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P P Pa a ar r rt t ti i ic c ci i ip p pa a an n nt t t’ ’ ’s s s G G Gu u ui i

P P Pa a ar r rt t ti i ic c ci i ip p pa a an n nt t t’ ’ ’s s s G G Gu u ui i id d de e e Created by Arthur A. Thompson, Jr. The University of Alabama Gregory J. Stappenbeck GLO-BUS Software, Inc. Mark A. Reidenbach GLO-BUS Software, Inc. Ira F. Thrasher GLO-BUS Software, Inc. Christopher C. Harms GLO-BUS Software, Inc. GLO-BUS is published and marketed exclusively by McGraw-Hill Education, Inc., 1333 Burr Ridge Parkway, Burr Ridge, IL 60527 Copyright © 2019 by GLO-BUS Software, Inc. All rights reserved. No part of this document may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of GLO-BUS Software, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. G G GL L LO O O- - -B B BU U US S S Developing Winning Competitive Strategies 2019 Edition GLO-BUS: Developing Winning Competitive Strategies Participant’s Guide Copyright © GLO-BUS Software, Inc. Back to Top 2 GLO-BUS This Participant’s Guide provides you with information about GLO-BUS and suggestions for successfully managing your camera and drone company. Here is a quick reference to the contents: How the GLO-BUS Exercise Works ...................................................................................................... 3 Your Company’s Operations................................................................................................................. 3 The Worldwide Market for Action-Capture Cameras ......................................................................... 6 The Worldwide Market for UAV Drones ............................................................................................... 6 Performance/Quality (P/Q) Ratings of AC Cameras and UAV Drones ............................................. 7 The Retailers and Buyers of Action-Capture Cameras and UAV Drones ........................................ 8 The Competitive Factors that Determine AC Camera Sales and Market Share .............................. 9 The Competitive Factors that Determine UAV Drone Sales and Market Share ............................ 13 The Importance of the Competitive Factors that Determine Sales and Market Share ................. 16 Crafting a Strategy to Be Competitively Successful ........................................................................ 17 Making Decisions ................................................................................................................................. 19 Product Design Decisions ............................................................................................................ 20 AC Camera Marketing Decisions ................................................................................................. 21 UAV Drone Marketing Decisions.................................................................................................. 24 Compensation, Training, and Facilities Decisions ....................................................................... 26 Corporate Social Responsibility and Citizenship Decisions ........................................................ 29 Finance and Cash Flow Decisions ............................................................................................... 29 Decision-Making Procedures ....................................................................................................... 31 What the Board of Directors Expects: Results in Five Key Areas................................................. 32 Scoring Your Company’s Performance ............................................................................................. 34 Important Advice .................................................................................................................................. 35 What You Can Expect to Learn ........................................................................................................... 36 Welcome to GLO-BUS. You are taking over the operation of a company that is in a neck-and-neck race for global market leadership in two product categories: action-capture cameras (comparable to those designed and marketed by global industry leader GoPro) and unmanned aerial view (UAV) drones that incorporate a company designed and assembled action-capture camera. Your company competes against rival companies that design, assemble, and market these same two products and that are run by other members of your class. All makers of these two products—action-capture (AC) cameras and UAV drones—compete head-to-head in four market regions across the world—Europe- Africa, Asia-Pacific, Latin America, and North America, and all companies currently have the same unit sales volumes, revenues, and global market shares in both product categories. In the most recent year, your company had worldwide sales of 840,000 action-capture cameras and 140,000 UAV drones. Prior-year revenues were $334.1 million and net earnings were $15 million, equal to $0.75 per share of common stock. The company is in sound financial condition, is performing well, and its cameras and drones are well-regarded by buyers. Your company’s board of directors has charged you with developing a winning competitive strategy—one that capitalizes on growing consumer interest in action-capture cameras and UAV drones and improves the company’s overall performance year-after-year. Your first priority as a GLO-BUS participant should be to absorb the contents of this Participant’s Guide and get a firm grip on the character of the market for action-capture cameras and UAV drones, the operations of your company, the cause-effect relationships affecting various aspects of your company’s operations, and the procedures for participating in the exercise. GLO-BUS: Developing Winning Competitive Strategies Participant’s Guide Copyright © GLO-BUS Software, Inc. Back to Top 3 GLO-BUS is a PC-based exercise, modeled to reflect the real-world character of the globally competitive market for AC cameras and UAV drones. The operations of your company and the companies run by other students in your class are patterned after those of actual enterprises that design, assemble, and market AC cameras and UAV drones. Cause-effect relationships and revenue- cost-profit relationships are based on sound business and economic principles. GLO-BUS enables you and your co-managers to apply what you have learned in business school and to practice making reasoned, businesslike decisions aimed at improving your company’s overall performance. Everything about your company and the competitive environment in which your company operates has been made “as realistic as possible” in order to provide you with a close-to-real-life managerial experience. Each decision period in GLO-BUS represents a year. The first set of decisions you will make is for Year 6. You will make decisions each period relating to the design and performance of your company’s two products (21 decisions), assembly operations and workforce compensation (up to 8 decisions for each product), pricing and marketing (7 decisions for cameras and 6 for drones), corporate social responsibility and citizenship (up to 6 decisions), and the financing of company operations (up to 8 decisions). In addition, there are 9 entries for cameras and 8 entries for drones involving assumptions about the competitive actions of rivals; these entries help you to make useful forecasts of your company’s unit sales (so you have a good idea of how many cameras and drones will need to be assembled each year to fill customer orders). Plus, there is accounting and cost data to examine, import duties and exchange rate fluctuations to consider, and shareholder expectations to satisfy. Video Tutorials for each decision page will help you get started. And there are Help sections for each page that provide valuable information about each decision entry, important cause-effect relationships, and decision-making tips. Complete results of each decision period become available online about 15 minutes after the deadline for each decision round. Detailed information and feedback provided in the Camera & Drone Journal, the Competitive Intelligence Report, and the Company Operating Reports provide essential information about each company’s performance, assorted industry outcomes, updated demand forecasts, your company’s competitive standing vis-à-vis rivals, and other statistics that enable you to determine what actions to take to improve your company’s performance in upcoming decision rounds. The decision round schedule developed by your instructor indicates the number of decision periods that you will be running the company. You should use the practice round(s) to become familiar with the software, digest all the information provided on the decision pages and in the reports, and get a glimpse of what to expect before your management team’s decisions start to count. The Corporate Lobby page functions as your “gateway” for all GLO-BUS activities—click the buttons at the top to see everything that is available. Plus, the Corporate Lobby page reports the latest interest rates and exchange rate impacts. Take a couple of minutes to familiarize yourself with the features and information on your Corporate Lobby page, all of which will come into play during the exercise. The Recommended Decision Procedures link (Participant’s Materials button) is especially worth a few minutes of your attention. Your company began operations five years ago and maintains its headquarters in Taiwan. It assembles wearable or mountable video cameras smaller than a teacup and camera-equipped drones at recently-constructed facilities in Taiwan. The company’s action-capture camera models deliver stunning video quality and have powerful photo capture capabilities. Once the cameras are assembled and tested, they are shipped directly to multi-store chains and online retailers that sell electronics products and to a wide variety of local retail shops selling cameras or sporting goods equipment or outdoor adventure trips in Europe-Africa, Asia-Pacific, Latin America, and North America. For example, shops selling or renting snow skis, snowboards, snowmobiles, all-terrain vehicles, go kart racers, water skis, surf boards, bicycles, hunting and fishing equipment, sky-diving gear, and scuba diving gear often sell or rent miniature, wearable action-capture cameras to customers wanting to video their How the GLO-BUS Exercise Works Your Company’s Operations GLO-BUS: Developing Winning Competitive Strategies Participant’s Guide Copyright © GLO-BUS Software, Inc. Back to Top 4 experiences; likewise, the providers of white-water rafting trips, sky-diving and parasailing flights, deep sea fishing trips, helicopter rides, nature trips, and other outdoor action experiences frequently sell or rent action-capture cameras to their customers. The unmanned aerial view (UAV) drones assembled at the Taiwan plant are sold directly to buyers at the company’s website and to other online retailers of commercial drones. These drones are much more sophisticated and multi-featured than inexpensive toy drones sold for recreational use. Indeed, the company you will manage and the drone-makers you will be competing against produce copter drones as wide as four-feet that can be used for a variety of commercial and business purposes and retail in the uploads/Geographie/ participant-guide.pdf