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you will need to login to my game.ilsworld.com acccount to do the works on a shit. and i will enter the solution myself.Quarter 1: Organize the firm and set up shopName the company.Sell 2,000,000 in stock.Assign corporate responsibilities to the team.Analyze the market survey.Choose your primary and secondary target segments.Design at least one brand for each target segment.Schedule the opening of the first sales office.Build a production facility.Quarter 2: Go to test marketSell 1,000,000 in stock to executive team.Hire sales and service personnel.Establish employee compensation packages.Establish brand price and priority.Design an advertising campaign.Schedule production.Purchase market research.Quarter 3: Skillful adjustment and market expansionSell 1,000,000 in stock.Review the market.Review also financial and production data from the test market.Adjust the firm’s strategy and tactics (brand design, pricing, advertising, sales and service personnel, compensation packages, production) as needed.Schedule the opening of a new sales office if you choose.Quarter 4: Invest in the futureSell 4,000,000 in stock to outside investors.Invest in research and development in order to introduce new brand features to the market.Substantially expand market coverage via new sales offices.Expand fixed production capacity.Adjust the firm’s strategy and tactics (brand design, pricing, advertising, sales and service personnel, development of human capital) as needed.Quarter 5: Expand the business strategyStudy the market, financial, and production data to determine how to better meet customer needs, motivate employees, add to the bottom line, and surpass the competition.Introduce new brands with new features developed by your research and development (R&D) department, continue with market expansion by adding sales people, new offices, and production capacity.Quarter 6: Refine the business strategyStudy the market, financial, and production data.Adjust the firm’s strategy and tactics as needed.This represents the whole of the world you will compete in. From this point forward, you will receive information as you need it. You will also be given an ever-expanding set of decisions to make. The sequence follows the way in which an entrepreneurial firm develops a new market in the real world.Marketing Research:Initial Goal: To obtain an overall feel for the marketYour market research firm conducted a survey of potential end users. Each market segment has a unique set of needs and wants. Your initial goal in reviewing the market research is to obtain an overall feel for the market.Try to form a mental image of each segment. This is called profiling a segment. Creating a profile for each segment will help you to select geographic markets for sales channels, design new brands, price your products, and develop an advertising campaign.YOUR TASKReview the relevant marketing data.Decide on an initial business strategy.Design one or two brands for each target segment.Initiate the opening of your sales channel and the construction of your production facility.Customer needUnderstanding what customers valueThe market research data focusing on customer needs can be very helpful. It allows you to examine the costs and benefits of potential products. However, this data is incomplete because it does not tell you which specific features each segment might want. Customers are more concerned with benefits than with features. It will be your task to determine which features will deliver the desired benefits.YOUR TASKTo help you select the right features for your target market, review your customers’ needs and applications. The numbers within the table quantitatively indicate how important the need is to that segment.A rating of 110 or higher indicates that the need is important to the segment. Ratings below 100 might suggest the opposite. That is, low numbers could potentially affect customer value in a negative way.DECISION TIPTo sort the needs by a specific segment, click on the picture of that segment.Customer value hierarchyRemember that customers do not buy components or features, they buy benefits. At a higher level, these benefits help users to accomplish their goals and to realize certain values or end states.It is your job to figure out how to deliver the value desired. A good way to start is to apply the logic behind the means-end hierarchy. Take the most important benefits desired by each segment and speculate on which components or services will be necessary to deliver these benefits.Desired End StatesPersonal and organizational goals (core values, guiding principles): “Ends” which are served by the product/service “means”.ConsequencesWhat the product does for the user (subjectively defined): Realizations, benefits, desired and undesired outcomes, sacrifices, costs, etc.AttributesWhat the product is (objectively defined): Features, activities, options, and parts.The means-end hierarchy will be useful in designing your new brands. Understanding the relationship between features and benefits is a prerequisite to developing successful brand designs.To learn more about Market Research, consult the Help file: Market Research. You may also find it useful to read the Match-up Benefits and Features section.Price Willing to PayYour brand design decision must include a consideration of the price the market is willing to pay. There is always a price/performance trade-off. Higher performance features will generally cost more than lower performance features. Will the target market pay more for the additional capability?Your Market Opportunity Analysis (MOA) should help you to determine how sensitive your target market is to price versus performance.MOA is a systematic method for gathering and organizing information about a perceived market opportunity. Properly executed, an MOA will provide information about:The macroenvironment and the forces that will shape the market opportunity in the future.The market’s structure and where your new product is likely to fit in the market.The minimum requirements to serve the market as determined by profiles of end users, channel customers, and competitors.YOUR TASKIn the Workspace, take a look at the price your potential customers are willing to pay by market and segment. These numbers are very rough estimates. You will need to do some test marketing to obtain better estimates of what the market is actually willing to pay.DECISION TIPThe graphs and tables will show the approximate price each segment is willing to pay for the ideal brand. Consider these prices to be the maximum a segment is willing to pay. As you raise your prices above this threshold, fewer potential customers will enter the market to buy. Customers will always be happier with lower prices.On the other hand, you might actually make more money by charging higher prices. You will lose some customers, but if everyone else pays the higher price, the net revenue could be higher. It all depends upon the price elasticity (price sensitivity) of the segment.Market Potential:Your market research firm has tried to derive an estimate of the potential demand by segment and geographic market. The researchers asked each customer:How likely they would be to purchase computers in the next 12 months.How many products each customer would be likely to purchase if the customer decided to buy.Finally, the researchers counted the number of customers in each geographic market by segment.In order to estimate market potential, the researchers applied the following equation:FORMULAMarket potential = probability of purchase × number of units × number of potential customers.YOUR TASKReview the potential market size of each segment and geographic market. The data indicates how many units could be purchased over the next 12 months. There is a separate estimate for market potential for each segment in each city.DECISION TIPNote that the data indicates the potential demand for the next 12 months. You might assume that 25% of the market potential would be realized in any quarter (as there are four quarters in a year). But this is not likely to happen.First, the quality of your firm’s decisions and those of your competitors will affect demand. In the early stages of market development, everyone’s marketing efforts and products are likely to be weak simply due to a lack of experience.Second, it will take a few quarters for customers to learn about your new brands and their benefits. They might even be skeptical in the beginning.For these reasons, actual demand is likely to be much less than potential demand in the early quarters. The opposite could be true a year from now.Finally, be cautious in using this market information. At best, these estimates are very rough projections. Buying intentions are notorious for being wrong about actual purchases. The actual purchase rate will ultimately depend upon how well you and your competition serve the market.Goals And Strategy:Having reviewed the market research data, it is time to decide on your initial business strategy.YOUR TASKDevelop an overall strategy before you start to make tactical decisions:Formulate a mission statement for the firm. How do you want to be perceived by your customers and competition?Decide on your strategic direction. What will be your target markets, market position, competitive posture, and distinctive competencies?DECISION TIPEach company is required to designate its primary and secondary target segments. As your firm gains experience and resources, you may want to target more than two segments. Sales to all segments will increase your revenues and help improve your performance. However, keep in mind that even if you target more than two segments, it is still critical for you to carefully select your primary and secondary segments. This is because the Balanced Scorecard uses only those two specified segments (primary and secondary) in the marketing calculations. As a result, the Market Performance and Marketing Effectiveness indicators will solely be based on your primary and secondary target segment selections even if you are targeting more than two segments.Read more on Goals and Strategy by consulting the Help section on Goals and Strategic Direction.Human Resource:Responsability:The managing partners of any new business need to organize themselves before they start any business activities.In Marketplace, both leadership and teamwork are necessary to succeed. There is too much work and the work is too varied for any one person to do it all. Moreover, the world is dynamically changing thanks to your customers, competition, and your own decisions. No single person can keep a finger on all the pulses of the business, much less formulate an effective strategy and execute a complex set of interconnected business decisions. You must divide up the tasks and responsibilities, be focused and organized, and mentally agile.Who will be responsible for Marketing, Distribution, and Finance? What work must be done? Who will be the overall leader?YOUR TASKThe Workspace shows all the team members in your company.Choose a primary area of responsibility for each person on the team.Select a secondary area of responsibility as a backup to the person who has the primary responsibility.Elect one person to lead the team, the president of the company. This person can also take on one of the other management positions.Upload a picture of each team member so that the competition can see what they are up against. And your Business Coach will find it helpful.NOTE: EVERYONE should be responsible for profit analysis.The selection of the primary area of responsibility is important because your performance evaluation will be measured, at least in part, by the firm’s performance in all areas related to this selection.DECISION TIPIn making your selection, consider the following areas of responsibility:Overall leadership: setting objectives, organizing and assigning work, managing schedules and meetings, monitoring overall performance (balanced scorecard), and managing the team to lead the industry.Marketing: delivery of customer needs through brand design, pricing, ad copy design, and media placement.Sales management: distribution (location and timing of sales channels) and sales force management (number, targeting, and training).Manufacturing: capacity planning, production scheduling.Accounting and Finance: financial performance, cash flow management, profit analysis, and capital structure.Business Analytics: analysis of market and operational data.Human Resources: compensation plans and worker productivity.Other, ___________________________________.Suggestions for team assignments are available in the Help file Functional Organization of the Executive Team.Industry Sales and force compensation:There is great competition amongst the employers for the best sales people. Your ability to recruit and retain the best employees will be directly affected by how well your compensation package compares to your competition’s as well as the norm for the industry. The higher you are above the norm, the more motivated your employees will be to succeed, and create more demand for your products.The compensation package that you will offer includes an annual salary, health benefits, vacation time, and a contribution to the employees’ pension funds. Starting in Q2 when you will test the market, you will be able to modify the compensation package for your sales people. You will then be free to change the package from one quarter to the next.YOUR TASKIn the Workspace, review the typical sales force compensation package for all companies in your industry.Pay attention to what is important to improve for these workers. The importance value indicates how strongly the sales people feel about improvements in each area of their compensation package. You can expect these numbers to change over time.DECISION TIPYour employees and those of other companies are always seeking better compensation. Each quarter, they are surveyed as to what area of their compensation package they would like to see improved. In the early quarters, they will want to see significant improvement in their base salary. As salaries improve, their focus will begin to shift to other things such as their health benefits, vacation time, and pension contributions. When people are faced with an actual offer, they may behave differently than expected. Study both the survey data and how the industry workers seem to be responding to the offers made by various competitors.Marketing:Your marketing strategy and decisions will revolve around your target market selection and the products, prices, and advertising to serve these markets.YOUR TASKIn the current quarter, you may want to design multiple brands for your test market.In the next quarter, you will have to price and advertise these brands.Brand Management:YOUR TASKOne of your most important decisions in this quarter is brand design.In the next quarter, your sales people will try to sell your products to the market. Their success, and the success of your company, depends on how well you design each brand.DECISION TIPBefore you design your brand(s), it would be wise to review your target customers’ needs.Read about Brand Management in the Help file.Customer Need:Understanding what customers valueThe market research data focusing on customer needs can be very helpful. It allows you to examine the costs and benefits of potential products. However, this data is incomplete because it does not tell you which specific features each segment might want. Customers are more concerned with benefits than with features. It will be your task to determine which features will deliver the desired benefits.YOUR TASKTo help you select the right features for your target market, review your customers’ needs and applications. The numbers within the table quantitatively indicate how important the need is to that segment.A rating of 110 or higher indicates that the need is important to the segment. Ratings below 100 might suggest the opposite. That is, low numbers could potentially affect customer value in a negative way.DECISION TIPTo sort the needs by a specific segment, click on the picture of that segment.Customer value hierarchyRemember that customers do not buy components or features, they buy benefits. At a higher level, these benefits help users to accomplish their goals and to realize certain values or end states.It is your job to figure out how to deliver the value desired. A good way to start is to apply the logic behind the means-end hierarchy. Take the most important benefits desired by each segment and speculate on which components or services will be necessary to deliver these benefits.Desired End StatesPersonal and organizational goals (core values, guiding principles): “Ends” which are served by the product/service “means”.ConsequencesWhat the product does for the user (subjectively defined): Realizations, benefits, desired and undesired outcomes, sacrifices, costs, etc.AttributesWhat the product is (objectively defined): Features, activities, options, and parts.The means-end hierarchy will be useful in designing your new brands. Understanding the relationship between features and benefits is a prerequisite to developing successful brand designs.To learn more about Market Research, consult the Help file: Market Research. You may also find it useful to read the Match-up Benefits and Features section.Sales Channel:Your sales channel strategy and decisions will revolve around the selection of sales outlets and staffing of sales and service people. However, before you begin to make tactical decisions, it is important to have an overall sales channel strategy to guide these tactical decisions. Review the available information regarding the market opportunity and the sales office options and then formulate your sales channel strategy.YOUR TASKYou must decide where your first sales outlet will be located for the test market.Next quarter, you will have to hire sales and service people and decide how you want them to focus their efforts.The Territory Development section of the Help file provides some valuable information on what to think about when you enter a market.the Countries are( Chicago, Sao Paulo, shanghai, Paris).Market Potential2:Your market research firm has tried to derive an estimate of the potential demand by segment and geographic market. The researchers asked each customer:How likely they would be to purchase computers in the next 12 months.How many products each customer would be likely to purchase if the customer decided to buy.Finally, the researchers counted the number of customers in each geographic market by segment.In order to estimate market potential, the researchers applied the following equation:FORMULAMarket potential = probability of purchase × number of units × number of potential customers.YOUR TASKReview the potential market size of each segment and geographic market. The data indicates how many units could be purchased over the next 12 months. There is a separate estimate for market potential for each segment in each city.DECISION TIPNote that the data indicates the potential demand for the next 12 months. You might assume that 25% of the market potential would be realized in any quarter (as there are four quarters in a year). But this is not likely to happen.First, the quality of your firm’s decisions and those of your competitors will affect demand. In the early stages of market development, everyone’s marketing efforts and products are likely to be weak simply due to a lack of experience.Second, it will take a few quarters for customers to learn about your new brands and their benefits. They might even be skeptical in the beginning.For these reasons, actual demand is likely to be much less than potential demand in the early quarters. The opposite could be true a year from now.Finally, be cautious in using this market information. At best, these estimates are very rough projections. Buying intentions are notorious for being wrong about actual purchases. The actual purchase rate will ultimately depend upon how well you and your competition serve the market.Open for Sales:Your territory development decision is one of the more straightforward decisions that you are faced with.Each city has a different sales potential or number of prospective buyers. In addition, there are differences in the composition of the market segments. One metropolitan area may have a greater proportion of one segment than another city. These differences in market composition will influence the sales volume of the different brands on the market.Your Market Opportunity Analysis (MOA) should provide you with a rough estimate of the sales potential by segment and by geographic market. Determine which markets have the highest concentrations of potential customers in your target segments. With this information, you should be able to establish a priority list of geographic markets.YOUR TASKSpecify which sales office should be opened for the quarter 2 test market. Pay attention to the setup cost, which will have to be paid this quarter, and the lease cost, which will have to be paid each quarter in the future.DECISION TIPThere are other concerns beyond potential market size to keep in mind as you open sales offices:Operating expenses: larger and more prosperous markets tend to have higher operating expenses.Competition: early entrants will have the pioneering advantage of building unchallenged customer loyalty, but they pay a price in low initial sales due to a lack of customer awareness of the product category.The Territory Development section of the Help file provides some valuable information on what to think about when you enter a market.There are chart they won’t let me upload.