Identify and critically evaluate the major strategic management decisions made during the BSG simulation.
Assignment Brief
Strategic Management in a Global Context
ASSIGNMENT QUESTION
Produce an individual Reflective Strategy Report (RSR) of 3,000 words in which you: Outline and evaluate the group decisions made in playing the Business Strategy Simulation Game Apply and evaluate at least six supporting strategic and management models, concepts and ideas that underpin your strategic approach. Some of the models used will the same as those presented by other group members as your company should have a single and coherent strategy. However, your reflections on the strategy chosen and specific strategic models may be quite different, as will your assessment of the performance of the group.
Task
You are required to:
- Identify and critically evaluate the major strategic management decisions made during the BSG simulation.
- Apply and evaluate key supporting strategic and management models, concepts and ideas that underpin your group’s global strategic approach.
Sample Answer
Reflective Strategy Report
Module: Strategic Management in a Global Context
Introduction
Strategic management in a global context requires a careful analysis of both internal and external environments, supported by theoretical models that guide decision-making. The Business Strategy Simulation Game (BSG) offered an experiential learning opportunity to apply strategic concepts in a dynamic, competitive environment. This reflective strategy report outlines and evaluates the major strategic decisions made by my group during the BSG. Furthermore, it critically applies and assesses six key strategic management models that supported our strategic approach and reflects on group dynamics, decision-making, and overall performance.
Overview of the Business Strategy Simulation Game
In the simulation, each group managed a virtual company competing in the global market for branded footwear. We operated across different regions including North America, Europe-Africa, Asia-Pacific, and Latin America. The goal was to increase shareholder value through decisions on marketing, production, finance, human resources, and corporate social responsibility. Our company aimed to pursue a differentiation strategy, focusing on brand quality, innovation, and customer satisfaction, while maintaining competitive pricing.
Key Strategic Decisions and Evaluation
Our major strategic management decisions revolved around four core areas: market positioning, production strategy, financial management, and global expansion. Initially, our focus was on increasing brand value through higher spending on marketing and product quality. We invested heavily in advertising, celebrity endorsements, and private-label production. Additionally, we adjusted pricing regionally to reflect local competition.
In terms of production, we expanded manufacturing capacity in low-cost regions and aimed to maximise efficiency through economies of scale. Cost control was achieved via investing in modern equipment and reducing inventory waste.
From a financial perspective, we used a balanced approach, reinvesting profits to grow operations while managing debt levels cautiously. Strategic decisions were made to issue stock in one year to finance new factory equipment and reduce long-term interest payments.
Our global expansion strategy involved increasing our presence in high-growth regions (notably Asia-Pacific) by tailoring marketing strategies and offering competitive delivery times through strategic warehouse placements.
Evaluation of these decisions showed mixed outcomes. While we successfully gained market share and increased brand recognition, certain choices, such as overestimating demand in Europe, led to overproduction and profit margin pressure. Furthermore, internal disagreements on pricing strategies led to inconsistent messaging across regions. These reflections show the need for clearer alignment and more rigorous data analysis in forecasting.
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