Strategic Marketing in the Digital Era The Business Simulation

STRATEGIC MARKETING
IN THE DIGITAL ERA THE
BUSINESS SIMULATION

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
MAIN BODY...................................................................................................................................3
Critical evaluation of team working in the business simulation.................................................7
Critical evaluation of and reflection on decision-making...........................................................8
Critically evaluating the performance of the company......................................................9
CONCLUSION..............................................................................................................................10
REFERENCES..............................................................................................................................11

INTRODUCTION
The report is based on simulation output and experience where a car manufacturing
company that is, LEUV Motors which is going to enter European car industry. Therefore, with
the help of business simulation games various decisions will be made along with presenting its
outcome for the four rounds equivalent to the four years period of time.
Mission: To become a leading company across UK by satisfying customers through our durable
and comfortable cars at the most competitive prices along with providing ever desired comfort to
the customers (Panigrahi and Gijare, 2018).
Vision: To become the most preferred auto-mobile brand of the UK.
Strategic objectives are:
 To enable green driving by year 3 for all the target audience.
 No stock should be remaining at the end of decision period.
 Achieving 8% market share by the end of the fourth year.
The competitive advantage would be providing the highest quality and comfortable car to a
broad audience in the range between medium to premium pricing acting as a differentiator in the
market. The emphasis would be on becoming a leading by providing innovative vehicles (Abbott
and Chan, 2020).
MAIN BODY
Round 1 – Year 1: Key Performance Measures
Particulars Magnum Speed Up Of the whole
company
Production units 52972 7047 60019
Sales units 52972 7047 60019
Unsold stock in units 0 0 0
Sales revenue for the
company = Model
price * Units sold
£36000 * 52972
= £1906992000
£78000 * 7047 =
£549666000
£2456.66
Profit after tax 199.85

Bank balance 251.65
Outstanding loan 360
Shareholder funds 655.89
Round 2 – Year 2: Key Performance Measures
Particulars Magnum Speed Up LEUV 3 Of the whole
company
Production units 52972 7047 36740
Sales units 52927 7047 36740
Unsold stock in
units
0 0 0
Sales revenue for
the company
£36000 * 52972
= £1906992000
£78000 * 7047 =
£549666000
£34000 * 36740 =
£1249160000
£3705.82
Profit after tax 427.76
Bank balance 482.44
Outstanding loan 334.17
Shareholder funds 989.54
Round 3: Key Performance measure of the LEUV Motors. over the third year
Particulars Magnum Speed Up LEUV 3 Kargo Of the whole
Company
Production
(units)
52972 7047 36740 4228
Sales (units) 52972 7047 36740 4228
Unsold Stock
(units)
0 0 0 0