Business Simulation Game The WritePass Journal

Business Simulation Game Introduction Business Simulation Game decided to institute measures to consolidate these gains and improve on the various ventures and services. The uptake of the outsourcing service line was quite impressive with a total of 134 miniature facilities in 120 farms by the end of the second quarter of 2012. In monitoring the results of the new strategic direction, management constantly monitored performance and took deliberate actions to boost competitiveness, adding value to performance indices. Remaining with the initial strategic direction The strategic direction taken was not radically different from the initial strategic direction and received little resistance overall as it, in many ways, matched initial objectives. This choice of strategy intended to build up on the successes of earlier decisions, tapping into inherent potential and enhancing the sustainability of the company’s operations into the future. There was need in light of goings on in the competitive global business environment and the bioremediation and organic waste management industry. The strategic shift enabled the realization of company’s exponential growth in size and earnings and the diversification into longer-term competitiveness in outsourced services and international presence. The final results These decisions targeted at achieving strategic and financial objectives enabled the company to deliver consistently impressive bottom line results pitted against rivals in the bioremediation and organic waste management industry.   These strategic decisions, as part of the long-term corporate direction, also enhanced shareholder value and enabled the company to adapt to competitive conditions in the rapidly growing and changing industry. Despite the take-off failure of the toxic water and soil remediation service, the other components of the strategic shift were hugely successful. My performance in developing and implementing this strategic shift was quite impressive given the smooth transition and acceptance by the team, as well as the success this strategic shift brought for the overall company and industry. I avoided resistance by developing strategy proposals in line with the initial strategic direction and avoided radically different paths. The engagement of several teams of management in the implementation of the various tasks was also beneficial in acquiring acceptance and enhancing overall efficiency. Underlying strategic principles The success of a crafted and executed strategy is its consistent delivery of good bottom-line results pitted against rival company strategies. They enable the charting of a long-term corporate direction towards realization of strategic and financial objectives (Amabile, et al., 1996). Key learning points about strategy A key lesson learnt is that there is no singular miraculous combination of decisions that management discover to realise their objectives and goals in the competitive business environment. Decisions require widespread consensus and must be consistent and compatible to ensure success (Cornelissen and Clarke, 2010). The strength of interplay of strategies when better than those of the competition ensures that the venture achieves success pitted against its rivals in the competitive environment. These results are to a large extent dependent on the analysis, planning and decision-making process of management and the capacity to follow through them (Cornelissen and Clarke, 2010). The development of best strategies is heavily dependent upon knowledge and grasp of the system and the business environment, as well as creativity and initiative. Conclusion To achieve sustainable growth and the enhancement of its performance ratios, Eco-resource sought to strengthen the success of its initial strategic direction, as well as chart out a new direction aligned to the former. In this new direction, the company was successful in maintaining process costs through the streamlining of operations, and increasing product sales and revenues through enhanced marketing and differentiation programmes. The company successfully diversified its operations to include specialized outsourced services achieving projected outcomes. Into the New Year, there is need to consolidate these ventures and strategies, aligning the various components and enhancing growth in international markets, with ventures into the remaining regions. Despite surging popularity and entry of more players, continued growth in demand fortified by effective marketing, and output of new technologies and ways to employ them will enable the success and sustenance of the venture in the long term. References Amabile, T., R., Conti, H., Coon, J., Lazenby, and M., Herron, 1996. â€Å"Assessing the work environment for creativity.† In: The Academy of Management Journal, 39(5), 1154-1184. Cornelissen, J., J., Clarke, 2010. â€Å"Imagining and Rationalizing Opportunities: Inductive Reasoning, and the Creation and Justification of New Ventures.† In: Academy of Management Review, 35(4): 539-557. Kimbrell, A., (ed.), 2002. Fatal Harvest: The Tragedy of Industrial Agriculture. Washington DC: Island Press. S. Government Bureau of Statistics: Fertilizer Manufacturing NAICS Code – 325314; Chemical Manufacturing NAICS Code – 325; Chemical Consulting NAICS Code – 541690.