McGraw-Hill/Irwin ©2009 The McGraw-Hill Companies, All Rights Reserved
GLO-BUS:GLO-BUS: Developing WinningDeveloping Winning
Competitive StrategiesCompetitive Strategies
Overview and OrientationOverview and Orientation
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What Is GLO-BUS All About?
 GLO-BUS is an online exercise where you run a
company that is racing for global market leadership
in two product categories: wearable (and
mountable) video cameras and camera-equipped
copter drones suitable for a variety of commercial
purposes.
 Your company competes head-to-head against
rival companies that design, assemble, and market
these same two products and that are run by other
members of your class.
 Both products are made in a Taiwan assembly
facility and shipped to buyers in North America,
Asia-Pacific, Europe-Africa, and Latin America.
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Your Company’s Situation
 All companies start out on the same footing—with equal sales
volume, global market share, revenues, profits, costs, product
quality, and so on.
 Each decision period in GLO-BUS represents a year.
 The company you will be running began operations as a
maker of wearable video cameras 5 years ago. It entered the
market for camera-equipped drones two years ago.
 In Year 5, your company had worldwide sales of 840,000
video cameras and 140,000 camera-equipped drones.
Revenues in Year 5 were $327.8 million and net earnings
were $15 million, equal to $1.50 per share of common stock.
 Your company is in sound financial condition, is performing
well, and its products are well-regarded by users.
 You and your co-managers were hired at the end of Year 5 to
take charge of the company’s operations. The first set of
decisions you and your co-managers will make is for Year 6.
1-4
The Decisions You Will Be Making
You and your co-managers will make decisions each
period relating to
R&D, camera/drone components and features, and
product performance and quality, number of models
(up to 21 decisions)
Production operations and worker compensation (up
to 8 decisions for each product)
Pricing and marketing (7 decisions for cameras and 6
for drones)
Corporate social responsibility and citizenship (as
many as 6 decisions)
Financing of company operations (as many as 8
decisions).
1-5
Competition Is Head-to-Head:
Company against Company
The head-to-head competition among companies in each of the two
worldwide product segments (wearable video cameras and cameraequipped
drones) is based on such factors as:
Price
Product performance and quality
The number of camera/drone models
Annual number of weekly sales promotions
The size of the discounts offered to retailers during weekly
sales promotions
Advertising
Website improvement and web page displays
Number of retailers stocking and merchandising the company’s
products
Length of warranty period
Company image/brand reputation
1-6
You Have Many Strategic Options
 Company managers have wide strategic latitude in
staking out a market position and striving for good
performance. There’s no built-in bias that favors any one
strategy.
Companies can pursue a competitive advantage keyed to
low-cost/low-price.
top-of-the-line quality and performance.
more value for the money.
Companies can have a strategy aimed at being the clear
market leader in (a) wearable video cameras or (b)
camera-equipped drones or (c) both.
Companies can focus sales activities on one or two
geographic regions or strive for strong worldwide
coverage.
Companies can pursue essentially the same competitive
approach worldwide or craft different strategies for the
Europe-Africa, Asia-Pacific, Latin America, and North
America markets.
1-7
No One Strategy Is “Best”
 Most any well-conceived, well-executed
competitive approach is capable of succeeding,
provided it is not overpowered by the strategies
of competitors or defeated by the presence of
too many copycat strategies that dilute its
effectiveness.
 In other words, which strategies deliver the best
performance hinges on the strength and
interplay of each company’s strategy and
decisions against the strategies and decisions
employed by rival companies—there positively
is no hidden-behind-the-scenes “silver bullet”
decision combination that players are
challenged to discover.
1-8
A Company’s Competitive Effort
vis-à-vis Rivals Is Crucial
 All the sales and market share differences
among companies are attributable to differing
competitive efforts on price, product
performance/quality, advertising, warranties,
promotions, and so forth.
 Hence, every company’s strategic challenge is
to craft a competitive strategy (consisting of its
prices, performance/quality, advertising, models,
warranties, promotions, and so on) that it
believes will produce the desired sales and
market share outcomes when pitted against the
competitive strategies of rival companies, region
by region.
1-9
The Contest in the Marketplace Is a
“Battle of Strategies”
 Following each year’s decisions, you’ll be provided
with Competitive Intelligence reports containing
information of the actions rivals took to capture the
sales and market shares they got.
 Armed with this information, you will be in pretty good
position to figure out some of the strategic moves that
rival companies are likely to make in the upcoming
decision period.
 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, you will need to scout the
strategies of rivals, try to judge what they will do next,
and come up with a competitive strategy of your own
aimed at “defeating” their strategies and boosting your
company’s performance.
1-10
Outcompeting Rivals Is the Key
to Market Success
 You’ll have to stay on top of changing market and
competitive conditions, try to avoid being
outmaneuvered and put into a competitive bind by the
actions and maneuvers of rival companies, and make
sure your video cameras and camera-equipped
drones are attractively priced and competitively
marketed.
 Just as you are trying to win business away from rival
companies, some or all rivals are certain to be actively
striving to take sales of cameras and/or drones away
from your company.
 It is the competitive power of your strategy vis-à-vis
the competitive power of rivals’ strategies that is the
deciding factor in determining sales and market
shares in the video camera and camera-equipped
drone segments, region-by-region.
1-11
Some Features of the Market and
Company Environment
 GLO-BUS is modeled to closely approximate the real-world
character of the globally competitive markets for wearable video
cameras and camera-equipped drones used for a variety of
commercial purposes.
 Because GLO-BUS closely mirrors the competitive functioning
of the real-world markets for cameras and drones, you and your
co-managers should run your company in a businesslike
manner. You can safely assume that
All revenue-cost-profit relationships are based on sound
business and economic principles.
All cause-effect relationships are rational and tightlyconnected
to how things work in “the real business
world.”
The central purpose of GLO-BUS is to provide you with a “closeto-real-life
managerial experience”—one that provides you with
a stronger grasp of what it takes to run a successful company in
a globally competitive market environment.
1-12
Some Features of the Market and
Company Environment (cont.)
 The whole concept underlying GLO-BUS is to put
you and your co-managers in as realistic a
company and competitive market setting as
possible and have you manage all aspects of the
company’s operations
 This allows you to test your ideas about how to
run a company in a competitive marketplace
 And you will be provided prompt and detailed
feedback on the outcomes of your decisions
1-13
Requirements and Mechanics
 You and your co-managers can access all aspects of GLOBUS
at any time from any device (desktop, laptop, tablet,
or smart phone) connected to the Internet, provided the
device has a Web browser (such as Chrome or Internet
Explorer or Firefox or Safari or Microsoft Edge).
 You can either use the same device for all
GLO-BUS sessions or you can use different devices.
 GLO-BUS automatically connects to your device and your
work is saved on the server whenever you press the Save
button.
The last decisions saved to the GLO-BUS server at the
time of the decision deadline are the ones used to
generate the results for your company.
1-14
How Company Performance Is Judged
The company’s Board of Directors has set five performance
objectives for management to achieve:
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 the company’s 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).
3.Maintain a B+ or higher credit rating in Years 6 through Year 10 and
achieve a credit rating of at least A- in Years 11-15.
4.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).
5.Achieve/maintain an “image rating” of 70 or higher in Years 6-9, 72 in
Years 10-12, and 75 in Years 13-15. (the image rating is tied to the
performance/quality of a company’s cameras and drones, its market share
penetration of both cameras and drones in each of the 4 geographic
regions, and its actions to display corporate citizenship and social
responsibility).
1-15
Scoring Weights
The weights that will be placed on your
company’s achievement of each of the five
annual performance targets are as follows:
 EPS 20%
 ROE 20%
 Credit Rating 20%
 Stock Price 20%
 Image Rating 20%
1-16
The Two Scoring Standards
Two scoring standards are used in calculating
“performance scores” for each company:
The investors expectations standard (Did you
meet or beat the annual performance targets for
each of the 5 performance measures?)
The best-in-industry standard (How well does
your company’s performance stack up against
the company with the best EPS, ROE, stock
price, and image rating and against an industrybest
A+ credit rating?)
The scoring standards are explained in the
Participant’s Guide and even more fully on the “Help”
screens for pp. 1, 2, and 3 of the
Camera & Drone Journal where the
company scores are reported.
1-17
The Two Quizzes
There are 2 “open book” 20 multiple-choice question quizzes built
into the exercise. The quizzes are taken online and scored
immediately upon completion:
 Quiz 1: Covers the Participant’s Guide—its purpose is to
spur you to read and absorb how things work in
preparation for managing your company. There’s a 60minute
time limit for this quiz.
 Quiz 2: Covers information contained in the Camera &
Drone Journal, the Competitive Intelligence Reports, and
the Company Operating Reports, and various aspects of
company operations—the role of this quiz is to check how
well you understand the numbers in the reports and the
operations of the company you are running. There’s a 75minute
time limit for this quiz.
Click on the links for the quizzes on your “Corporate Lobby” web
page for more information—the three sample questions for each
quiz give you an idea of what to expect.
1-18
The Peer Evaluations
 At the end of the exercise, you will be asked to
complete a 12-question evaluation of each of
your co-managers and a self evaluation of your
own performance.
 These are completed online and can be
reviewed by clicking on the Peer Evaluation
Link on your Corporate Lobby web page.
 The peer evaluations are for your instructor only
and are completely confidential.
1-19
What You Can Expect to Learn
Running your camera/drone company in head-on competition with rivals
will give you a chance to put into play the very kinds of things you are
reading in the text about crafting and executing strategy in a globally
competitive marketplace—there is a very tight connection between the
text for the course and GLO-BUS.
 You and your co-managers will have to chart a long-term direction for your
company, set and achieve strategic and financial objectives, craft a
strategy, and adapt it to changing industry and competitive conditions.
 You’ll have to wrestle with a full array of industry statistics, company
operating reports and financial statements, and an assortment of
benchmarking data and competitive intelligence on what rivals are doing.
 You’ll have to match strategic wits with the managers of rival companies,
"think strategically" about your company's competitive market position,
and figure out the kinds of actions it will take to outcompete rivals.
Learning to do all these things and gaining an appreciation
of why they matter are the heart and soul of courses
in business strategy.
1-20
What You Can Expect to Learn
In addition, GLO-BUS is designed expressly to provide you with
an experience that will:
Draw together the information and lessons of prior courses,
consolidate your knowledge about the different aspects of running
a company, and provide a capstone experience for your business
school education.
Deepen your understanding of revenue-cost-profit relationships
and build your confidence in utilizing the information contained in
company financial statements and operating reports. You’ll see
why you cannot hope to understand a company’s business and
make prudent decisions without full command of the numbers—it
won’t take you long to appreciate why shooting from the hip is a
sure ticket for managerial disaster.
Provide you with practice in sizing up a company’s situation,
making sound, responsible business decisions, and being
accountable for delivering good results.
1-21
How Do You Register and Get Started?
The registration process consists of five steps:
 Step 1: Have your assigned company registration code
handy (this code is used to put you into the database for
this specific course and to certify you as a co-manager of
your assigned industry and company). Your instructor
provides this code.
 Step 2: Go to new.glo-bus.com
 Step 3: Click on the “Create Student Account” button and
enter the company registration code provided by your
instructor in the box.
 Step 4: Continue on to the next step of the registration
process where you will need either a credit card or a
Prepaid Access Code that came on a card bundled with
your text.
1-22
How Do You Register and Get Started?
 Step 5: Complete the personal registration information (user
name, password, and so on) and the credit card payment
process (if not using the Prepaid Access Code on the card
bundled with your textbook). The Web site for credit card
payment is fully secured; you will receive a receipt via e-mail.
If you have no credit card or Prepaid Access Code, the easiest
way to complete this step is to arrange to use a friend’s or comanager’s
credit card and reimburse them directly with cash
or a check.
Once you are registered, you have full use of the student
portion of the GLO-BUS Web site and access to all of the
information and materials you will need.
1-23
The Corporate Lobby Page
 Each time you log-on to new.glo-bus.com, you are automatically
routed to your company’s “Corporate Lobby” web page.
 The Corporate Lobby page is your gateway to all GLO-BUS
activities. Near the top of the Corporate Lobby screen is a series
of menu selections that provide instant access to all the
necessary information, materials, and tools you will need:
 Participant’s Guide
 Decision Schedule
 Assignments
 Enter Company Name
 Below these menu items are (1) a Decisions and Reports box for
accessing the decision entry screens and viewing reports, (2) a
message center and deadlines box, and (3) information showing
the latest exchange rate adjustments, current interest rates, and a
company performance scoreboard.
 You have anywhere, anytime access to your Corporate Lobby
page from any Internet-connected device.
1-24
Naming Your Company
 Shortly after registering, you and your co-managers
should decide on a name for your camera/drone
company.
 Your company’s name must begin with the letter of the
alphabet that you have been assigned. Names can be
up to 20 characters. To name the company, click on the
Company Name menu item near the top of the
Corporate Lobby screen, and enter your company’s full
name in the space provided.
 All company names are “public” and appear in the
Camera & Drone Journal; thus you should select a name
that you are proud of and that reflects the image you
want to project to your customers, shareholders, other
company stakeholders, and the general public.
1-25
Some Procedures
 See the Decision Schedule link on your Corporate
Lobby Web page for the dates and deadlines for the
decisions. The decision deadlines are strictly
enforced, since the results are processed
automatically on the GLO-BUS servers minutes
after the deadline.
 The results of each decision will be available online
about 15-20 minutes after the decision deadline.
 You will be notified via e-mail as soon as the results
are ready. At that point you can log-on, see what
happened, and proceed with the next decision.
1-26
Tips for Success
 Make use of the short Video Tutorials—these are particularly
helpful early on when you are trying to become familiar with
the software, the menus, the information on the screens, and
how to proceed.
 Whenever you want more in-depth explanations and details
than contained in a Video Tutorial, click on the Help button at
the top of a decision screen or report page.
The Help sections for decision screens provide
information about each decision entry, full explanations of
cause-effect relationships, and tips/suggestions about
what to do and not do.
The Help sections for any page of the Company Reports,
the Camera & Drone Journal, and the Competitive
Intelligence Reports explain what the numbers mean, how
they are calculated, and how to use the information to
good advantage.
1-27
Tips for Success
 Learn as much as you can from the practice decision(s)—the
chief purpose of the practice decisions is to help you become
fully acquainted with
All the menus
The decision entries
The on-screen calculations that appear when you make a
decision entry
The information that appears on all the various reports
that become available after each decision round is
complete
 After the first practice round, follow the Suggested Decision
Procedures (see the Participant Materials menu on your
Corporate Lobby page)
The more you learn from the practice rounds,
the better your chances for getting off
to a good start!
1-28
Tips for Success
 Run the company in a serious, professional manner. The
overriding purpose of GLO-BUS is to give you practice in
making business decisions, learning to craft winning strategies
in a competitive market, 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 very wary of trying something that is imprudent or highly
risky or un-businesslike (things that would get a manager fired
in a real company).
Students who resort to trying to “game the system” usually
shoot themselves in the foot.
This is not the time to be a daring adventurer out to win
some variant of a videogame by making wild decisions or
extreme decision entries.