Throughout the course, you will complete a team project using GLO-BUS—an online interactive game that simulates competing companies and their efforts to win worldwide market share. In this course, you will play nine rounds (years) spread throughout the ten-week period. The GLO-BUS Web site provides a PowerPoint presentation that

Throughout the course, you will complete a team project using GLO-BUS—an online interactive game that simulates competing companies and their efforts to win worldwide market share. In this course, you will play nine rounds (years) spread throughout the ten-week period. The GLO-BUS Web site provides a PowerPoint presentation that provides an overview and operational details of the digital camera game.

You and your teammates will make decisions for each period relating to the design and performance of the camera line (nine decisions in all), including production operations and worker compensation, pricing and marketing, and the financing of company operations. In addition, you will examine accounting and cost data, import duties, exchange rate fluctuations, and shareholder expectations.
Company Background

All digital camera makers presently have the same worldwide market share, although shares vary by company across the four market regions: Europe–Africa, Asia–Pacific, Latin America, and North America.

Currently, your company is selling close to 800,000 entry-level cameras and 200,000 multi-featured cameras annually. Prior-year revenues were US$ 206 million and net earnings were US$ 20 million, equal to US$ 2.00 per share of common stock.

The company is in sound financial condition and is performing well. Its products are well regarded by digital camera users. Your company’s board of directors has charged you and your co-managers with developing a winning competitive strategy—one that capitalizes on growing consumer interest in digital cameras, keeps the company in the ranks of the industry leaders, and boosts the company’s earnings on an annual basis.
Targeted Challenge

The purpose of this project is to successfully run and grow your business in relation to your competitors (the teams of other learners). It will take you ten weeks to complete all of the decisions related to this project. The ten-week process will allow you to experience nine decisions and multiple business cycles for your simulated company.

As you work through the team project simulation, consider the information and knowledge you gain and how you can apply this in your current activities.

Your first priority as a GLO-BUS participant should be to read the contents of the participant’s guide and get a firm idea of the procedures for participating in the exercise, the characteristics of the digital camera market, and the economic relationships that govern your company’s business. Then you will be ready to explore the software and manage your assigned company.
Project Objectives

To successfully complete this project, you will be expected to:

Solve problems within professional standards.
Plan strategically for domestic and global environments.
Employ high-performing business management techniques.
Use appropriate financial models and principles to support decisions.
Communicate effectively.
Create organizational value.

To achieve a successful project experience and outcome, you are expected to meet the following requirements.

Content and flow: In your final submission, be sure that the:
Structure is evident, understandable, and appropriate.
Main and supporting points are easily identifiable, plausible, and clear.
Paper employs a minimum of four reputable sources to support main points.
Logic is identifiable, reasonable, and sound.
Paper includes at least two charts, graphs, or visual aids to support your points.
Transitions from point to point are excellent and paragraphs support solid topic sentences.
Number of pages: Your final paper must be 6–8 pages, excluding the title page and reference list.
File format: Be sure to submit your paper in Microsoft Word format.
Style and formatting: Use proper APA sixth edition style to cite and reference your sources. Also follow APA formatting guidelines for the layout of your paper. Refer to the Capella Online Writing Center’s APA sixth edition style and formatting module on iGuide for more information.
Written communication: Written communication should be free of errors that detract from the overall message.

In this course, you will also be expected to complete an individual course project, in which you will demonstrate strategic critical thinking skills by analyzing a business scenario and recommending strategies to help that business move forward towards its goals. In preparation for this 6–8-page paper, complete the following:

Read the unit introduction, if you have not already.
Read the Case Analysis course project description.
Use your text to read “Guide to Strategic Management Case Analysis,” pages 442–450, and “Case 30: “Yahoo! Inc.: Marissa Mayer’s Challenge,” pages 30-1 to 30-12. Note: This case will be referred to as “Case 30” for the remainder of the course.

Three Levels of Strategy

Your text offers a three-tiered approach as to how strategic management cascades through a firm’s hierarchy. At the top level is the executive management in charge of setting a firm’s strategic course. In the middle are the business managers, charged with taking the executive vision and creating the actions that will implement the strategies. At the bottom of the tier is the functional level, the workers that complete the actions needed to make the strategy a reality (pp. 5–7).

Each level plays its role in the strategic process, as well as how a firm establishes its strategic process. Your text explores these characteristics, as well as the benefits and risks of strategic management.
Strategic Management Process

Throughout this course, the unit readings will examine in detail the many components involved in a strategic management process. Chapter 1 of your text provides a brief overview of how analysis, objectives, strategies, structure, evaluation, policies, innovation, feedback, and other factors all fit together to create a process (p. 12).
Reference

Pearce, J. A., & Robinson, R. B. (2015). Strategic management (14th ed.). New York, NY: McGraw Hill.