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NEW Glo-Bus - AC Camera and UAV Drone - Business Strategy - Making Decisions - Part 4/4

NEW Glo-Bus - AC Camera and UAV Drone - Business Strategy

New GLO-BUS — 2017 Edition

NEW Glo-Bus 2017 - AC Camera and UAV Drone - Business Strategy

Action-Capture Camera Design

UAV Drone Design - Making Decisions   - Part 4/4


UAV Drone Design and Making Decisions   


What the Board of Directors Expects

The Board of Directors has charged you with developing a strategic direction and crafting a strategy that delivers consistently good results. Board members have set five clear-cut performance objectives for the company’s management team:

  1. Grow earnings per share from $0.75 at the end of Year 5 to $1.00 in Year 6, $1.75 in Year 7, $2.75 in Year 8, $4.00 in Year 9, $5.25 in Year 10, $6.50 in Year 11, $7.50 in Year 12, $8.50 in Year 13, $9.25 in Year 14, and $10.00 in Year 15.
  2. Grow average return on equity investment (ROE) from 14.5% at the end of Year 5 to 17% in Year 6, 20% in Year 7, 25% in Year 8, 30% in Year 9, and by an additional 2.5% annually in Years 10 through 15 (thus reaching 45% in Year 15). Average ROE is defined as net income divided by the average of total shareholder equity balance at the beginning of the year and the end of the year. Average ROE for each company is reported on page 2 of the Camera & Drone Journal. Data for calculating your company’s average ROE appears on page 4 of the Company Operating Reports in the company’s Balance Sheet.
  3. Achieve stock price gains of $5.50 per share in Year 6, $12.50 per share in Year 7, $30 per share in Years 8 -13, and $20 per share in Years 14-15 (thus reaching $250 per share in Year 15). Board members believe these stock price gains are definitely within reach if the company meets or beats the annual EPS targets, achieves the targeted rates of return on shareholders’ equity (ROE), rewards shareholders with growing dividends, and from time to time prudently uses its financial capabilities to repurchase shares of stock. The company’s stock price was $12 per share at the end of Year 5.   Note: Stock price is a function of revenue growth, earnings per share growth, average ROE, credit rating, the rate of growth in the annual dividend paid to shareholders, and management’s ability to consistently deliver good results (as measured by the percentage of each year’s 5 performance targets that your company achieves).  
  4. Maintain a healthy credit rating, defined as B+ or higher in Years 6 through Year 10 and at least A- in Years 11-15. The company’s credit rating was B at the end of Year 5. 
  5. Maintain an image rating (brand reputation) of 70 or higher in Years 6-9, 72 in Years 10- 12, and 75 in Years 13-15. The image rating is a function of (1) your company’s P/Q ratings for action cameras and UAV drones, (2) your company’s global market shares for both action cameras and UAV drones (as determined by your market shares in the four geographic regions), and (3) your company’s actions to display corporate citizenship and conduct operations in a socially responsible manner over the past 4-5 years. Your company had an image rating of 70 at the end of Year 5.   Board members believe all of the performance targets for Years 6-15 are reasonable and achievable by company managers, given the strong growth and profit opportunities that exist in the global market for action cameras and UAV drones during the Year 6 to Year 15 period. The Board of Directors has given you broad strategy-making and operating authority to pursue the achievement of these 5 performance objectives, subject to two primary constraints: (1) your company may not merge with another company—the Board wishes the company to remain independent, and (2) company co-managers are expected to comply fully with all legal and regulatory requirements and to conduct the company’s business in an ethical manner. Furthermore, the Board has made all of the above performance targets publicly available to all shareholders and to the investment community; thus, investors have ample reason to expect the company is able to achieve these annual targets.


We need to keep track of Net Profit when we make decision, so that it increase regularly with the expectation of growth of EPS and ROE above. Try to make that over 30 and 50% every year. We can even make that 100% and more in some years.

To do so, increase Star and models with some upgrades every years, just above Industry Average, then increase Price to increase Net Profit, and Margins (but have to meet one condition - maintain the growth of market share)

Reporting of Results  When the deadline for a decision round passes, the GLO-BUS system processes the decision entries of all companies in the industry and sends an e-mail notification that the results for the round are ready (usually less than 20 minutes after the deadline). The results are presented in the form of three reports:

  • The Camera & Drone Journal which contains (a) a 3-page company performance scoreboard, (b) a 1-page statistical overview of the global market for cameras and drones and unit sales forecasts of cameras and drones for the next two years—with breakouts by geographic region, (c) 1 page of comparative financial statistics for all companies, and (d) 2 pages of data containing comparisons of how certain costs and profitability measures for your company compare against industry low, average, and high benchmarks.
  • The Competitive Intelligence Reports which provide a “snapshot” page comparing the competitive efforts (prices, advertising, models, promotional efforts, etc.) and unit sales and market share data of all companies for each of the four geographic regions.
  • A set of Company Operating Reports consisting of 1-page showing your company’s assembly and facilities operations, 1-page detailing the performance of your company’s action camera business in each of the four geographic regions and worldwide, 1-page showing the performance of your company’s UAV drone business in each of the four geographic regions and worldwide, and 1-page with your company’s financial statements.  You will find the information in these reports essential in guiding your decisions for the current year.

You are strongly urged to click on the Help at the top of each report page to see discussions of (a) how to use each report and what some of the numbers mean, (b) cause-effect relationships, and (c) analysis recommendations and decision-making tips. When you receive e-mail notification that the results for a round are ready, the first thing you should do is review the three reports. You may access the current-year and all prior year reports through the Decisions/Reports program at any time, but you may also find it advantageous to have printed copies of the reports during decision-making. It is especially important to evaluate how well your company fared on the company performance scoreboard (the first three pages of the Camera & Drone Journal). Also, you should review the benchmarking data on pages 6 and 7 of the Camera & Drone Journal to determine whether some of your company’s costs are out-of-line with those of rivals. Further, carefully scrutinize the information in the Competitive Intelligence Reports to discover on which competitive factors your company had a competitive advantage versus rivals and where your company suffered from a competitive disadvantage. Finally, you should study pages 2 and 3 of the Company Operating Reports to discover how your company’s camera and drone businesses performed in the four geographic regions. Then you can begin to assess what corrective actions need to be taken to improve company profitability and consider the changes you want to make in the next decision round.  

Scoring Company Performance

Your instructor has placed weighted the relative importance of the five scoring variables: Earnings Per Share (EPS), Return on Average Equity (ROE), Stock Price, Credit Rating, and Image Rating. These weights translate into some number of points for each of the scoring variable, with the sum of the   points adding to 100. Your company’s performance on the five scoring variables is measured using two different scoring standards:

  1. The Investor Expectations (I.E.) Standard. This scoring standard involves calculating an annual “Investor Expectation Score” based on your company’s success in meeting or beating the performance targets for EPS, ROE, stock price, credit rating, and image rating. There is also a Game-to-Date Investor Expectation Score that measures your company’s success in achieving or exceeding the five expected performance targets over all years of the exercise completed so far. Meeting each expected performance target is worth some percentage of 100 points, as determined by your instructor. For example, if the scoring weight for EPS is 20% or 20 points, meeting the EPS target earns a score of 20 on the EPS scoring variable. Beating a target results in a point award of 0.5% for each 1% the annual target is exceeded (up to a maximum of 20%). So if achieving the EPS target is worth 20 points, a company can earn a score of 24 points if it exceeds the annual EPS target by 40% or more. Failure to achieve a target results in a score equal to a percentage of that target’s point total (based on its weight out of 100 points). If your company earns an EPS of $2.00 at a time when the EPS target is $4.00 and achieving the investor-expected ROE target is worth 20 points, then your company’s EPS score would be 10 points (50% of the 20 points awarded for meeting the EPS target). Exactly meeting each of the 5 performance targets results in an Investor Expectation Score of 100. With potential point awards of up to 20% for exceeding each performance target by 40% or more, it is possible to earn an Investor Expectation Score as high as 120.   
  2. The Best-In-Industry (B-I-I) Standard. This scoring standard is based on how your company’s performance compares (1) to the industry’s best performing company on EPS, ROE, Stock Price, and Image Rating and (2) to the ultimate Credit Rating of A+. After each decision round, company performances on EPS, ROE, Stock Price, and Image Rating are arrayed from high to low. The Best-In-Industry performer on each of these 4 scoring variables earns a perfect score (the full number of points for that measure as determined by the weights chosen by your instructor)—provided the industry leader’s performance equals or exceeds the investor-expected performance target established by the company’s Board of Directors. Each remaining company earns a fraction of the points earned by the Best-In Industry performer that is equal to its performance divided by the performance of the industry-leading company. For instance, if ROE is given a weight of 20 points, an industry leading ROE performance of 25% (that is above the investor-expected ROE) gets a score of 20 points and a company with an ROE of 20% (which is 80% as good as the industry leader’s ROE) gets a score of 16 points (80% of 20 points). Likewise, if EPS is given an instructor-assigned weight of 20 points, a company with an industry-leading EPS performance of $4.00 gets a score of 20 points and a company with an EPS of $3.00 (which is 75% as good as the industry leader’s EPS) gets a score of 15 points (75% of 20 points). The procedure for assigning best-in-industry scores for credit rating is a bit different. Each credit rating from A+ to C- carries a certain number of points that scales down from the maximum for an A+ credit rating to 1 point for a C- rating.   Each company’s combined point total on the five scoring variables is its score for the Best In-Industry standard. Your company will receive an annual Best-In-Industry score as well as a B-I-I score for all years completed. In order to receive a score of 100, a company must (1) be the best-in-industry performer on EPS, ROE, stock price, and image rating, (2) achieve the investor-expected targets for EPS, ROE, stock price appreciation, and image rating set by the company’s Board of Directors, and (3) have an A+ credit rating. After each decision round, you will be able to review all company performance scores for both the Investor Expectations and the Best-In-Industry standard, along with an overall “game-to-date” (G-T-D) score for each standard. The annual and game-to-date Overall Scores are determined by combining the I-E Score and the B-I-I Score into a single score using whatever weighting your instructor has chosen (often 50-50). All scores are reported on the first 3 pages of each issue of the Camera & Drone Journal, and you can read the full scoring details by clicking on the Help button for each of these pages.   

Important Advice

In making decisions, you are strongly encouraged to manage your company in a serious, professional manner.

Running a GLO-BUS company entails practicing and experiencing what it takes to develop winning strategies in a globally competitive marketplace and being held fully accountable for the results of your actions—just as managers in the real-world are held accountable for the performance of the companies they run.

Be wary of trying something that is highly risky, managerially irresponsible, or un-businesslike (things that might get a manager fired in a real company)—operating a GLO-BUS company like a daring adventurer with no regard for the dangers of “shoot-from-the hip” decision-making can result in poor company performance.

The odds of success are better when you assume the role of a business professional who is trying to achieve the best possible company performance using managerially prudent and competitively astute business approaches.

Also, be alert to the dangers and risks of following the advice of friends or acquaintances (who have previously participated in the GLO-BUS exercise) or relying on tips from Internet sources regarding what to do to “win” or get a good grade.

Even we have posted several and series of video guides, use them as reference. Do not use the same numbers, we put similar numbers, for example, increase Advertising, Web Promotion as long as we see Net Profit increase.


For camera production, we need to keep track of not only Camera and Drone feature, we need to keep track of marketing and total demand, and production capacity at the same time. The key is still the Net Profit. So we need to check all the four tables together. As long as we make any decisions, the Net Profit must increase. 


The GLO-BUS exercise is very much a contest where the success of your company’s competitive efforts and overall performance depends on competing effectively against the rival companies in your particular industry—whatever went on in other industries at other times and places has little bearing on the competitive circumstances of your industry.

So following tips and advice recommended by outsiders carries significant risk of being “wrong” or “off the mark” when it comes to figuring out what your company needs to do to combat the specific actions and decisions that other companies in your class are.   

Stay focused on the fact that the upcoming decision rounds where you will be in charge of running your company involve a series of head-to-head battles among the strategies and decisions of the companies competing in your particular industry.



When we make decisions, we need the basis, which are: Industry Average (bottom of AC Camera Marketing and UAV Drone Marketing - in red colour), we also need 2nd basis which is Net Profit. But, to increase Net profit, we need to increase demand (make some improvement to Products, and Advertise more), and keep track of Profit Margins.





At the same time your company’s management team is crafting maneuvers to outcompete and outperform rivals, rival company managers are scheming to outcompete and outperform your company.

Consequently, it is critically important for you to

(a) use the information in the Competitive Intelligence Reports to learn exactly how the attributes of rivals’ product offerings stack up against the attributes of your company’s brand of cameras/drones,

(b) try to match wits with rivals and anticipate their next moves (to raise/lower prices, increase/decrease their P/Q ratings, and so on), and

(c) make competitive moves and decisions of your own that you believe hold good prospect for delivering good profitability and achieving other targeted outcomes.

Just as in sports where it is customary for every team to scout its next opponent thoroughly and develop a game plan to defeat them, so also in GLO-BUS you are called upon to scout the strategies and competitive maneuvering of rivals, try to judge what moves they will make next, and then craft a competitive strategy of your own aimed at “defeating” their strategies and boosting your company’s overall performance.

Therefore, our recommended recipe for success in becoming one of the top-performing companies in your industry is to stay on top of changing market and competitive conditions, try to avoid being outmaneuvered and put into a competitive bind by the actions of rival companies, strive to price and market your brand of cameras/drones in ways that produce acceptable revenues and profits, be diligent in operating your company cost-efficiently, and observe sound financial management practices.   

When the exercise is over, the only thing separating high-performing companies from those with weaker performances will be the caliber of the strategies and decisions of each company’s manage ment team.

All that the GLO-BUS system does in processing the decision entries is to referee the competitive contest and declare whose decision entries produced the best results.   














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