The course focuses on the competitive simulation. Sixteen simulated quarters of competition take place via the computer-aided simulation program. The analytical report is done after completion of the simulation.

The first session of the course involves a lecture that introduces the simulation, formation of teams, and instructions for acquisition and use of the simulation. The second session is a trial decisions session involving tutorial work with teams to help them get started in the simulation. The competition begins in the third session. All sessions after the trial decision set will be carried out on-line, with the exception of the final debriefing.

Materials include the BPG simulation and a 239 page simulation manual that includes extensive substantive material reviewing basic elements of functional management such as corporate finance, accounting, operations management, marketing, human relations management and international business.

• Give students an understanding of how different functional areas of business are coordinated in management of the firm

• Give students greater understanding of the strategic role played by functional managers

• Give students greater understanding of the strategic role of the general manager

• Give students skills in making business decisions under uncertainty and with incomplete information

• Give students stronger skills in team work and coordinating team activities

• Give students greater understanding of the problems of managing a firm that operates in multiple locations and different countries

• Give students greater understanding of practical applications of exchange rate theory

• Give students greater skills in business writing in English

Assessment in the course is based on two major tasks: performance in the competitive simulation, and an analytical report written after the simulation has been completed that examines the bases for success in the simulation. Each of these tasks has a number of components.

Performance in the competitive simulation: Performance is based on two major components: competitive (relative) performance, and “absolute” performance of the firm and its managers. Competitive performance is evaluated using an algorithm created by the developers of the simulation. The underlying criteria used in the algorithm involve 17 different dimensions of firm financial and operational performance.

The other major component of performance is “absolute performance.” This is evaluated by the instructor based on the degree to which the team succeeded in growing their firm and making it profitable, regardless of their performance relative to other teams. This is based on growth, financial soundness of the firm and profits, but it can include exceptional performance in situations such as turnarounds of firms.

Performance in the analysis report is based on several criteria, including accuracy of the analysis, completeness in coverage of important facts, factual support for arguments presented, and clarity and conciseness of arguments.

Distribution of Assessment:

Competitive performance = 40%

Absolute performance = 20%

Analytical report = 40%

Univ.-Prof. Dr. James A. Robins is available by appointment only.

james.robins@wu.ac.at