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BA_100 Garth Mader Payton Eckbald, Darcy Dunbar, Zack Dodge 10/28/19 The Harvard Marketplace Simulation took place over the course of six business quarters and allowed each team to make individual management decisions based on what they saw best for their companies. As each quarter progressed, teams were able to analyze how the decisions they made impacted their companies current state, and helped set the foundation to predict how their decisions would affect the company in future quarters. The overall objective of the simulation, as in any real life scenario, was to build a profitable business, take majority market segment share, and provide a product at a higher quality and lower price than its competitors. Bikes R Us, our team’s company, attempted to develop a business plan with these goals as priorities, but failed to do so. This paper will discuss the mindset and processes we had in formulating our quarterly decisions, and attempt to recognize why these decisions did not lead us in the direction we wanted. For the first quarter of the simulation, we made some introductory decisions. As a group, we came up with the company name of “Bikes R Us.” A company name is the first thing customers see and hear about the company, so we wanted to make it catchy and fun. We also decided on our personal responsibilities. We chose our responsibilities based on what each of us thought we’d be best at, Zack was the president of leadership and vice president of finance, Payton was vice president of brand management and advertising, and Darcy was vice president of analytics and management. The next portion of the simulation was to choose our target
segment. We chose speed out of the three options because the price people were willing to pay was the highest for speed. After completing our market segment research we determined the best location to open our first store. Rio de Janeiro was the best option for our company because the quarterly lease cost was the lowest.