![[경영학] 마익스바이크(MikesBikes) 경영전략(영문)-1](http://images.happyhaksul.com/thumb/539/538285-0001.gif)
![[경영학] 마익스바이크(MikesBikes) 경영전략(영문)-2](http://images.happyhaksul.com/thumb/539/538285-0002.gif)
![[경영학] 마익스바이크(MikesBikes) 경영전략(영문)-3](http://images.happyhaksul.com/thumb/539/538285-0003.gif)
![[경영학] 마익스바이크(MikesBikes) 경영전략(영문)-4](http://images.happyhaksul.com/thumb/539/538285-0004.gif)
![[경영학] 마익스바이크(MikesBikes) 경영전략(영문)-5](http://images.happyhaksul.com/thumb/539/538285-0005.gif)
![[경영학] 마익스바이크(MikesBikes) 경영전략(영문)-6](http://images.happyhaksul.com/thumb/539/538285-0006.gif)
![[경영학] 마익스바이크(MikesBikes) 경영전략(영문)-7](http://images.happyhaksul.com/thumb/539/538285-0007.gif)
![[경영학] 마익스바이크(MikesBikes) 경영전략(영문)-8](http://images.happyhaksul.com/thumb/539/538285-0008.gif)
![[경영학] 마익스바이크(MikesBikes) 경영전략(영문)-9](http://images.happyhaksul.com/thumb/539/538285-0009.gif)
![[경영학] 마익스바이크(MikesBikes) 경영전략(영문)-10](http://images.happyhaksul.com/thumb/539/538285-0010.gif)
![[경영학] 마익스바이크(MikesBikes) 경영전략(영문)-11](http://images.happyhaksul.com/thumb/539/538285-0011.gif)
분야
docx(2) Basic Information of Our team : KartRider
(3) Main Strategy : focused differentiation
(4) Summarized Reviews of Round 1~6
- Round 1~3:
- Round 4
- Round 5
- Round 6
5) Results & Success Factors
6) Comparison To The Main Competitor of the World: Blazer
The results of our firm (KartRider) in World #1 through 2011 to 2016 are as follows. First, The result of this simulation game is expected to mainly measured by the three indexes: 1) ROIC, 2) ROOI, 3) Market Capitalization. So, we will describe how this three measurements have been changed, especially the last 3 years. Second, we will describe other indexes which are related to our final results: 1) Quality, 2) Investors-Related, 3) Manufacturing Effectiveness, 4) Marketing Strategy-Related Indexes.
Main three index
Structure of describing is as follows.
1. Tendency
2. Marketing Year – Ours – (Main Competitor: Blazer’s) – Win or Lose
3. Reason
1) ROIC
1. Tendency : Fluctuating, but usually high
2. 2014’ – 0.4341 – (0.3320) – WIN
2015’ – 0.2181 – (0.2663) – LOSE
2016’ – 0.3295 – (0.2651) – WIN
3. In 2014, our firm made sensational market sales than before, with all 5 products in each segment. We made aggressive marketing strategy which includes aggressive advertisement and PR. We concluded that our competitor misjudged our decision to expand our business area. Also, they failed to be dominant in Leisure, Commuter before we launched those two, so we were easy to make profits. That made higher ROIC of us.
In 2015, however, ROIC index of our firm plunged into the half of 2014. In 2015, another competitor ‘Samchunli’ had come up to the ground, and they stole much of our firm’s market share and Blazer’s market share, too. The difference between our firm and Blazer was that, we were not affordable to make enough profits with larger net assets than Blazer’s. Also, we produced too much with ignorance of Samchunli’s rising, so, we have concluded that Blazer expected the demand forecast better.
In 2016, finally, our firm took the 1st place again. This was the result of our firms retail-margin-based-maximization-of-profit strategy in 2016. We cut off all redundant costs like salarys for excess workforce, reducing closing inventory. Moreover, our firm made better decisions on retail price and production level, as we became familiar with competing with others, for example, stealing other firms’ market share. This led us to be with higher ROIC.
