All of these on-screen calculations help co-managers evaluate the relative merits of one decision entry versus another. Experience confirms that this many decisions is right on the money-enough to keep company co-managers engaged and challenged but not too many to confuse and overwhelm.Įach time co-managers make a decision entry, an assortment of on-screen calculations instantly shows the projected effects on unit sales, revenues, market shares, total profit, earnings per share, ROE, costs, and other pertinent operating outcomes for both cameras and drones.

Plus, company managers have accounting and cost data to examine, import duties and exchange rate fluctuations to consider, and shareholder expectations to satisfy.

the financing of company operations (up to 8 decisions).

corporate social responsibility and citizenship (as many as 6 decisions).

pricing and marketing (7 decisions for cameras and 5 for drones).

assembly operations and workforce compensation (up to 8 decision entries for each product).

the design and performance of the company’s two products (21 decisions, 10 for cameras and 11 for drones),.

The co-managers of each company are responsible for assessing market and competitive conditions in the two product categories, determining how to respond to the actions of competitors, forging a long-term direction and strategy for their company, and making decisions relating to: The companies compete in a global market arena, selling to buyers in four geographic regions-Europe-Africa, North America, Asia-Pacific, and Latin America. As many as 12 companies can compete in a single industry grouping (class sizes above 50 are typically divided into two or more industry groups).

In GLO-BUS, 1 to 5 class members run companies that are in a neck-and-neck race for global market leadership in two product categories: (1) wearable video cameras and (2) sophisticated camera-equipped copter drones.

Globus simulation quiz 1 answers 2019