反思

1.
Responsibilities and Strategic Decision-Making

In my capacity as the team's CEO, I bear the responsibility of not only leading the
team but also orchestrating the collaborative endeavors across various departments
and formulating the overarching strategy for the company. After the second round of
market simulation, a pivotal realization surfaced – most market participants were
concentrating their efforts on mid- to high-quality markets. In response to this market
landscape, a strategic decision was made to opt for a low-cost, high-quantity sales
approach, strategically positioning us to distinguish ourselves from the prevailing
competition.
This strategic selection was not arbitrary; instead, it was underpinned by a

comprehensive analysis of the outcomes derived from the initial two rounds of test
simulations. The rationale behind this decision emanates from a discerning
observation of prevalent market trends, where competitors predominantly cater to
mid-to-high quality product offerings. By embracing a differentiation strategy
centered on affordability, we adeptly carve out a niche, catering to the needs of
consumers seeking more budget-friendly options.
Throughout the process of strategy development, effective communication with the

team remained paramount. Ensuring that each team member comprehended and
endorsed this strategic direction was deemed crucial. Subsequently, team
collaboration focused on optimizing processes to achieve our goal of operating at the
lowest cost. The ensuing negotiation and decision-making processes were executed
collaboratively to ensure alignment with our overarching strategic vision. The specific
execution process is shown below.
2.Goal Setting and Results Analysis

Embracing a low-cost strategy necessitates an expansion of our market share to
elevate overall revenue. The linchpin for attaining a substantial market share lies in
fortifying our production capacity. Acknowledging the urgency of responding
promptly to market demands, I advocated, at the conclusion of the fifth round, the
acquisition of three additional workstations by the finance and human resources
departments. This strategic initiative is geared towards augmenting our production
capabilities to meet the anticipated surge in future demand.
Given the swift onboarding period of new employees, the proactive investment in
additional workstations represents a forward-thinking measure. Despite incurring
short-term liabilities, this strategic move aligns seamlessly with our overarching goal
of securing market dominance in the long run.
Our commitment to purchasing products at the most favorable prices and maintaining
the lowest market selling price, coupled with the proactive workstation investment,
has propelled the team to sustain a cumulative top-three ranking in the market until
the twelfth round. This strategic synergy demonstrates our ability to navigate the
market intricacies effectively.
3.Critical Reflection
The adoption of a low-cost strategy has undeniably resulted in an expanded market
share; however, a discerning analysis reveals inherent drawbacks. The imperative to
continually reduce prices to sustain market share has proven detrimental to the
company's profit margins. Over the final three rounds, the average profit margin
stagnated at 20%, a stark contrast to the market leader, Alididi, boasting a robust 40%
profit margin.
This downward trajectory in profit margins raises concerns, highlighting the inherent
vulnerability of a low-cost strategy. While successful in attracting a broader customer
base, the relentless pressure on pricing has eroded our profitability. Striking a delicate
equilibrium between affordability and profitability is imperative for sustained
financial health.
The 20% average profit margin falls short of industry benchmarks, necessitating a
reevaluation of our pricing strategy. The challenge lies in finding a balance that
ensures competitive pricing while safeguarding profitability. The diminishing profit
margins in the final three rounds directly contributed to our declining rankings,
underscoring the necessity for a nuanced approach to pricing in future simulations. It
also led me to an important conclusion. Business logic does not have an unchanging
strategy, but rather, we need to pay more attention to the sustainable development of
the business model.

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1.

Responsibilities and Strategic Decision-Making

This strategic selection was not arbitrary; instead, it was underpinned by a

Throughout the process of strategy development, effective communication with the

2.Goal Setting and Results Analysis

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