Manufacturing & Production

In this strategic management simulation, Participants act as Directors of their own Sports retail company. They create and launch a business strategy, then make operational decisions to outperform competitors across market segments. The objective is to make decisions that have the greatest impact on improving company performance and increasing stock value. The simulation allows students to design, launch, and manage their own strategy for their own sports retail company. This begins with outlining their company's vision, setting targets and SMART objectives, undertaking SWOT, PESTLE, stakeholder analyses, and determining the value model, CSR strategy, and other considerations.

In this case study, the participant manages a company that is already up and running and earning income from product sales. It has all the machinery and employees necessary for production. Participant’s goal is to make the business succeed within a year by building up new sales channels, accomplishing innovation projects, and stabilizing the company’s economic status. In addition, participant will manage end-to-end life cycle of product, from the conception of the idea, through its production, and up to sales

My Marketing Experience (MMX) is a marketing simulation where participants act as the marketing management function of a jeans brand. They create their own marketing strategies and plans, conducting SWOT analyses, customer segmentation analyses, positioning and branding, setting objectives and KPIs, and implementing marketing tactics using the full marketing mix. The simulation consists of eight rounds, where each round represents a quarter of a calendar year. The aim is for participants to work effectively in teams and compete to gain market share during each round. players learn about key marketing theories and are empowered to make high-level strategic decisions to improve the their jeans brand: one that has a strong focus on brand awareness, brand image, and brand loyalty.

This case study offers practical insights into business management, focusing on management accounting in the food industry. Learners run a virtual company, making decisions that affect its economic performance and reviewing periodic financial reports. The simulation covers company financial report structure and content. Learners access video resources and a knowledge base with useful text and audio materials for deeper understanding.

This case study is designed to illustrate the complexities involved in a green transformation. As the manager of a manufacturing company, the participants are responsible for making decisions about green transformation such as the use of sustainable raw materials, technological advancements, environmentally focused marketing, shifts in employee mindset, and customer expectations. The key challenge is to lead the green transformation while maintaining company profitability.

In this management accounting simulation, players manage the operations and finances of a large chocolate confectionery company. Working in teams, roles should be clearly determined. Financial strategy should be formulated with the ultimate aim of increasing revenues and reducing costs and overheads. The simulation introduces techniques like Direct Product Profitability Analysis, Direct Customer Profitability Analysis, Porter’s Value Analysis, as well as budgeting techniques. Strategic performance metrics such as ROI, RI, and EVA are provided after each round, same can be calculated by teams using company data. Each round represents a year, and unexpected events challenge participants to critically assess both quantitative and qualitative information relevant to strategic management accounting.