., the presentation
concluded that organization’s gross margin in round 1 was 36.05. In round 2, the sales increased
to 48.87, in round 3, it again decreased to -1.87%. In the last round of simulation game, sales were
again increased to 0. This concluded that return on equity of an organization is fluctuation due to
various factors such as quality, price and competition level. It is important to increase the return
on equity to enhance an overall profit of the firm. Return on equity also determine the position of
an organisation whether it is generating profit or getting into loss.
Warranty claim
Interpretation – The above graph presented that Brandz.co had 38.65 claims in the first
round, 71.28; in the second round, 92.18; in the third round, and 129.5 in the fourth round. it can
be concluded that the organisation is reducing the quality of their products due to increase in
competition and for reducing the cost of production. This is also affecting the profitability of the
company.
11

LEARNING
Strategy
The strategies or plans created by business professionals’ focus on obtaining higher
profits and revenue. The business used various strategic models such as strategy clock, following
hybrid strategy which combines differentiation and low cost strategy that helps in attaining
higher benefits and lower prices as compared to its competitors. Therefore, there has been focus
on payable over attracting a huge numbers of customers with offering them high quality products
and models of cars with innovative or unique features.
The main strategy of PAJO S and PAEN X from the beginning of round 1 was providing
low price products to the customers prices of models that were reduced in order to attract more
and more customers and improve the sales level which in turn leads to increased profitability and
performance (Peng, 2017).
The business successfully reduced price of its products which in turn helped the
organisation to increase its sales and profit margin. In addition to this, the organisation also
applied product development strategy and strategies related to Human Resource Management by
introducing new products in each round of the simulation game.
The organization also increased its workforce by recruiting skilled and talented employees
which was also a beneficial strategy for the business. Another effective strategy use by the
organization was the low-cost production, the firm focused on producing low cost product to
increase profit margin. This was a good strategic decision for the organization that affected profit
margin of the business with every unit of sale in the market. Till the end of round 4 PAJO S
developed a gross margin 8.50%, PAEN X decreased to -2.11%, 12.27% for AGRBTI C and
9.82% for LALA L.
Financial decisions
Finance is the main element within a business of organization; financial
management is providing an analytical and conceptual framework for making decisions related
to finance. It is important for a business to manage its working capital management effectively in
order to survive in the competitive market. Indeed, working capital management is all about
handling the current liabilities and assets with the objective of decreasing the risk related to
bankruptcy and enhancing return on involvement assets. It consists determining a balance
12

between liquidity and profitability. An effective working capital management leads to the growth
and survival of a business or organisation.
To enhance and improve the financial health of an organization, there are various pricing
methods which can be utilized along with costing methods which can be very helpful and
effective for gaining high profit. The business is required to create appropriate decisions which
can help to improve health of the organizational entity. Therefore, it is observed that organization
effectively manage to maintain profitability and a good cash position in the market. Overall,
finance is the most important element in any organisation or business, allocation of financial
resources is the most essential function in every organisation. The cost of labour was decreased
in order to decrease the overall cost of production, which was a significant decision related to
finance in an organisation as it contributed in the increment of Gross profit margin.
Marketing decisions
There is a great need of adopting various tools or techniques which can assist the
company to increase sales of the cars. Marketing is an essential dimension of each and every
business in competitive environment or markets nowadays and financial success is mostly
dependent upon marketing ability. Any business or organization have two basic and important
functions innovation and marketing housecoat it is the purpose of every organization to attract
and create more customers. At the time of giving brand name to its cars model, the company
considered that it should be meaningful, memorable, transferable, protect-able, adaptable and
likable (Kumar and Reinartz, 2018).
Therefore, to increase the profitability and revenue of the business which leads to growth
and development, it essential to select the most appropriate promotional and marketing
strategies. The organization also utilized various tools for their promotional activities such as
4'ps of marketing – Place, price, promotion and product.
The companies increased their market share and profit margin with the help of these
promotional methods and tools. Tv advertisements, radio digital and social media, promotional
offers etc were used to attract more and more customers in the market to gain competitive
advantages. The marketing decisions helped a lot in increasing sales of the products in the
market place which in turn brought impressive change in profitability of the firms. Marketing
13

functions can help an organisation promote its products and services to a wide range of
customers in local as well as international market.
Operating decisions
Operations management is the activity or task related to managing the resources to
develop and deliver products and services. Operations management consists of system design
and operating decisions related to design of products and design, section of processes, location
selection, inventory management, wok and supply management, scheduling, production
planning, quality assurance and project management. Operations strategy is concerned by putting
in place along with application of plans and rules that uses the resources of an organisation
effectively and efficiently. It greatly contributes to the long term competitive strategies. It
affects various designs which is beneficial in making appropriate decisions (Ming and Wang,
2017).
Therefore, an organisation utilizes various innovative and effective operational practices
which can be very adequate and impressive in increasing proficiency and revenue generation. It
consists assigning the cost of the activities, designing various strategies or plans and improving
business performance in order to meet the organizational goals and survive in a competitive
marketplace.
The organisation launched new products with every round which was also a great
promotional or marketing technique that helped to attract more customers and increase the level
of sales. Overall, the marketing decisions affected the internal shareholders in terms of market
share and profits and the external stakeholder such as customers in terms of competitors,
promotional offers and suppliers in terms of lower selling prices. The organisation increased its
workforce along with the products or models in every round of the simulation; this helped in
increasing the effectiveness of the business productivity. The operation's management is essential
as it helps in managing every task or activity effectively to ensure high performance of every
activity performed. Overall, operation management had a great impact on product quality and
internal stakeholders such as business owners as well as external stakeholders such as customers
in the market.
Human Resource Decisions
Human Resource Management is concerned with selection, recruitment, learning and
development, communication, rewards teamwork and management of employee performance. It
14

is very important for any business or organisation to select and recruit highly skilled employees
to perform various roles which lead to improvement in business performance. The efforts of
employees in relation to achievement of goals and objectives help an organisation to obtain its
aim at the right time. The human resource management of an organisation is highly effective in
recruiting skills and talented employees. It also focuses in providing different training and
development programs to employees which further improve their performance (Campbell, 2017).
In order to increase the productivity of the organisation it is very essential to recruit skilled
employees and train them to perform their best in different types of business functions and
activities. Human resource management is highly focused on ensuring significant recruitment,
training, managing, motivating and retaining employees to build a strong workforce in any kind
of organisation. In the present scenario it has been observed that Bandz.co increased the
workforce to enhance the productivity of every product or model.
CONCLUSION
The above report concluded that the stimulative game and the four rounds were
conducted in order to obtain impressive results or outcomes. It also identified that there are
different operational needs which are very beneficial in achieving business goals and objectives.
The market shares of PAJO S increased to 2.53%, 2.37% of PAEN X, 2.26% of AGRBTI C and
2.22% of LALA L till the end of 4th round.
The productivity of PAJO S and PAEN X increased from 45.48% and 42.76% to 59.58%
and 57.14% respectively. The organisation launched new products with every round which was
also a great promotional or marketing technique that helped to attract more customers and
increase the level of sales.Therefore, it can be concluded that the stimulation helped in increasing
overall performance and productivity of organisations. It also leads to increase in profitability of
the business or firm. Organization also increased its workforce or number of employees which
assisted in enhancing or improving business output or production effectively. The business
successfully reduced price of its products which in turn helped the organisation to increase its
sales and profit margin.
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TEAM PERFORMANCE
Personal Reflection
The business simulation project helped me with an opportunity to lead and experience
professional management practices as well as apply theories to various business frameworks.
The team performance was observed to increase with each round of the simulation game; the
team members were assigned individual roles and duties which they needed to perform within
the game and simulation related activities (Bowers and et.al., 2018). The workforce was
developed with each round in the simulation which helped in managing different tasks and
activities effectively and efficiently.
As a Team leader, I focused on allotting duties and roles to the employees according to
their skills, abilities and experience. I successfully distributed roles to my team members such as
marketing functions, operation management functions, financial activities, production
management etc. This was very helpful in developing coordination and increasing the overall
performance of the business or organisation. I gained a lot of experience with respect to team
management, project management, simulation of business activities, and factors contributing to
the success of a business or company in long run. The team members were highly motivated in
the project as they were an important part of the simulation game and were presented with
significant efforts in the overall project(Operational decisions, 2016.).
I effectively contributed to the group for being on time with regards to planing the work
or activities . As per the Belbin approach, I observed that my role while working in a group is
important There are various factors which can help an organisation to improve its position,
productivity and performance in the competitive market. I developed various skills such as
communication skills, leadership skills, project management skills, etc. which can be very
helpful for my future projects and career. As in light of the fact that I am a effective and
motivated employee. In the group I worked as a team leader and this parts fit to my position. As
a more effective team leader I ensured that all colleague assumes their work liability and every
one of the targets met on time.
I ensured that all the tals are done on time and due to this I help my colleagues in their
intense assignment. I concentrated on quality of work and efforts to clear goals to finish it on
given time. Later on, I saw that my role of co-coordinator got affected as I identified that I was
offered more assignments rather than other individuals. At some point, I was not able to
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influence my colleagues and because of this reason, their execution gets down. I analysed that
diverse circumstance occurs while working in a group and it is essential for me to manage each
circumstance without getting confounded.
At some point, it was difficult up trying for me to assign the task and this negatively
affected the work. I began concentrating on my weak zones and make change in my work which
help in finishing the whole work on time.
Furthermore, I developed a great understanding of strategies of a business or
organisation can use in order to increase the market share, productivity, profit margins etc. The
best part of this project or simulation was observing changes in business strategies and outputs
that were obtained by their implications in the organizational functions and activities. There were
many situations when our team required to make appropriate decisions related to the project;
during those situations, I conducted team meetings for all the team members. Every team
member was contributing in the decision-making process by sharing their views and ideas with
other team members. Overall, the simulation game assisted me to increase my knowledge and
understanding related to business simulation. I also analysed that an organisation utilizes various
innovative and effective operational activities which can be very adequate and impressive in
increasing proficiency and revenue generation. I identified the importance of marketing,
operational, financial and human resource decisions in an organisation. This helped me in
obtaining good knowledge and understanding of various areas and their significance for an
organisation. These areas of organisation need to perform effectively and efficiently to gain
competitive advantages in the market, attract and retain customers as well as generate high profit.
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