Individual Simulation Report 3

Simulation Report2 2

Simulation Report week 5-6

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Simulation Report week 5-6

In weeks five through six, while using the StratSimManagment Simulation too, there has been significant improvement in maneuvering and utilization of the inputs in the simulation process and even making changes to meet market needs, to reach a greater output, and to manage competition to maintain market leadership when it comes to the automotive industry. Thus, the main objectives that were focused in the simulation process were making changes to the automotive management process mainly on the type of automotive vehicles the team is operating (Gonzalez-Fuentes et al., 2021). The original strategy for team D is to promote quality and safety in car manufacturing while remaining the market leader. The strategy used and is still being used is now focusing on price changes and design inputs to control and compete from various manufacturing and distribution channels.

Strategy

The team has a strategy categorized on the inputs that will happen over six years and the changes that will be made in the strategic inputs for each year to ensure sustainability is assured and that management of different inputs is made as effective as possible. The main strategy is to remain competitive in the market as the leader, and all the other yearly strategies are focused on how to make each input meet strategic measures. For instance, the strategy for year one is to be the leading automobile industry in promoting quality and safety (Gonzalez-Fuentes et al., 2021). For year two, the strategy means opening new distribution centers; for year three it means, creating improvements in all cars, even the minor cars. In year four, the strategy is focused on economic quality and interior (Gonzalez-Fuentes et al., 2021). The other factors are size and horsepower. In year six, the main input based on the simulation is based on the launching of an electric vehicle.

The changes that came along in weeks five through six are attributed to the need for adjustment in some of the strategies to compensate for remaining competitive and responding to changes in the market. For instance, the first question was on the need to adjust the cost of the cars. The cost of the cars in the initial part was based on the car's value and what competitors are selling in the market and the changes that come along in making a competitive advantage work.

The second change in strategy was based on factors affecting some regions, such as advertisement. Some regions require heavy marketing, unlike other regions making it a challenge to treat all regions the same while being the market leader. The input has been controlled in such a way to make sure consumers' needs have been dealt with appropriately.

The third change in strategy is based on the need for electric vehicles, mainly with a competitive team in C having electric vehicles in production. It means that the need to stay ahead of government regulations in the production process is very primary to lead to the development of change. The last change strategy is to make sure that all vehicles are above the value of 4, which will boost the value of products entirely in the market.

In general, objectives that have been highly categorized in weeks five and six mainly seem to be coming from the set strategies for years three and five. That will directly correlate with the production of improved cars and the production of electric cars.

In producing improved cars, the strategy is to improve the vehicle in terms of value, marketing, and competition. It means the cars will have to work based on yar on the strategy of upgrading the interior, safety, and quality of luxury cars to appeal to more consumers. The improvement will lead to an improvement in prices which is a good deal for the company and is among the strategies that have been highlighted and developed strategically based on the input for weeks five and six. Thus, for Deluxe on the market, it will mean setting the price above 35K, which will create an even process with competitors who are at 40.3K and 40.7K, and that will create value for money as people will choose the brands over the competitors based on the fact that it will boost sustainability.

The issue of safety is also highlighted among the first elements for change that make it possible to maintain safety. Improving cars to be above the value of four will make all manufactured vehicles shoot. One of the best examples is Detonka which reached the value of three in two years and increased in prices by 1K. Thus, if the change happens strategically to all values of 4 in terms of safety, it will mean it will be possible to maintain strategic goals in terms of income generated by the prices and the quality of products that are associated with the organization contributing to the overall strategy of maintaining the position of business leaders and having a big market share (Gonzalez-Fuentes et al., 2021).

On the aspects of manufacturing electric vehicles, which will help stay ahead of government regulations and meet the competitive constrain from group C, which also focuses on the development of electric vehicles, it will mean a great improvement in aspects in the value of ratings in the company. To compensate for the changes, it will need to develop marketing strategies that all work together to achieve sustainable goals depending on the market needs. A good example is Defy which is under the family category of vehicle, which will mean increasing advertisement to 60 while decreasing promotions to 40. At the same time, Delite, which is under economy, will mean increasing advertisement to 35 while decreasing promotion to 24. In the case of Deluxe, which is under luxury will mean increasing advertisement by 37 while promotion remains constant. In the case of Detonka, all the rest remains the same (Gonzalez-Fuentes et al., 2021).

The changes in the advertisement, marketing, electrifying, and improvements in safety and horsepower, will mean that since a luxury car like Deluxe will be increased in year five in terms of style, size, interior, and quality, advertising will increase to 35. At the same time, the promotion will decrease while the price will go by 37 999. In terms of dealer discount for deluxe will increase by 15%. The case for the other vehicles will be different such as Delite, which will increase advertisement by 38, while dealer discount will need to increase by 10%. The price for Delite will, in turn, increase by 13 298.

Conclusion

In conclusion, the main strategy that will be in place is the main strategy for staying ahead of the market in terms of market share, competition, and automobile manufacturing. It means looking for areas of improvement such as innovation and electrifying vehicles has been the main objectives of weeks five and six, which faced competition from group C. Still, the ways to stay as strategic leaders have been deduced.

References

Gonzalez-Fuentes, M., Robertson, K. R., & Davis, J. C. (2021). Creativity as a Reflective Learning Exercise: Informing Strategic Marketing Decisions Through Digital Storytelling. Marketing Education Review, 1-9.