LINKS Simulations

Transcript

1 n LINKS Mana gement Simulation E terprise Ma LINKS Enterprise nagement Simulation [Enriched] xLINKS Enterprise Management Simulation [Extreme] LINKS Marketing Tactics Simulation LINKS Marketing Principles Simulation LINKS Marketing Simulation LIN KS B2B Marketing Simulation LINKS Marketing Analytics Simulation LINKS Marketing Research Simulation LINKS Multi - Channel Management Simulation LINKS Multi - Channel Management Essentials Simulation LINKS Positioning Strategy Simulation gy Simulation LINKS Marketing Strate xLINKS Marketing Strategy Simulation [Extreme] LINKS Service Quality Management Simulation LINKS Services Marketing Simulation LINKS Services Operations Management Simulation LINKS Services Management Simulation xLINKS Services Management Si mulation [Extreme] LINKS Procurement Management Simulation LINKS Supply Chain Management Fundamentals Simulation LINKS Supply Chain and Service Management Simulation LINKS Supply Chain Management Simulation LINKS Supply Chain Management Simulation [Extend ed]

2 What Is LINKS? integrative, simulations are - based, customizable, competitive business team LINKS uate , MBA, and EMBA courses and for corporate executive for undergrad s simulation education programs . rmit application in a variety of educational LINKS is designed in a modular fashion to pe The L 4 portfolio has evolved since 1999 to include 2 INKS and instructional contexts. enterprise management, marketing, services, and supply chain customizable management simulations. LINKS industries may have a  s many as eight competing teams (four to six firms per industry are typical), with simultaneous parallel industries accommodating larger class sizes. In LINKS, students are challenged to craft and execute a competitive strategy to  run perf - improve the long ormance and profitability of their firms. LINKS is designed to be amenable to contraction, expansion, and customization to fit  a wide range of instructional needs and application contexts. This flexibility is provided via instructor optional switches embe dded within a single software platform. - Alternative scenario files are available with “pre - wired” versions of these switches already in place. The same underlying software engine drives all LINKS variants.  LINKS is a web - based simulation. There’s no sof tware to download/install. - Students and instructors use their favorite web browsers to interact with LINKS, to Our staff a dminister LINKS for input new decisions and to access results. their students instructors, so LINKS instructors can focus their teaching efforts on without worrying about simulation administration logistics. Instructors are invited to contact LINKS Simulations ( LINKS @ LINKS - simulations.com ) with all questions related to billing, course registration and sign - up, customer support, ctor support, and technical support. instru - provides direct - from , the LINKS author, the author support to Randy Chapman - - going R&D efforts continue to instructors throughout LINKS events. The author’s on t - base. Contact enhance the underlying LINKS simulation portfolio and asse LINKS Simulations ( LINKS @ LINKS - simulations.com ) with all LINKS questions. The LINKS website provides convenient access to a rich array of pre - event and within - event LINKS resources. In addition to (passcode - protected) instructor resource s, the LINKS website includes these resources to support LINKS students:  the complete LINKS participant’s manual Event Pre - a brief quiz to test participant’s understanding of their pre - reading of  the LINKS participant’s manual asked questions) - extensive categorized LINKS FAQs (frequently  - specific financial and operating reports and to Within and  self tutorials for paced Throughout management issues arising in LINKS Event s  optional LINKS exercises that may be used by the LINKS instructor at various points during LINKS events

3 Why Teach With a Simulation? "Learning is not a spectator sport." D. Blocher – : “Change does not come readily to adults. Lectures, training modules, and The Problem workshops may lay bare the mechanics of organizational change, b ut they are unlikely to revolutionize people’s work practices. Most of the time, we learn only through experience. But everyday business is seldom conducive to such learning, since delays and the complexity of een decisions and their consequences. Under most companies tend to obscure the link betw normal conditions, managers are rarely able to see the full effects of their actions. To make things worse, most managers possess only a limited perspective of their organization as a - term results, they have little whole. And since their pe rformance is usually judged on near term outcome of their decisions.” - - incentive to contemplate the long Dory Bertsche, Christopher Cra wford, and Stephen E. Macadam, “Is Simulation Better Than Experience?” The McKinsey erly Quart (Number 1, 1996) : The Management Simulation Solution Adults learn best by doing. "Doing" involves taking responsibility for one's actions, receiving  feedback, and having an opportunity to improve through time. Management simulations - threatening but competitive environment of the kind that real support learnin g in a non managers face every day.  Like an airline pilot flight simulator, a management simulator allows more rapid time compression, quick feedback to the learner, and is a low risk process (e xcept possibly to one's ego and pride). A well designed management simulator can provide students with a realistic - education and training experience in the relative safety of the simulation's operating environment. And, perhaps most importantly, the less ons learned in the simulator occur within hours or days not months, quarters, or years. - The classic reasons to favor management simulations in adult learning environments compared to traditional lecture/case/ discussion educational events include: • ulations reflect active not passive participation, enhancing Sim learning motivation. Simulation participants are responsible for their own actions and decisions, but there’s an opportunity to learn and improve through time. Simulations apply key managem ent concepts, especially • coordination and planning. • Simulations demand analysis and decisions in the context of market - based feedback in the presence of thoughtful vigilant competitors. • Simulations provide rapid feedback, encouraging participants t - risk competitive environment. o learn from their successes and failures within a relatively low • - group decision - making under time pressure, generally Simulations are based on small reflecting the workplace environment in all organizations. • Simulations p rovide learning variety since they're novel learning environments. - scale Jeff Thieme (University of Memphis) provides a thoughtful rationale for teaching with large management simulations: “Simulations force students to be accountable for the positive an d negative consequences of their decisions. Exams, quizzes, and case studies just can't do this. In the classroom, students usually have (and often take) the opportunity to argue about their answers’ correctness on exams and reports. In the real world, managers don't have the luxury of arguing whether or not their decisions deserve 'credit.' They either meet their projections or they don't .”

4 Why LINKS? (The Case For Choosing LINKS) “I never try to teach my students anything. I only try to create environment in which they can learn.” Albert Einstein an – nefits 4,0 0 , + LINKS events have experienced these LINKS be 00+ past participants in : 0 100 0 Rich Content Thoughtfully designed, state - of - the - art simulation platform crafted and supported by the  ’s 0 + years of academic research and consulting experience in designing, software author 4 engineering, instructor support, and teaching with management simulations.  Originally designed for executive education and corporate seminars, LINKS has been well tested wit h, and reflects the feedback provided by, a wide range of business specialists, managers, and senior executives in companies such as Accenture, Alabama Power, BBVA Bridgestone/Firestone, ConAgra Foods, ExxonMobil, Compass, IBM, Mars, General Electric, Moet Hennessy, Office Depot, Nokia, RSM McGladrey, Shell, Siemens, Tenaris, Stanley Unilever, . Black & Decker, and Whirlpool  Complex, rich simulation design with extensive interactions (interconnections) among the decision elements, requiring integrative and c omprehensive strategies and tactics. Extensive web - based resources to support students and instructors.   Product and service line management decisions are included within LINKS. NKS.  Dynamic competition with firms competing directly against other firms within LI Extensive financial/operating reports provided after each game run.   Rich research study resources to support fact - based decision making.  Realistic competitive business/management environment enhances student interest and experience, generating higher course engagement. Web - Based Administration and Resources Instructors and students use web browsers to interact with LINKS. There’s no software to  - based environment. Students and instructors only require an download/install in the 24x7 web mail addres s and internet access to participate in LINKS. e - Convenient back - office, remote administration provided by LINKS Simulations . We run  LINKS for you so that you can focus on teaching rather than on simulation administration logistics and details.  te LINKS participant’s manual is freely accessible/downloadable via the LINKS The comple - website (http://www.LINKS simulations.com).  Instructors have full access to all simulation results (including game administrator reports) via - spe cific passcode. their own private LINKS industry Instructor Convenience  W ell - tested software platform and simulation portfolio family, with enterprise management, marketing, services management, and supply chain management simulation s for introductory and elective courses with “modest” t o “substantial” within course simulation emphases. -  Low switching costs among LINKS variants for instructors, permitting instructors to stay within the LINKS portfolio across varying teaching applications and environments. LINKS industries consist of 2 - 8 fi rms (with 4  6 firms being typical). Larger class sizes are - accommodated with simultaneous, parallel LINKS industries. With LINKS, you’re not forced to configure your class into a particular (fixed) number of teams/firms  Plentiful customization possibilit ies for instructors' varying course requirements and emphases. Optional early - event component deactivations ease students into LINKS and student interest interest - event elaborations retain generating later /engagement throughout. -  The author’s passionate, z ealous commitment to direct instructor support, including pre - course design consultation and on - going, within - course instructional support.

5 What Do Students Say About LINKS? "The journey is the reward." - Steve Jobs, Apple Computer Founder  "Far and aw ay the most useful, effective,  "T he amount you could get out it was a grueling, and fun educational experience direct function of what was put into it." I've ever encountered."  "This course requires long hours, and "Fabulous course! I found the job much perseverance. It is addictive and  emotionally straining. It is all consuming. interviewers were fascinated with the kinds of problems we were asked to solve. Little time is left for all other aspects of one's li Especially organizational problems. What fe. The pace is extremely hectic. - Nonetheless, this rates among the very do you do with a loader? How do you free best experiences available here. I learned handle the friend who tries hard but really doesn't perform? The study group is the more in this one course than I typically do most 'real world' thing you will do here." in a whole term. This included a sense for world applications of theories, how the real - “I really enjoyed and learned a lot from  vari ous marketing mix variables affect working through LINKS and how it reflects sales results, and the usefulness of busin ess decisions, challenges, and marketing research information. For a offs that we encounter every day in - trade person who, like me, has relatively little our real life.” work experience, a simulated game course  "It's a lot of fun, almost infectious when provides a more useful experience than a things are going well, and it is a complete case study course, b ecause one has to nightmare (and equally infectious) when live with his own decisions and their things are going badly." consequences. I believe this is extremely "I thought the  game was very good. It beneficial. I recommend this course wasn't just a simulation, though, because it wholeheartedly to anyone who is willing to certainly stimulated emotions of anger, work in order to learn a lot." resentment, frustrations, and pride and  “While focused on supply chain sense of achievement." management, LIN KS covered every step  with real world ... "This is the real world from product development to distribution workloads, satisfactions, and frustrations ." and marketing. I really enjoyed it and  "This is, beyond a doubt, the most exciting learned much about the interaction of course I've ever taken. It brought business model components and the everything I've ever been exposed to into importance of strategic planning.” play, and gave me a lot of insight into my  “It was fun to test my learnings in a safe own temperament." env ironment.” “I want to thank you for providing an  “Thorough, demanding, realistic, and  AWESOME service and a valuable life’ simulation.” - ‘real learning experience. I see immediate of LINKS “The best part  was the application in the military framework and world situations. The - closeness to real after I get out. Again, thanks for a great world - business environment is real opportunity to learn, all the best for the n’t forgive errors and it impartial; it does future.” rewards success handsomely. Th e “LINKS breathes life into the course  simulation replicated this effectively.” material and provides students with a  “The full interaction of the supply chain view of the real life challenges and was an eye - opener and, as a buyer, I decisions that business leaders are faced have a new appreciation for my suppliers’ with. The hands - on training allows the challenges.” next generation of business leaders to  "The course was extremely worthwhile. In gain experience in making decisions and particular, it teaches humility and h ow to to recognize how decisions impact other bear up under pressure." areas of a business.”

6 Student Feedback From Greg Kivenzor’s Fall 2012 Course The LINKS system is a wonderful tool in which to learn the intricacies, challenges, rewards and even pitfalls of running a business. Although LINKS is a simulati on, you and your team will quickly realize that the world within the software is amazingly real and lifelike. In the end, we learned a tremendous amount about the challenges and excitement of running a company. The LINKS system has been incredibly well - - designed and thought out and truly does allow you to fully understand the intricacies involved in running your own business. You may end up not “winning” the simulation s but you will be a winner in business if you are able to apply the techniques and skill learned in LINKS to your future endeavors. This was one of the best classes I’ve been in. Working with LINKS gave me an opportunity to use the knowledge that I acquired in the past few years to run a business and face real problems. It’s a great tool to develop critical thinking skills towards business and marketing. It’s an opportunity for you to run such a huge business on your own, you can explore your options, take some risks, and in the end you are happy to know that it’s just a game, rewards or punishments are just the part of the game. and all the I am certain that my team and I will remember and refer to our LINKS experience for years to come. LINKS is an excellent simulation to learn how a business runs and how different areas of the busines s are affected by what is done in another. LINKS gives you a great understanding of the logic used to run a business and gives a great judgment of financial strategies and difficulties companies have. Ultimately, LINKS is competitive, stressful, and insi ghtful. It mimics the real business world and you will find it does an excellent job in recreating every aspect of running a large company. LINKS is an invaluable learning tool and teaches things that could never be taught in a textbook.

7 Americas St. Francis Xavier University C ape Breton University APICS Dominican Republic Escuela Superior de Economia y Negocios - Steam Fundação Getulio Vargas Universidad Francisco Marroquin Universidade Federal do Rio Grande do Sul IEEC Argentina Insper (Brazil) University of Alberta University of Ontario Institute of Technology Instituto Tecnológico Autónomo de México Rio Piedras Manitoba International Marketing Competition University of Puer to Rico - McMaster University University of Saskatchewan Mount Royal University University of Western Ontario Queen’s Un iversity University of Windsor Simon Fraser University Asia Pacific School of Global Management S P Jain - American University in Cairo Dubai S P Jain School of Global Management - Aoyama Gakuin University Mumbai Singapore - gement School of Global Mana S P Jain Beijing International MBA Sydney - S P Jain School of Global Management EMPI University Business School (New Delhi) Sungkyunkwan University (SKK GSB) e of Management Ahmedabad Indian Institut Tokyo Institute of Technology Indian Institute of Management Bangalore Indian Institute of Management Indore University of Dubai Indian Institute of Management Lucknow University of Guam University of Hong Kong Indian School of Business University of Melbourne International University of Japan University of New South Wales King Mongkut’s University of Technology e Institute of Management Studies Narsee Monje University of South Australia Nankai University University of Waikato Nanyang Technological University University of Wollongong National University of Singapore Xavier School of Management Qatar University Europe Anglia Ruskin University Hogeschool Utrecht INSEAD Ashcroft International Business School International University of Vienna BI Norwegian School of Management Zaragoza International Logistics Program - MIT City University of London Cork Institute of Technology Technical University of Kaiserslautern Duale Hochschule Baden Württ emberg Mannheim Technical University of Munich - Ecole Superieuere de Commerce et Management Universidade do Porto EUNCET Business School Universitat Autònoma de Barcelona Euromed Management Uni versity College Dublin University of Hamburg European Business School France Business School University of Paderborn Goethe University of Frankfurt University of Westminster Karlstads Universitet Wageningen University Katholische Universitaet Eichstaett - Ingolstadt Warsaw School of Economics Logistics University Kühne

8 USA Kennesaw State University Air Force Institute of Technology Kent State University Arizona State University Kettering University Arkansas State University Lehigh University Auburn University Lipscomb University Au burn University Montgomery - Loyola Marymount University Bainbridge Graduate Institute Ball State University Loyola University Chicago Louisiana State University Baylor University Madonna University Belmont University McKendree University Bloomsburg University of Pennsylvania Mercer University Boise State University Metropolitan State University of Denver Boston College Bowling Green State University Michigan State University Bradley University Michigan Technological University Bryant Unive rsity Middle Tennessee State University Butler University Missouri State University Pomona Missouri University of Science and Technology - California State Polytechnic University - MIT Chico California State University Monmouth University California State University - East Bay Canisius College Morgan State University tional Technological University Central Michigan University Na National University Central Washington University Northeastern University Christopher Newport University North Carolina A&T State University Cl arion University of Pennsylvania Northern Arizona University Clarkson University Ohio State University Clemson University Colorado State University Oklahoma City University - Pueblo Oregon Institute of Technology Colorado State University University ia Oregon State University Concord an University Pacific Luther Creighton University DePaul University Pennsylvania State University Duke University Great Valley - Pennsylvania State University Duquesne University Providence College East Carolina University Purdue University Ea stern Michigan University Regis University Rhode Island College Evergreen State College Florida Atlantic University Rivier University Rollins College Florida International University Rutgers University Florida State University Fordham University Saint Leo University Samford University Framingham State College Freed Hardeman University - San Jose State University George Mason University Carbondale - Southern Illinois University ty Southern University and A&M College George Washington Universi Suffolk University Georgia Institute of Technology SUNY Binghamton Georgia Southern University SUNY Buffalo Georgia State University Gettysburg College Texas Christian University Texas Tech University Hartwick College The Citadel High Point University The College of New Jersey Idaho State University y Tiffin Universit Indiana University Towson University Iona College Tuskegee University James Madison University Kansas State University Union University Kean U niversity University of Akron

9 University of St. Thomas - Houston University of Alabama University of San Francisco Birmingham - University of Alabama University of Alabama - Huntsville University of South Carolina - University of Alaska University of South Dakota Fairbanks University of South Flo rida University of Arizona University of Arkansas University of Southern Mississippi University of Tampa rsity of Bridgeport Unive University of Tennessee University of Central Florida University of Tennessee University of Chicago - Martin Colorado Springs - University of Colorado - University of Texas Arlington Rio Grande Valley University of Texas University of Connecticut - University of the Incarnate Word University of Dayton University of Tulsa University of Delaware Utah University of University of Denver - University of Washington University of Georgia Bothell Madison - University of Houston University of Wisconsin Downtown Milwaukee - University of Wisconsin sity of Houston - Univer Superior - University of Wisconsin University of Kansas - University of Wisconsin Whitewater University of Kentucky US Air Force Academy Springfield University of Illinois - US Coast Guard Academy University of Iowa Vanderbilt University University of Mary Washington University of Maryland Villanov a University University of Massachusetts Lowell - Virginia Commonwealth University Virginia Tech University of Memphis University of Mic higan Wake Forest University Kansas City - University of Missouri Washburn University Las Vegas University of Nevada - Washington University Wayne State University University of North Carolina West Chester University of Pennsylvania Pembroke University of North Carolina - University of North Carolina Wilmington Western Carolina University - Westminster College University of North Dakota University of Notre Dame rsity West Texas A&M Unive West Virginia University ahoma University of Okl University of Oregon Wilmington College University of Pennsylvania (Wharton) Wright State University University of Pittsburgh Worcester Polytechnic Institute York College of Pennsylvania University of St. Thomas 24 integrative, team - based, richly supported, customizable, competitive business simulations for und ergrads|MBAs|EMBAs|ExecEd

10 Corporate Executive Education Applications Enterprise Supply Chain Marketing Services Management Management e a r n i n L B y D o i n g , g L y i a D n o r i g n e g , n B h c a u s e B T e a t ’ s T h e B a s t c ’ e s a T e h T e u h A d u l t s a L e a r W n y d L a e u a r l n W t A s y t s e B B t s e

11 Executive Education and Corporate Programs - Since 1999, there have been 4,0 100 ,000+ participants. University 00+ LINKS applications with house cor - sponsored open porate programs use - enrollment executive education programs and in learning programs with participants from LINKS simulations in classroom - based and distance - North and South America, Europe, Africa, and throughout the Asia Pacific region. Sponsored Executive - University Corporate Programs Education Programs Mahindra Finance Accenture Air Force Ins titute of Technology Alabama Power Mars American University in Cairo Alcon Moet Hennessy Arizona State University Motion Industries Astra International Institute of Management Lucknow Indian Nokia BAT Lehigh University Cross Blue Shield Office Depot Blue Loyola University Chicago Bridgestone/Firestone Parker Hannifin MIT Pepsico British Petroleum National University of Singapore RSM McGladrey Chevron Samford University ConAgra Foods Saudi Aramco Texas Christian University Shell Constellation Brands Pennsylvania St ate University Siemens Efunds Universidade do Porto EMBARQ Sonae Indústria University of Chicago ExxonMobil SRA Touchstone Consulting University of Hong Kong Stanley Black & Decker Fleetguard University of Michigan Tenaris General Electric University of Minnesota Unilever IBM s University of Tennes ee Lactogal Whirlpool Vanderbilt University Participants’ Geography ,000+ p 10 0 countries have Since 1999, articipants from these 78 S simulations experience. benefited from their LINK Americas Asia Pacific Africa Europe Cameroon Argentina New Zealand Austria Azerbaijan Italy Egypt Brazil Oman Belgium Netherlands Australia Gabon Canada Norway China Bulgaria Pakistan Ghana Chile Dubai Poland Denmark Philippines Colombia Kenya Georgia Finland Qatar Portugal Dominican Republic Namibia France Guam Romania Russia Nigeria Ecuador Saudi Arabia Hong Kong Germany Slovenia El Salvador Senegal Greece Spain Singapore India South Africa Guatemala Indonesia Sweden Sri Lanka Hungary Mexico Togo Japan Iceland Taiwan Switzerland Uganda Peru Thailand Ireland Korea United Kingdom Puerto Rico Turkey Kuwait Trinidad UAE Malaysia United States Vietnam Maldives Uruguay Mongolia Venezuela

12 S? What Do Instructors Say About LINK s students with an opportunity to analyze customers and competitors across “LINKS provide distinct regions/segments in a dynamic, realistic, competitive marketing environment. This simulation gives students experience in a competitive marketing environ ment and can be used in a number of ways to assess their ability to implement various strategic marketing concepts and frameworks. There are no other tools available to faculty that accomplish these objectives. Exams, assignments, are all defic ient in this regard because they do not hold and cases students accountable for the consequences of their decisions in a dynamic, longitudinal, and competitive environment. Similar to real life experience, students may learn in an iterative lysis, decision - making, and feedback across multiple events.” process of research, ana Jeff Thieme, University of Memphis “My MBAs love the LINKS Supply Chain Management Simulation. More importantly, it gave them an opportunity to apply different business and operations managemen t strategies to drive firm performance and get feedback almost in real time. Having firm #6 (an inert, unmanaged firm with no decision changes throughout the LINKS event) was also a great benchmarking tool to demonstrate that these strategies would result in better performance over the longer term.” Eric Jack, University of Alabama at Birmingham “I picked LINKS because it was the closest thing to reality that was out there. Participants are faced with making decisions that have interaction effects and one of the keys to doing well is to understand how one decision interacts with others and impacts the other processes that are being managed. LINKS gives you a sense of the overall complexity of managing an entire m in the chain.” supply chain from the perspective of one fir Brooke Saladin, Wake Forest University “LINKS is over. For me, it was a great experience. The success was enormous. Students love it and their involvement was fantastic.” Eduardo Leite, EGP (Portugal) “LINKS is going very well and the format (five weeks for people to get used to the tool and then six weekly rounds) was also very successful. Students are enjoying the exercise (although some of them get a bit stressed out sometimes - well, welcome to the reality of SCM!) and I are learning a lot. LINKS is 100% plausible and excellent as a supplement to the think they in my course instructional sessions, readings, and international case analyses .” Henrique Correa, Rollins College “Thanks for the LINKS experience last term. Students had a great learning experience. The online immediate - access research, instructor support, and results delivery made operations a much more relaxed experience for me as a faculty and I could concentrate on the teaching user of the course and linkages with the simulation.” G. Shainesh, Indian Institute of Management Bangalore "I think my students enjoyed LINKS more this past semester than they have in the past. Perhaps I am learning to better use it as a teaching tool. The LINKS Services Management Simulatio n is an excellent simulation and appears to me to be the only one that takes into account all aspects of service design and management." Eileen Bridges, Kent State University

13 Which LINKS? Selecting the Appropriate LINKS Simulation Variant S Emphasis and Associated imulation - Course Time Allocation Within “Modest” “Substantial” Typical Course Titles LINKS MT LINKS MK Marketing Principles [undergraduate] LINKS MP LINKS SMktg LINKS SMktg LINKS MT LINKS MS LINKS MK Core Courses Marketing Management [MBA|EMBA] LINKS SM LINKS PS (i.e., basic, LINKS SMktg introductory courses) LINKS PM LINKS SCF Logistics Management LINKS SC LINKS SCSM Operations Management LINKS SCx LINKS SQ Supply Chain Management LINKS SOM LINKS EMe Business Strategy xLINKS EMx LINKS EM Corporate Strategy xLINKS SMx Marketing Management Marketing Strategy LINKS MK LINKS MS New Product/Service Management LINKS PS xLINKS MSx Product/Brand Management LINKS SMktg Product Planning Marketing Capstone/Seminar Elective es Cours LINKS MR LINKS MA Marketing Research (i.e., “advanced” courses after the Channels Management LINKS MCh e LINKS MCh basic, core, introductory course) LINKS B2B B2B Marketing LINKS B2B LINKS SMktg Services Marketing LINKS SM Logistics Management LINKS PM LINKS SCx Operations Management LINKS SC LINKS SM Supply Chain Management LINKS SOM LINKS SQ LINKS SM Services Management LINKS SM LINKS SOM Services Operations Management LINKS SOM xLINKS SMx : Notes S Enterprise Management Simulation LINKS EM = LINK LINKS MS = LINKS Marketing Strategy Simulation xLINKS MSx = xLINKS Marketing Strategy Simulation [Extreme Edition] LINKS EMe = LINKS Enterprise Management Simulation [Enriched Edition] agement Simulation xLINKS EMx = xLINKS Enterprise Management Simulation [Extreme Edition] LINKS SQ = LINKS Service Quality Man LINKS SMktg = LINKS Services Marketing Simulation LINKS MT = LINKS Marketing Tactics Simulation LINKS SOM = LINKS Services Operations Management Simulation LINKS MP = LINKS Marketing Princip les Simulation LINKS SM = LINKS Services Management Simulation LINKS MK = LINKS Marketing Simulation LINKS B2B = LINKS B2B Marketing Simulation xLINKS SMx = xLINKS Services Management Simulation [Extreme Edition] LINKS PM = LINKS MA = LINKS Marketing Analytics Simulation LINKS Procurement Management Simulation LINKS SCF = LINKS Supply Chain Management Fundamentals Simulation Simulation Marketing Research = LINKS LINKS MR LINKS SCSM = LINKS Supply Chain and Service Management Simulation LINKS MCh = LINKS Multi - Channel Management Simulation LINKS MChe Channel Management Essentials Simulation - = LINKS Multi LINKS SC = LINKS Supply Chain Management Simulation LINKS PS = LINKS Positioning Strategy Simulation LINKS SCx = LINKS Supply Chain Management Simulation [Extended Edition]

14 How Does LINKS Work? "The fight is won or lost far away from witnesses, behind the lines in the gym Muhammad Ali - and out on the road, long before I dance under those lights." - going business. In LINKS, student teams assume management responsibility for an on LINKS Products Variants: LINKS "products" are  - top boxes, high - tech electronics set products purchased by individual consumers for home use and by a wide range of businesses for office and manufacturing/operations environment uses. Fourth - generation set - top boxes include telephony applications (such as internet - based long distance calling, interactive video conferencing, and interactive TV), local - area - wireless networking, control/monit - area electrical oring of a wide range of within appliances, and basic virtual reality and teleportation enhancement capabilities. LINKS Services Variants: LINKS firms mark et and deliver “support services” (e.g.,  health care, repair, or maintenance computing/IT support, financial management, services) to household (consumer) and major accounts (business) customers through a direct sales channel in multiple market regions. Each LINKS variant has a customized participant’s manual available for downloading - from the LINKS website (http://www.LINKS simulations.com). However, rather than burden their students with downloading/printing the LINKS participant’s manual from the LINKS website, instructors may prefer to download, print/photocopy, and distribute the manual to their students, perhaps as part of a coursepack or via campus bookstore sales. Here’s a summary of how LINKS works from the instructor and student viewpoints: 1. Instructors embed LINKS into their courses, to a “modest” or “substantial” extent. 2. KS staff create an instructor - specific webpage for your students to pay for LINKS LIN (accessible via the “Pay For LINKS” link on the main LINKS webpage). Personal credit card payments are the norm, although institutional invoices are also possible. 3. Instructo rs and students download/print the LINKS participant’s manual from the LINKS website. Instructors create a LINKS game run schedule and LINKS runs 4. the simulation for you according to your schedule. There’s no software to download/install. b - based. You organize your student teams and send their e - Everything is we mail addresses to us in a pre - formatted Excel spreadsheet. 5. Your students use the LINKS web server (LINKS Simulation Database) to retrieve their results and input new decisions throughout your LINKS event. - mail messages about the availability of new 6. Instructors and students receive e results after each game run is uploaded to the LINKS website. Instructors are "firm 0" in a LINKS industry and an industry - specific instructor 7. passcode accesses all game administrator reports as well as all team reports. Each LINKS firm (student team) has its own team specific passcode that team members - use to access their inputs and results on the LINKS Simulation Database. Instructors coach their student teams through out a LINKS event. We provide on - going instructor support throughout LINKS events. With remote administration of LINKS, we run the simulation for you. Thus, instructors can fully concentrate on their teaching efforts without worrying about simulation ad ministration logistics.

15 Who Is Randall G. Chapman ? Randall G. Chapman assists clients with executive education and with marketing strategy, marketing analysis and research, marketing planning, and supply chain management. Dr. Chapman has tau ght at Arizona State University West, Indiana University, Vanderbilt University, the University of Michigan, Washington University, Boston University, the University of Alberta, the University of Chicago, and Queen's University. He has also held positions with Mercer Management Consulting and The Conference Board of Canada. Dr. Chapman received his B.Comm. (With Distinction) - from the University of Alberta and his M.Sc. and Ph.D. from Carnegie Mellon University. exe cutive edu cation programs with more than Dr. Chapman has conducted more than 250 ,000 participants in the United States and in Australia, Belgium, Canada, Costa Rica, 7 France, Hong Kong, Ireland, Japan, Malaysia, The Netherlands, Poland, England, 1980. H e has taught in university - Singapore, Spain, Switzerland, and Thailand since Arizona State University , Boston University, based executive education programs at Penn sylvania State University , the University of Chicago, the Duke University, niversity of Minnesota, the University of Melbourne, the University of Michigan, the U Vanderbilt University (St. University, and Washington North Carolina, University of Included among the awards he has received for teaching excellence are . Louis) Washington University's Reid Teaching Award and the unique distin ction of being voted - year and second - year MBAs in the "Professor of the Year" by University of Alberta first same year. Among his areas of consulting practice are customer needs assessment, market segmentation, product/service design and ioning analysis and strategy, and marketing pricing, reposit planning. He has broad experience with business to - business, - service, and consumer organizations. Dr. Chapman specializes in applying quantitative techniques to marketing problems. cation clients include Accenture, Consulting and executive edu BASF, ConAgra Foods, eFunds, ExxonMobil, Fleetguard, Alcoa, RSM McGladrey, Shell, Mars, Ford, IBM, Intel, InterFirst, Unilever, and Whirlpool. Siemens, Tenaris, The Stanley Works , articles in leading academic and Dr. Chapman has published more than 50 management journals such as the Journal of Marketing Research , Marketing , Management Science , Science Journal of Retailing , the Journal of Services the Marketing Pricing Strategy & Practice . He is the author of LINKS Marketing , and Strategy Simulation (revised 20 19 ) , LINKS Supply Chain Management Simulation (revised 20 19 ), LINKS Enterprise Management Simulation (revised 20 19 ), LINKS Services Management Simulation revised 20 19 , co - authored with Ruth N. Bolton ), ( ventory Management Simulation (2003), Forecasting Simulation PIPELINE™ In (2003), BRANDMAPS™: The Competitive Marketing Strategy Game , Fourth Edition (Prentice Hall 1997), BRANDS™: A Marketing Game , Second Edition (Prentice Hall 1995), and , Planning, and Strategy Simulations MAPSS™: Marketing Analysis (McGraw - Hill Primis 1994) and a coauthor of College Choices of Academically Able Students (The College Board 1987). He received Boston University's Broderick Prize and a "Best Article of the Year" Award fr om the Journal of Retailing . For Research

16 R w o e a N d m r a o p F F o p r a m d e a w o R N L s I r N o K t S c u I r n t s K t u I c t S o n r N s I L s r F a 1 m i . i a r i z a t i o n l a r i m z a i t . i l o F n i 1 a “How do I learn and simulations.com Access the LINKS website http://www.LINKS - about the LINKS look around. simulations in a  Click on things that look interesting. few minutes?” View the student and instructor introductory videos.  E 2 . p l o r a t i o n x E r 2 a t x i p o n l . o INKS briefing with Randy Chapman, the minute L - Schedule a 20 LINKS author: http://www.links - simulations.com/Camtasia/camtasia.php?variant=Briefing “OK, I have some questions about LINKS? What do I ve a personally guided A LINKS Briefing is a convenient way to ha do?” tour of the LINKS website and its resources to support instructors and their students. Based: Rich Content - Web Convenient 24x7 Access  Customizable Simulation  No Software To Portfolio Download/Install “So, why should I Extensive Web Support  use LINKS?” High - Touch Instructor Support Resources (IM, PPTs, Syllabi, FAQs, Tutorials, We Manage LINKS For Videos, Multiple - Choice Instructors Test Questions)

17 3 T r i a l . T a l r 3 . i preferred LINKS simulation Access the LINKS demo for your variant and explore. - - - and/or - - - “How can I try out a - The - Trainer Seminar Register for and participate in a LINKS Train LINKS simulation?” simulations.com/TTT http://www.LINKS - Offered multiple times yearl y, LINKS distance - learning TTT - hour teleconferences and a four - round seminars include five one simulation event. . 4 e g U a s a g U e . 4 s telephone support to new LINKS instructors On - going e - mail and dy Chapman, the LINKS author, is provided by Ran . [email protected] - simulations.com Extensive instructor support resources are available via the Instructor Resources link on the LINKS website. Sample course - syllabi, PPTs, an d instructor FAQs provide comprehensive self service support. “What support do you provide for a Extensive customization options exist to support LINKS new user?” simulations applications in introductory and advanced/elective courses. For example:  Initial deactivations of some decisions to ease stud ents into the simulation. Mid - event enrichments (e.g., more brands and regions).   - specific customization (e.g., immediate - access Course research studies, recycling/recovery decisions, and product technology extensions). LINKS - simulations.com services enterprise marketing | | | supply chain management management Randall G Chapman, PhD Founder @LINKS simulations.com Chapman +1 407 905 9191 -

18 - Confucius "I hear and I forget; I see and I remember; I do and I understand." The LINKS Enterprise Management Simulation is a sophisticated, team - based, competitive strategy simulation designed for course applications - six round simulation experience is desired as part where a “modest” four of a larger set of course activities. urers in the simulated set top box industry. - LINKS firms are manufact LINKS industries may have as many as eight competing teams (four to six firms per industry are typical), with simultaneous parallel industries accommodating larger class sizes. Simulation engages participants in all The LINKS Enterprise Management aspects of business strategy and profitable enterprise management: product - strategy (market selection, differential advantage, and line portfolio management), analysis (of customers, segments, markets, competitors , and environment), - demand programs (product coordination of operations management (manufacturing) and generate development, service management, and marketing programs). Many research studies resources are available to LINKS firms, including competitive b enchmarking, concept testing, and price sensitivity analysis. run profitability: - Managing the whole enterprise for long  Strategy selection, planning, and execution. Learning  Managing risk and uncertainty in a dynamic marketplace. Emphases  Matching demand and supply in the presence of vigilant competition.  Innovation management.  - based analysis and decision making. Fact Business strategy, corporate strategy, general managership, and integrative enterprise management courses and executive educ ation seminars where a Target Courses “modest” (as few as 4 rounds) but sophisticated simulation experience is desired, as part of a larger set of course activities. based remote administration of LINKS - LINKS Simulations provides web events. T Simulation here’s no software to download/install. Participants use their favorite web browser to access the LINKS Simulation Database to input decisions and Administration retrieve results (a Word doc file) after simulation rounds. Randy Chapman ([email protected] - simulations.com) provides direct - from - Instructor - author support to instructors throughout LINKS events, including pre the - Support course counseling and course design with LINKS. LINKS resources, including the participant’s manual and extensive instructor resources, are nveniently accessible via the LINKS website (http://www.LINKS - simulations.com). co The LINKS Enterprise Management Simulation [Enriched Edition] may be of interest to instructors wishing a “larger” business/corporate strategy simulation experience, involving at least six rounds. LINKS EMe adds product specific R&D spending, plant capacity management decisions, a - range of inter - related service management insourcing decisions, and financial engineering decisions to the LINKS Enterprise Management Simulation, a s well as appropriate information technology options and research studies. Please contact Randy Chapman ([email protected] - simulations.com) with any questions about the LINKS Enterprise Management Simulation [Enriched Edition].

19 - Confucius "I hear and I forget; I s ee and I remember; I do and I understand." The LINKS Enterprise Management Simulation [Enriched Edition] is a sophisticated, team based, competitive strategy simulation designed for - course applications where a longer simulation experience is d esired as part of a larger set of course activities. Each simulation round is approximately style case study in terms of analysis, individual equivalent to a large Harvard - time requirements. - preparation, team meeting and discussion, and student - top box industry. LINKS ms are manufacturers in the simulated set LINKS fir industries may have as many as eight competing teams (four to six firms per industry are typical), with simultaneous parallel industries accommodating larger class sizes. The LINKS Ente rprise Management Simulation [Enriched Edition] engages participants in all aspects of business strategy and profitable enterprise management: strategy (market selection, differential - advantage, and product line portfolio management), analysis (of custome rs, segments, markets, competitors, and environment), coordination of operations management (manufacturing) and - demand programs (product development, service management, and marketing programs), generate sources are available to LINKS firms, including and financial engineering. Many research studies re competitive benchmarking, concept testing, and price sensitivity analysis. run profitability: Managing the whole enterprise for long -  Strategy selection, planning, and execution. Learning  Managing ri sk and uncertainty in a dynamic marketplace. Emphases  Matching demand and supply in the presence of vigilant competition.  Innovation management.  - based analysis and decision making. Fact integrative Business strategy, corporate strategy, general managership, and enterprise management courses and executive education seminars where a Target Courses sophisticated simulation experience is desired, as part of a larger set of course activities. tration of LINKS LINKS Simulations provides web - based remote adminis Simulation events. There’s no software to download/install. Participants use their favorite Administration web browser to access the LINKS Simulation Database to input decisions and retrieve results (a Word doc file) after simulation rounds. - from - R andy Chapman ([email protected] - simulations.com) provides direct Instructor the - author support to instructors throughout LINKS events, including pre - Support course counseling and course design with LINKS. LINKS resources, including the participant’s manual and extensive i nstructor resources, are conveniently accessible via the LINKS website (http://www.LINKS - simulations.com). The LINKS Enterprise Management Simulation [Enriched Edition] may be of interest to instructors wishing a “larger” business/corporate strategy simul ation experience, involving at least six rounds. LINKS EMe adds product - specific R&D spending, plant capacity management decisions, a range of inter - related service management insourcing decisions, a second channel (“direct”), and financial engineering de cisions to the LINKS Enterprise Management Simulation, as well as appropriate information technology options and research studies. Please contact Randy Chapman ([email protected] - simulations.com) with any questions about the LINKS Enterprise Management Simula tion [Enriched Edition].

20 - "I hear and I forget; I see and I remember; I do and I understand." Confucius The xLINKS Enterprise Management Simulation [Extreme Edition] is a - sophisticated, team based, competitive strategy simulation designed for inte grative business strategy course applications where the whole course is built around the simulation. At least eight simulation rounds are recommended with create business plans at the mid - point typically xLINKS EMx. Participant teams of the simulation ev ent, for subsequent implementation in the rest of the event. top box industry. LINKS LINKS firms are manufacturers in the simulated set - industries may have as many as eight competing teams (four to six firms per arallel industries accommodating larger industry are typical), with simultaneous p class sizes. The xLINKS Enterprise Management Simulation [Extreme Edition] engages participants in all aspects of business strategy and profitable enterprise management: strategy (market selection, differential dvantage, and product - line portfolio management), analysis (of customers, segments, markets, a competitors, and environment), coordination of operations management (supply chain management) and programs (product development, service management, and marketing marketing programs), and financial engineering. Many research studies resources are available to LINKS firms in xLINKS EMx. Managing the whole enterprise for long - run profitability:  Strategy selection, planning, and execution. risk and uncertainty in a dynamic marketplace.  Managing  Competitive analysis, dynamics, and rivalry Learning  Coordinating marketing programs and operations capabilities (managing the full supply chain). Emphases  Matching demand and supply in the presence of vigilant competition.  In novation management.  Fact - based analysis and decision making.  Developing and implementing business plans. Business strategy, corporate strategy, general managership, and integrative enterprise nars where the whole course is Target Courses management courses and executive education semi built around the simulation experience. based remote administration of LINKS events. LINKS Simulations provides web - There’s no software to download/install. Participants use their favorite web bro wser to Simulation Administration access the LINKS Simulation Database to input decisions and retrieve results (a Word doc file) after simulation rounds. author - simulations.com) provides direct - from - the - Randy Chapman ([email protected] Instructor Support support to instructors through out LINKS events, including pre - course counseling and course design with LINKS. LINKS resources, including the participant’s manual and extensive instructor resources, are conveniently accessible via the LINKS website (http://www.LINKS - simulations.com). The - large application contexts: LINKS enterprise management simulations are targeted at small  4 - 6 rounds with a small simulation: LINKS Enterprise Management Simulation.  6 - 9 rounds with a large simulation: LINKS Enterprise Management Simulation [Enriche d Edition].  8 - 12 rounds with a very large (“extreme”) simulation: xLINKS Enterprise Management Simulation [Extreme Edition]. Please contact Randy Chapman ([email protected] LINKS - simulations .com) with any questions about the xLINKS Enterprise Management Simulation [Extreme Edition] and, specifically, with regard to questions about which LINKS enterprise management simulation(s) might be most appropriate in your application context.

21 ius Confuc "I hear and I forget; I see and I remember; I do and I understand." - - - The LINKS Marketing Tactics Simulation focuses on tactical, “go to market” decisions: pricing and marketing communications (marketing spending, marketing mix allocation, marketing communications positioning, - end and mid - and promotional programs). LINKS firms ma rket existing low range products through a retail channel in multiple regional markets. Sophisticated research study resources are available to LINKS firms, including competitive benchmarking, price sensitivity analysis, and experiments. marketing program - based, competitive, The LINKS Marketing Tactics Simulation is a team marketing simulation designed for introductory marketing courses in undergraduate, MBA, and EMBA programs and for executive education programs where a small tactical mark eting simulation experience is desired as part of a larger set of course activities. - Each of the recommended four simulation rounds is approximately equivalent to a smaller Harvard style case study in terms of analysis, individual preparation, team meet ing and discussion, and time requirements. Estimated participant working time is 1.5 hours per simulation round. student - - top box industry. LINKS industries may have as LINKS firms are manufacturers in the simulated set r to six firms per industry are typical), with simultaneous parallel many as eight competing teams (fou industries accommodating larger class sizes.  Designing and executing tactical, “go - to - market” marketing programs. Assessing marketing opportunities.  Learning  Enhancing and encou raging fact - based analysis and decision making. Emphases  Marketing analysis and the interpretation of marketing data.  Competitive analysis, dynamics, and rivalry. Coping with environmental uncertainty.  The LINKS Marketing Tactics Simulation is targe ted at the introductory marketing course in academic degree - granting educational programs (undergraduate, MBA, and EMBA programs) and for executive education Target programs where a small tactical marketing simulation experience is desired as Courses part of a larger set of course activities. This simulation event would typically be scheduled in the latter part of a course when discussion of pricing and marketing communications management issues had already occurred. LINKS Simulations provides web - based remote administration of LINKS events. There’s no software to download/install. Participants use their favorite web Simulation browser to access the LINKS Simulation Database to input decisions and Administration retrieve results (a Word doc file) after simulation round s. - the - Randy Chapman ([email protected] - simulations.com) provides direct - from Instructor author support to instructors throughout LINKS events, including pre - course Support counseling and course design with LINKS. LINKS resources, including the participant’ s manual and extensive instructor resources, are conveniently accessible via the LINKS website (http://www.LINKS - simulations.com).

22 - Confucius "I hear and I forget; I see and I remember; I do and I understand." - The LINKS Marketing Principles Simu lation is a sophisticated, team based, competitive marketing management simulation designed for the first marketing course in undergraduate programs where a basic marketing simulation experience is desired as part of a larger set of h simulation round is approximately equivalent course activities. Eac style case study in terms of analysis, individual to a large Harvard - preparation, team meeting and discussion, and student - time requirements. - top box industr y. LINKS firms are manufacturers in the simulated set LINKS industries may have as many as eight competing teams (four to six firms per industry are typical), with simultaneous parallel industries accommodating larger class sizes. The LINKS Marketing Principles Simulation en gages participants in all aspects of marketing - line management: strategy (segmentation, market selection, differential advantage, and product portfolio management), analysis (of customers, segments, markets, competitors, and x management. It emphasizes product and service product - line environment), and marketing mi portfolio management through indirect and direct channels in multiple market regions. Many marketing research resources are available to LINKS firms, including competitive benchmarking, conce pt testing, price sensitivity analysis, and marketing program experiments.  Assessing marketing opportunities. - (product line  Formulating and executing marketing strategy management via segmentation, targeting, and positioning).  Market ent ry strategies and tactics. Learning Emphases - based analysis and decision making.  Enhancing and encouraging fact  Marketing analysis and the interpretation of marketing data. Competitive analysis, dynamics, and rivalry.  Coping with environmental uncertainty.  T he first marketing course in undergraduate programs, where a basic Target Courses competitive marketing simulation experience is desired as part a larger set of course activities. NKS LINKS Simulations provides web - based remote administration of LI Simulation events. There’s no software to download/install. Participants use their Administration favorite web browser to access the LINKS Simulation Database to input decisions and retrieve results (a Word doc file) after simulation rounds. ([email protected] - simulations.com) provides direct - Randy Chapman Instructor - author support to instructors throughout LINKS events, including from - the Support pre - course counseling and course design with LINKS. LINKS resources, including the participant’s manual and extensive instructor res ources, are conveniently accessible via the LINKS website (http://www.LINKS - simulations.com).

23 - "I hear and I forget; I see and I remember; I do and I understand." Confucius - The LINKS Marketing Simulation is a sophisticated, team based, competitiv e marketing management simulation designed for the first marketing course in MBA and EMBA programs where a marketing simulation experience is desired as part of a larger set of course activities. Each simulation round is approximately equivalent to a e Harvard style case study in terms of analysis, individual larg - - preparation, team meeting and discussion, and student time requirements. - LINKS firms are manufacturers in the simulated set top box industry. LINKS industries may have as many as eight competing teams (four to six firms per industry are typical), with simultaneous parallel industries accommodating larger class sizes. The LINKS Marketing Simulation engages participants in all aspects of marketing management: strategy (segmentation, market sel - line portfolio ection, differential advantage, and product management), analysis (of customers, segments, markets, competitors, and environment), and - marketing mix management. It emphasizes product and service product line portfolio management through ind irect and direct channels in multiple market regions. Many marketing research resources are available to LINKS firms, including competitive benchmarking, concept testing, price sensitivity analysis, and marketing program experiments.  Assessing marketing opportunities. line - (product  Formulating and executing marketing strategy management via segmentation, targeting, and positioning).  Market entry strategies and tactics. Learning Emphases - based analysis and decision making.  Enhancing and encouraging fact  Marketing analysis and the interpretation of marketing data. Competitive analysis, dynamics, and rivalry.  Coping with environmental uncertainty.  The first marketing course in MBA and EMBA programs, where a xperience is desired as part a larger set competitive marketing simulation e Target Courses of course activities. based remote administration of LINKS LINKS Simulations provides web - events. There’s no software to download/install. Participants use their Simulation Administration access the LINKS Simulation Database to input favorite web browser to decisions and retrieve results (a Word doc file) after simulation rounds. Randy Chapman ([email protected] - simulations.com) provides direct - Instructor author support to instructors throughout LIN - from KS events, including the - Support pre - course counseling and course design with LINKS. LINKS resources, including the participant’s manual and extensive instructor resources, are conveniently accessible via the LINKS website (http://www.LINKS - simulations.com).

24 Confucius - "I hear and I forget; I see and I remember; I do and I understand." - The LINKS B2B Marketing Simulation is a sophisticated, team based, competitive marketing management simulation designed for to - business marketing courses where a te am - based, business - competitive simulation experience is desired as part of a larger set of course activities. LINKS Each simulation round is approximately equivalent to a style case study in terms of analysis, individual large Harvard - discussion, and student - time preparation, team meeting and requirements. - top box LINKS firms are manufacturers in the simulated set industry. LINKS industries may have as many as eight competing teams (four to six firms per parallel indust industry are typical), with simultaneous ries accommodating larger class sizes. The LINKS B2B Marketing Simulation engages participants in all aspects of marketing management: strategy (segmentation, market selection, differential advantage, and product - customers, segments, markets, competitors, and line portfolio management), analysis (of service management, environment), and marketing mix management. It emphasizes product - and service product line portfolio management through a direct sales channel in multiple market regions. Many marketing research resources are available to LINKS firms, including competitive benchmarking, concept testing, and price sensitivity analysis.  Formulating and executing marketing strategy in B2B markets. Marketing opportunity assessment.  Market entry strategies and tactics.  Learning  Marketing analysis and marketing data interpretation. Emphases  Competitive analysis, dynamics, and rivalry.  Coping with uncertain environmental forces. Enhancing fact - based analysis and decision making.  busi Business - to - based, ness marketing courses where a team - Target competitive marketing simulation experience is desired as part a larger Courses set of course activities. LINKS Simulations provides web - based remote administration of LINKS Simulation events. There’s no software to download/install. Participants use their Administration favorite web browser to access the LINKS Simulation Database to input decisions and retrieve results (a Word doc file) after simulation rounds. Randy Chapman ([email protected] - simulatio ns.com) provides direct - Instructor from author support to instructors throughout LINKS events, - - the Support including pre - course counseling and course design with LINKS. LINKS resources, including the participant’s manual and extensive instructor resources, are accessible via the LINKS website ( http://www.LINKS - simulations.com ). conveniently

25 Confucius - "I hear and I forget; I see and I remember; I do and I understand." - The LINKS Marketing Analytics Simulation challenges student teams to transform ta into insights that improve marketing decision making and marketing research da increase profitability by: Selecting research studies to assess competitive position and performance,  customer segments, and marketing resource allocation performance.  - oriented analyses. Exploiting research studies data with action Linking analytics to strategy (product - line management via segmentation,  - targeting, and positioning) to improve product line portfolio performance in competitive markets. Encourage and enhance fact - based analysis and marketing decision making.  Marketing analysis and the interpretation of marketing data.  Learning Emphases  marketing strategy (product - line management via Link marketing analytics to segmentation, targeting, and positioning).  Designing and executing compet itive and profitable marketing programs. A hands course, marketing analytics project. - Simulation Role Within - on, engaging, team - based, later - in - the Marketing Analytics Students are challenged to use the simulation’s rich ma rketing research resources to and Marketing Research Courses improve the performance of their firm during the competitive simulation exercise. 5 - 6 rounds (quarters) ... but if a smaller 4 - round event is desired, then the LINKS Marketing Research Simulation may Format and Student be appropriate. Workload Students typically spend 2.5 to 3 hours per round working on LINKS. 5 students is typical. - 6 firms per LINKS industry with teams of 3 - 4 Simulation Industry Size and Composition - s ized classes. Multiple, independent LINKS industries accommodate larger class introduction (after students read the LINKS manual) - minute in 30 -  Simulation rounds scheduled once or twice a week in the latter part of a course.  Teaching Plan  Some class time should be allocated to teaching students about advanced LINKS {team meetings are research studies (e.g., concept testing, price sensitivity analysis, conjoint analysis, normally outside of field marketing program experiments). - and in class time, in the nute instructor review meeting should be scheduled with each team at A private 30 - mi  traditional style of “case the simulation event’s mid - point. study” preparation} event, team - based report (written reports or - in - class presentations) and/or 45 -  Post - led in - class debriefing minute instructor simulation team performance assessment based on Minorit y of LINKS Grade: Within -  a balanced scorecard of financial, operational, and customer - facing key performance indicators. Student Assessment  Majority of LINKS Grade: Mid - event and final team written reports.  Individual - Student Assessment Options: Multiple - choice test(s), peer evaluations, successor” memo. and 5 to - my - - - page “advice LINKS Simulations provides web - based remote administration of LINKS events. There’s no software to download/install. Par ticipants use their favorite web browser to Simulation Administration access the LINKS Simulation Database to input decisions and retrieve results (Word doc and Excel files) after simulation rounds. Randy Chapman ([email protected] - author - f rom - the - simulations.com) provides direct Instructor Support support to instructors throughout LINKS events. LINKS resources, including the participant’s manual and extensive instructor resources, are conveniently accessible via the LINKS website (http://www.LINKS - simulations.com).

26 - Confucius "I hear a nd I forget; I see and I remember; I do and I understand." week), hands A small (two - What? - on, engaging, team - based course “project” - Why? To enhance and encourage fact based analysis and marketing decision making Emphasizes market ing analysis and interpreting marketing research data How? Typically scheduled in the latter part of a marketing research course Where? In each simulation round, students analyze and manage their firm’s performance in the rpret marketing research results, and (in light of their simulation’s competitive marketplace, inte firm’s financial performance and competitive market position) order new marketing research studies. Students are challenged to use the simulatio n’s rich marketing research resources to improve the performance of their simulation firm over the next four quarters (simulation rounds) of the competitive simulation exercise. Simulation Role Within The Marketing The instructor frames the LINKS Marketing Research Simulation exercise as a n ew Research Course : launch a new product product development and management scenario successfully (positioning and market entry strategies/tactics) in the presence of vigilant competitors while profitably managing existing products. 4 rounds (quarters) Format and Student Workload Students typically spend 2 to 2.5 hours per round working on LINKS 5 students is typical. 4 - 6 firms per LINKS industry with teams of 3 - Simulation Industry Size and Composition - asses. Multiple, independent LINKS industries accommodate larger sized cl 30 - minute in -  class introduction (after students read the LINKS manual) tter part of a marketing Simulation rounds scheduled once or twice a week in the la  Teaching Plan research course. {team meetings are  Some class time should be allocated to teaching students about advanced LINKS normally outside of research studies (e.g., concept testing, price sensitivity analysis, conjoint analysis, class time, in the and in - field marketing program experiments). traditional style of  A p rivate 30 - minute instructor review meeting should be scheduled with each team “case study” at the simulation event’s mid - point. preparation} event, team - based report (written reports or - in - class presentations) and/or Post  - minute instructor - led in - class debriefing 30  Minority of LINKS Grade: Within - simulation team performance assessment based on a balanced scorecard of financial, operational, and customer facing key - performance indicators. Student Assess ment Majority of LINKS Grade: Final team written report or presentation.  Indiv idual  Student Assessment Options: Multiple - choice test(s), peer evaluations, - - page “advice - to - my - successor” memo. and 5 LINKS Simulations provides web - based remote administration of LINKS events. Simulation There’s no software to download/ install. Participants use their favorite web browser Administration to access the LINKS Simulation Database to input decisions and retrieve results (Word doc and Excel files) after simulation rounds. - the Randy Chapman ([email protected] - simulations.com) prov ides direct - from - Instructor Support author support to instructors throughout LINKS events. LINKS resources, including the participant’s manual and extensive instructor resources, are conveniently accessible via the LINKS website (http://www.LINKS - simulations.com).

27 - "I hear and I forget; I see and I remember; I do and I understand." Confucius Channel Management Simulation is a sophisticated, team - The LINKS Multi - based, competitive marketing management simulation that emphasizes marketing mix analysis, strategy, and tactics in the management of a label products across retail, direct/e - portfolio of branded and private - commerce, and major accounts channels. top box industry. LINKS firms are manufacturers in the simulated set - eight competing teams (four to six LINKS industries may have as many as firms per industry are typical), with simultaneous parallel industries accommodating larger class sizes. - Channel Management Simulation engages participants The LINKS Multi channel marketing manage - in all aspects of multi ment: strategy (segmentation, market selection, differential advantage, and product line portfolio  - management)  analysis (of customers, segments, markets, competitors, and environment)  planning marketing mix management (pricing and marketing support mana gement [marketing spending,  communications positioning, promotional strategy and tactics, and sales force management]). Extensive marketing research resources are available to LINKS firms, including competitive analysis, customer satisfaction tracking, price sensitivity benchmarking, market statistics, positioning analysis, market potential analysis, market attractiveness analysis, value maps, and brand - switching analysis.  Assessing marketing opportunities in multi - channel environments. Formulating and executing marketing strategy (product line management of  - - label products via segmentation, targeting, and branded and private positioning).  Multi - channel outbound logistics management (distribution network design Learning and outbound transportation management). Emphases based analysis and decision making. -  Enhancing and encouraging fact  Marketing analysis and the interpretation of marketing data. Competitive analysis, dynamics, and rivalry.   Coordinating marketing programs and operations capabilities.  Coping wi th environmental uncertainty. hannels management, channels of distribution, and category management C Target Courses where multi channel management is a major focus. courses - based remote administrat - LINKS Simulations ion of LINKS events. provides web Simulation There’s no software to download/install. Participants use their favorite web Administration browser to access the LINKS Simulation Database to input decisions and retrieve results (a Word doc file) after simulation rounds. - the - Randy Chapman ([email protected] - simulations.com) provides direct - from Instructor author support to instructors throughout LINKS events, including pre - course Support counseling and course design with LINKS. LINKS resources, including the participant’s manual and extensive instr uctor resources, are conveniently accessible via the LINKS website (http://www.LINKS - simulations.com).

28 - Confucius "I hear and I forget; I see and I remember; I do and I understand." - is a ... The LINKS Multi Channel Management Essentials Simulation s ophisticated, team - based, competitive , small - sized  marketing ; management simulation emphasizing portfolio strategy, analysis, planning, tactics, and product -  commerce, and major accounts management across retail, direct/e - channels ; for c  distribution management, and category hannels management, management courses where multi channel management is a major - focus; for undergraduate|MBA|EMBA courses and ExecEd programs where  based, competitive simulation - an instructor has limited time for a team experience. - Channel Management Essentials Simulation is a scaled - down version of the LINKS T he LINKS Multi - Channel Management Simulation with: Multi  Less manufacturing detail (no emergency production; if inventory is insufficient to meet customer orders result). demand, then unfilled  Less marketing detail (only price and marketing spending decisions for each product, channel, and region).  No service decisions and no information technology decisions.  Fewer research studies, but key research studies are retained. The LIN KS Multi - Channel Management Essentials Simulation is a 4 - round simulation (1.5 - 2 hours of student time per round). The medium - - Channel Management Simulation is a 6 - sized LINKS Multi round simulation. - top box industry. LINKS industries may have as LINKS firms are manufacturers in the simulated set many as eight competing teams (four to six firms per industry are typical), with simultaneous parallel industries accommodating larger class sizes. and tactics.  Formulating and executing marketing strategy  Assessing opportunities in multi - channel environments. -  Multi channel outbound logistics management (distribution and transportation). Learning  Developing and implementing plans. Emphases  Competitive analysis, dynamics, and rivalry.  Coordinating marketing progra ms and operations capabilities.  Coping with uncertain environmental forces. Channels management, distribution management, and category management Target Courses - channel management is a major focus. courses where multi based remote administration of LINKS events. - LINKS Simu lations provides web Simulation There’s no software to download/install. Participants use their favorite web browser to access the LINKS Simulation Database to input decisions and retrieve results (a Administration Word doc file) after simulation rounds. - the - - simulations.com) provides direct - from Randy Chapman ([email protected] Instructor author support to instructors throughout LINKS events, including pre - course Support counseling and course design with LINKS. LINKS resources, including the participant’s manual and extensive instructor resources, are conveniently accessible via the LINKS website (http://www.LINKS - simulations.com).

29 - "I hear and I forget; I see and I remember; I do and I understand." Confucius - ng Strategy Simulation is a sophisticated, team The LINKS Positioni based, competitive marketing strategy simulation designed for - six round simulation experience is applications where a “modest” four desired as part of a larger set of course activities. is approximately equivalent to a large Harvard Each simulation round - style case study in terms of analysis, individual preparation, team meeting - and discussion, and student time requirements. top box industry. LINKS firms are manufacturers in the simulated set - LINKS industri es may have as many as eight competing teams (four to six firms per industry are typical), with simultaneous parallel industries accommodating larger class sizes. g strategy: The LINKS Positioning Strategy Simulation engages participants in all aspects of marketin strategy (segmentation, market selection, differential advantage, and product line portfolio - management), analysis (of customers, segments, markets, competitors, and environment), and marketing mix management. Many marketing research resource s are available to LINKS firms, including benchmarking, price sensitivity analysis, and conjoint analysis. Assessing marketing opportunities.   Formulating and executing marketing strategy (product - line portfolio management via segmentatio n, targeting, and positioning).  Market entry strategies and tactics. Learning Emphases  Enhancing and encouraging fact - based analysis and decision making.  Marketing analysis and the interpretation of marketing data. Competitive analysis, dynamics, and rivalry.   Coping with en vironmental uncertainty. Marketing management, marketing strategy, product strategy/management, marketing planning, and new products management courses where a “modest” Target Courses six round sophisticated competitive marketing strategy simulation four - experience is desired, as part of a larger set of course activities. LINKS Simulations provides web - based remote administration of LINKS events. There’s no software to download/install. Participants use their favorite Simulation web brows er to access the LINKS Simulation Database to input decisions and Administration retrieve results (a Word doc file) after simulation rounds. from Randy Chapman ([email protected] - simulations.com) provides direct - - Instructor the - author support to instructors throughou t LINKS events, including pre - Support course counseling and course design with LINKS. LINKS resources, including the participant’s manual and extensive instructor resources, are conveniently accessible via the LINKS website (http://www.LINKS - simulations.com). T he LINKS Positioning Strategy Simulation is a smaller version of the full LINKS Marketing Strategy Simulation when only limited participant and class time is available for a simulation exercise. The author has used LINKS PS successfully in a four - round fo rmat in a three - day executive education seminar. Many other instructors have used LINKS PS when they want the sophistication of the full LINKS MS simulation but in a more limited time format.

30 - Confucius derstand." "I hear and I forget; I see and I remember; I do and I un The LINKS Marketing Strategy Simulation is a sophisticated, team - based, competitive marketing strategy simulation. LINKS firms are manufacturers in the simulated set - top box industry. LINKS industries may have as many as eight co mpeting teams (four to six firms per industry are typical), with simultaneous parallel industries accommodating larger class sizes. The LINKS Marketing Strategy Simulation engages participants in all aspects of marketing strategy: strategy (segmentation, market selection, differential advantage, and product - line portfolio management), analysis (of customers, segments, markets, competitors, and environment), planning, and marketing mix management. It emphasizes product and service product - io management through line portfol indirect and direct channels in multiple categories and market regions. Extensive marketing research resources are available to LINKS firms, including competitive action tracking, concept benchmarking, market statistics, positioning analysis, customer satisf testing, price sensitivity analysis, market potential analysis, test marketing, conjoint analysis, market attractiveness analysis, value maps, and brand switching analysis. -  Assessing marketing opportunities. and line Form ulating  executing marketing strategy (product - management via segmentation, targeting, and positioning). Market entry strategies and tactics.  Learning  Enhancing and encouraging fact - based analysis and decision making. Emphases on of marketing data.  Marketing analysis and the interpretati Competitive analysis, dynamics, and rivalry.   Coordinating marketing programs and operations capabilities. Coping with environmental uncertainty.  Marketing strategy, strategic marketing, product strategy/management, Target Courses mar keting planning, new product/service management, and marketing capstone courses. LINKS Simulations provides web - based remote administration of LINKS events. There’s no software to download/install. Participants use their Simulation favori te web browser to access the LINKS Simulation Database to input Administration decisions and retrieve results (a Word doc file) after simulation rounds. - simulations.com) provides direct - Randy Chapman ([email protected] Instructor from - the - author support to instructo rs throughout LINKS events, including Support pre - course counseling and course design with LINKS. LINKS resources, including the participant’s manual and extensive instructor resources, are conveniently accessible via the LINKS website (http://www.LINKS - simulati ons.com).

31 "I hear and I forget; I see and I remember; I do and I understand." Confucius - - The xLINKS Marketing Strategy Simulation [Extreme Edition] is a sophisticated, team based, business management simulation. xLINKS combines marketing strateg y elements from the LINKS Marketing Strategy Simulation and supply chain management elements from the LINKS Supply Chain Management Simulation to create an “extreme” competitive marketing strategy and supply chain management simulation. nufacturers in the simulated set top box industry. LINKS LINKS firms are ma - industries may have as many as eight competing teams (four to six firms per industry are typical), with simultaneous parallel industries accommodating larger class sizes. The xLINKS Marketing Str ategy Simulation [Extreme Edition] engages participants in all aspects of marketing strategy and supply chain management: strategy (segmentation, market selection, differential advantage, and - line portfolio management), analysis (of customers, seg ments, markets, competitors, and environment), product planning, marketing mix management, and supply chain management (procurement, manufacturing, distribution, and transportation). It emphasizes product and service product - rect and line portfolio management through indi direct channels in multiple categories and market regions. Managing the interrelationships between demand and supply is a major theme in the xLINKS Marketing Strategy Simulation [Extreme Edition]. able to LINKS firms, including competitive benchmarking, Extensive marketing research resources are avail market statistics, positioning analysis, customer satisfaction tracking, concept testing, price sensitivity analysis, market potential analysis, test marketing, conjoint analysis, market attractivene ss analysis, value maps, and switching analysis. brand -  Assessing marketing opportunities.  Formulating and executing marketing strategy (product - line management via segmentation, targeting, and positioning).  Market entry strategies and ta ctics. based analysis and decision making. -  Enhancing and encouraging fact Marketing analysis and the interpretation of marketing data.  Learning  Competitive analysis, dynamics, and rivalry. Emphases Coordinating marketing programs and operations capabilities.   Exposure to maj or supply chain elements and to their interactions. Balance and managing trade - offs in supply chains.  Manage information flows and integration of information within supply chain  management decision - making. Coping with environmental uncertainty.  Marketing strategy, strategic marketing, marketing capstone, and business strategy rses Target Cou courses where marketing strategy and supply chain management are central to the course focus and where a “substantial” simulation experience is desired. based remote administration of LINKS events. LINKS Simulations provides web - There’s no software to download/install. Participants use their favorite web browser to Simulation inistration access the LINKS Simulation Database to input decisions and retrieve results ( a Word Adm doc file) after simulation rounds. author - Randy Chapman ([email protected] - simulations.com) provides direct - from - the support to instructors throughout LINKS events, including pre - course counseling and Instructor Support course design with LINKS. LINK S resources, including the participant’s manual and extensive instructor resources, are conveniently accessible via the LINKS website (http://www.LINKS - simulations.com).

32 - Confucius "I hear and I forget; I see and I remember; I do and I understand." - based The LINKS Service Quality Management Simulation is a competitive, team management simulation. LINKS firms market and deliver “support services” (e.g., computing/IT support, financial management, health care, or maintenance services) to (consumers) and major accounts (businesses) in multiple market regions. households Each of the recommended four simulation rounds is approximately equivalent to a style case study in terms of analysis, individual preparation, team smaller Harvard - - ion, and student meeting and discuss time requirements. Estimated participant working time is 1.5 hours per simulation round. LINKS industries may have as many as eight teams (four to six firms per industry are typical), with simultaneous parallel industries accommodatin g larger class sizes. Within - simulation performance is evaluated with a balanced scorecard of financial, operational, and customer facing metrics. - hiring , firing, retaining, deploying, Human Resources: LINKS engages participants in all of the challenges of service quality management: and compensating service personnel Service Operations : capacity management, service segmentation, targeting, market Marketing: selection, portfolio management quality management, productivity, and forecasting research study resources are available to LINKS firms, including service quality metrics, A range of employee and customer satisfaction surveys, and competitive benchmarking studies. LINKS firms are challenged to effectively integrate business processes to profitabl y manage service quality. LINKS highlights the interrelationships among marketing activities, organizational capabilities, and service operations (human resource management and service capacity management), while a nagement, analysis, planning, and strategy skills. Management enhancing and challenging participants’ m teams also encounter challenges and opportunities arising in organizational and group settings. creating strategy for customers -  Developing and executing a value Matching dem and and supply (capacity) in a competitive environment   Managing service quality Learning  Managing service personnel (staffing, deployment, and compensation) Emphases  Interpreting business performance metrics (e.g., employee job satisfaction and data) customer satisfaction survey - based analysis and decision making  Enhancing and encouraging fact  Experiencing competitive dynamics in an evolving marketplace The LINKS Service Quality Management Simulation is targeted at services management, introductory marketing, and introductory operations management courses in undergraduate, MBA, and EMBA academic degree Target Courses - granting programs and for executive education programs where a small team - based competitive simulation experience is desired as part of a larger set of course a ctivities. based remote administration of LINKS. There’s no - LINKS Simulations provides web software to download/install. Participants use their favorite web browser to access Simulation the LINKS Simulation Database to input decisions and retrieve results (a Word doc Administration file) after simulation rounds. simulations.com), the LINKS - Ruth Bolton and Randy Chapman ([email protected] Instructor authors, support instructors throughout LINKS events, including pre - course Support counseling and course desig n. LINKS resources, including the participant’s manual and extensive instructor resources, are conveniently accessible via the LINKS website (http://www.LINKS - simulations.com).

33 - "I hear and I forget; I see and I remember; I do and I understand." Confucius - The LINKS Services Marketing Simulation is a sophisticated, competitive, team based services management simulation. LINKS firms market and deliver “support services” (e.g., computing/IT support, financial management, health care, repair, or ma intenance services) to households (consumers) and major accounts (businesses) in multiple market regions. Each simulation round is approximately style case study in terms of analysis, individual - equivalent to a large Harvard preparation, team meeting and discussion, and student - time requirements. LINKS industries may have as many as eight teams (four to six firms per industry are typical), with simultaneous parallel industries accommodating larger class sizes. simulation performance is evaluated w ith a balanced scorecard of financial, Within - - operational, and customer facing metrics. Human Resources: hiring, firing, retaining, and LINKS engages participants in all aspects and compensating service personnel challenges of services marketing: segmentation, market selection, Marketing: Service Operations : technology, productivity, differential advantage, marketing mix decisions, capacity management, forecasting, and service service design, and portfolio management quality management study resources are available to LINKS firms, including service quality metrics, employee and A range of research customer satisfaction surveys, competitive benchmarking studies, and retention statistics. s to create value for customers and LINKS firms are challenged to effectively integrate business processe shareholders. LINKS highlights the interrelationships among marketing activities, organizational capabilities, and service operations (human resource management and technology), while enhancing and challenging participa nts’ m anagement, analysis, planning, and strategy skills. Management teams also encounter challenges and opportunities arising in organizational and group settings. These management considerations are as important as analysis and decision making skills i n achieving success in LINKS.  Developing and executing a value - creating strategy for customers Crafting an effective marketing program to communicate value to customers  Matching demand and supply (capacity) in a competitive environment   Managing service quality and technology Learning  Managing service personnel (staffing and compensation) Emphases  Interpreting business performance metrics (e.g., employee job satisfaction and customer satisfaction survey data) Enhancing and encouraging fact - based analysis a nd decision making   Experiencing competitive dynamics in an evolving marketplace Services marketing courses and marketing principles courses where a simulation with a Target Courses service marketing focus is desired. based remote administration of LINKS. There’s no - ations provides web LINKS Simul Simulation software to download/install. Participants use their favorite web browser to access the LINKS Simulation Database to input decisions and retrieve results (a Word doc file) after Administration simulat ion rounds. simulations.com), the LINKS - Ruth Bolton and Randy Chapman ([email protected] Instructor authors, support instructors throughout LINKS events, including pre - course counseling Support and course design. LINKS resources, including the participant’s manual and extensive instructor resources, are conveniently accessible via the LINKS website (http://www.LINKS - simulations.com).

34 Confucius "I hear and I forget; I see and I remember; I do and I understand." - The LINKS Services Operations Manage ment Simulation is a sophisticated, based services operations management simulation. LINKS firms - competitive, team market and deliver “support services” (e.g., computing/IT support, financial management, health care, repair, or maintenance services) to ho useholds (consumers) and major accounts (businesses) in multiple market regions. Each - style case study in simulation round is approximately equivalent to a large Harvard terms of analysis, individual preparation, team meeting and discussion, and student - t ime requirements. LINKS industries may have as many as eight teams (four to six firms per industry are typical), with simultaneous parallel industries accommodating simulation performance is evaluated with a balanced - larger class sizes. Within - facing metrics. scorecard of financial, operational, and customer hiring, firing, retaining, Human Resources: LINKS engages participants in all aspects and challenges of services operations management: deploying, and compensating service personnel Marketing: segmentation, market selection, Service Operations : technology, productivity, differential advantage, service design, and portfolio capacity management, forecasting, and service quality management management A range of research study resources are avail able to LINKS firms, including service quality metrics, employee and customer satisfaction surveys, and competitive benchmarking studies. LINKS firms are challenged to effectively integrate business processes to create value for customers and . LINKS highlights the interrelationships among marketing activities, organizational shareholders capabilities, and service operations (human resource management, service capacity management, and anagement, a nalysis, planning, and strategy technology), while enhancing and challenging participants’ m skills. Management teams also encounter challenges and opportunities arising in organizational and group settings. These management considerations are as important as analysis and decision making skills in achieving succes s in LINKS.  Developing and executing a value - creating strategy for customers  Matching demand and supply (capacity) in a competitive environment  Managing service quality and technology Learning  Managing service personnel (staffing, deployment, an d compensation) Emphases  Interpreting business performance metrics (e.g., employee job satisfaction and customer satisfaction survey data)  Enhancing and encouraging fact - based analysis and decision making  Experiencing competitive dynamics in an evolving marketplace Elective services operations management courses and introductory operations Target Courses management courses. LINKS Simulations provides web - based remote administration of LINKS. There’s no Simulation icipants use their favorite web browser to access the software to download/install. Part Administration LINKS Simulation Database to input decisions and retrieve results (a Word doc file) after simulation rounds. Ruth Bolton and Randy Chapman ([email protected] simulations.com), the LINKS - Instructor authors, support instructors throughout LINKS events, including pre - course counseling Support and course design. LINKS resources, including the participant’s manual and extensive instructor resources, are conveniently accessible via the LINKS website (http://ww w.LINKS - simulations.com).

35 - "I hear and I forget; I see and I remember; I do and I understand." Confucius The LINKS Services Management Simulation is a sophisticated, competitive, - team deliver based services management simulation. LINKS firms market and “support services” (e.g., computing/IT support, financial management, health care, repair, or maintenance services) to households (consumers) and major accounts (businesses) in multiple market regions. Each simulation round is approximately - equiva lent to a large Harvard style case study in terms of analysis, individual - preparation, team meeting and discussion, and student time requirements. LINKS industries may have as many as eight teams (four to six firms per industry are eous parallel industries accommodating larger class sizes. typical), with simultan simulation performance is evaluated with a balanced scorecard of financial, - Within facing metrics. operational, and customer - Human Resources: hiring, firing, retaining, LINKS engages participants in all aspects and challenges of service deploying, and compensating service personnel s management: segmentation, market selection, Service Operatio ns : technology, productivity, Marketing: capacity management, forecasting, and service differential advantage, marketing mix decisions, quality management service design, and portfolio management A range of research study resources are available to LINKS firms, including service quality metrics, employee and customer satisfaction surveys, competitive be nchmarking studies, and retention statistics. LINKS firms are challenged to effectively integrate business processes to create value for customers and lities, shareholders. LINKS highlights the interrelationships among marketing activities, organizational capabi and service operations (human resource management and technology), while enhancing and challenging anagement, analysis, planning, and strategy skills. Management teams also encounter challenges participants’ m ional and group settings. These management considerations are as important and opportunities arising in organizat as analysis and decision making skills in achieving success in LINKS. creating strategy for customers -  Developing and executing a value  Crafting an effective mar keting program to communicate value to customers  Matching demand and supply (capacity) in a competitive environment  Managing service quality and technology Learning  Managing service personnel (staffing, deployment, and compensation) Emphases Interpreting business performanc e metrics (e.g., employee job satisfaction and  customer satisfaction survey data) Enhancing and encouraging fact - based analysis and decision making  Experiencing competitive dynamics in an evolving marketplace  Services management, services o perations management, and services marketing Target Courses courses. Industry - specific courses (e.g., financial services and health care management) will find the LINKS Services Management Simulation to be a useful course component. LINKS Simu lations provides web based remote administration of LINKS. There’s no - software to download/install. Participants use their favorite web browser to access the Simulation Administration LINKS Simulation Database to input decisions and retrieve results (a Word doc file) after tion rounds. simula Ruth Bolton and Randy Chapman ([email protected] - simulations.com), the LINKS Instructor authors, support instructors throughout LINKS events, including pre - course counseling Support and course design. LINKS resources, including the participant’ s manual and extensive instructor resources, are conveniently accessible via the LINKS website (http://www.LINKS - simulations.com).

36 "I hear and I forget; I see and I remember; I do and I understand." Confucius - ion [Extreme Edition] is a sophisticated, The xLINKS Services Management Simulat team based, competitive services management simulation for services management - and integrative business strategy course applications where the whole course is built ounds are recommended with xLINKS around the simulation. At least ten simulation r SMx. Participant teams typically create business plans at the mid point of the - simulation event, for subsequent implementation in the rest of the event. IT support, LINKS firms market and deliver “support services” (e.g., computing/ financial management, health care, repair, or maintenance services) to households (consumers) and major accounts (businesses) in multiple market regions. Each - style case simulation round is approximately equivalent to a large Harvard in terms of analysis, individual preparation, team meeting and discussion, and student - time requirements. study LINKS industries may have as many as eight teams (four to six firms per industry are typical), with simultaneous arger class sizes. Within parallel industries accommodating l simulation performance is evaluated with a balanced - scorecard of financial, operational, and customer facing metrics. - Human Resources: hiring, firing, retaining, LINKS engages participants in all the challenges of integrative business management in a services deploying, and compensating service personnel industry con text. prudent financial Financial Engineering: management including capital structure and working Many research studies resources are available to capital management LINKS firms in xLINKS SMx. segmentation, market selection, Marketing: Service Operations : technology, productivity, ice differential advantage, marketing mix decisions, capacity management, forecasting, and serv service design, and portfolio management quality management creating strategy for customers -  Developing and executing a value Crafting an effective marketing program to communicate value to customers  Matching demand and supply (capacity) in a competitive environment   Managi ng service quality and technology Learning  Managing service personnel (staffing, deployment, and compensation) Emphases  Interpreting business performance metrics (e.g., employee job satisfaction and customer satisfaction survey data)  Prudent financial management Enhancing a nd encouraging fact - based analysis and decision making  Experiencing competitive dynamics in an evolving marketplace  Services management and integrative business strategy courses and executive education seminars where the whole course is bui lt around the simulation experience. Target Courses Industry - specific courses (e.g., financial services and health care management) will find xLINKS SMx to be a useful course component. of LINKS. There’s no LINKS Simulations provides web - based remote administration Simulation software to download/install. Participants use their favorite web browser to access the LINKS Simulation Database to input decisions and retrieve results (a Word doc file) after Administration simulation rounds. simulations.com), the LINKS - Randy Chapman ([email protected] Ruth Bolton and Instructor authors, support instructors throughout LINKS events, including pre - course counseling Support and course design. LINKS resources, including the participant’s manual and extensive instructor resources, are conveniently accessible via the LINKS website (http://www.LINKS - simulations.com). Please contact Randy Chapman ([email protected] - simulations.com) with any questions about the xLINKS Services Management Simulation [Extreme Edition] and, specifically, with re gard to questions about which LINKS services simulation(s) might be most appropriate in your application context.

37 - "I hear and I forget; I see and I remember; I do and I understand." Confucius - based, l team The LINKS Procurement Management Simulation is a smal competitive simulation for introductory operations management and supply chain management classes, and for shorter ExecEd programs, where there’s limited time available for a competitive simulation experience. Each of the recommended four si mulation rounds is approximately style case study in terms of analysis, equivalent to a smaller Harvard - time individual preparation, team meeting and discussion, and student - requirements. Estimated participant working time is 1.5 hours per simulation roun d. - round LINKS firms manage procurement, manufacturing, and forecasting for their firms during a four - simulation exercise. Traditional financial statements and operating reports provide an information rich environment for - scorecard analysis and decision making. Performance assessment is via a balanced metrics, with performance judged relative to within - of financial and operating industry competitors. - LINKS firms are classic build - plan manufacturers in the simulated set - top box industry. LINKS to industries may have as many as eight competing teams (four to six firms per industry are typical), with simultaneous parallel industries accommodating larger class sizes. hese terms: Joe Blackburn (Vanderbilt University) describes LINKS in t “Students experience the full range of decisions that supply chain managers make, from strategic decisions about supply chain - by structure to period period tactical decisions. Students have the opportunity to actually manage a - supply chain, m ake decisions, and receive rapid feedback on the results.” offs in procurement and manufacturing. - • Balance and manage trade • Manage information flows and integrate information within supply chain Learning management decision - making. Emphases nd encourage fact - based analysis and decision making. • Enhance a Exposure to financial statements used in for - profit businesses. • Introductory operations management, supply chain management, and logistics based, courses where a small four - round, team - competitive simulation Target Courses experience is desired. based remote administration of LINKS - LINKS Simulations provides web events. There’s no software to download/install. Participants use their favorite Simulation web browser to access the LINKS Simulation Database to input decisions and Administration retrieve results (a Word doc file) after simulation rounds. Randy Chapman ([email protected] - simulations.com) provides direct - from - Instructor - ing pre the - author support to instructors throughout LINKS events, includ Support course counseling and course design with LINKS. LINKS resources, including the participant’s manual and extensive instructor resources, are conveniently accessible via the LINKS website (http://www.LINKS - simulations.com). The LINKS Supply Chain Management Fundamentals Simulation, the LINKS Supply Chain and Service Management Simulation, the LINKS Supply Chain Management Simulation, and the LINKS Supply Chain Management Simulation [Extended Edition] are larger versions of the LINKS Procurement Man agement Simulation.

38 - "I hear and I forget; I see and I remember; I do and I understand." Confucius The LINKS Supply Chain Management Fundamentals Simulation is a - based, competitive simulation. LINKS firms are sophisticated, team to - plan manufacturers in the simulated set classic build top box industry. - - LINKS industries may have as many as eight competing teams (four to six firms per industry are typical), with simultaneous parallel industries accommodating larger class sizes. The LINKS Supply Ch ain Management Fundamentals Simulation, a - down version of the LINKS Supply Chain Management Simulation, scaled encompasses all major supply chain elements: suppliers, manufacturers, users. - distributors, retailers, and end LINKS firms are responsible for managing procurement (purchasing/sourcing), manufacturing, distribution and warehousing, transportation, generate demand programs, and forecasting. Traditional financial statements, operating reports, and optional research s tudies provide an rich environment. Information management is important within supply chain information - management and LINKS includes various optional information enhancements (information technology and research studies). “Students experience the full rsity) describes LINKS in these terms: Joe Blackburn (Vanderbilt Unive range of decisions that supply chain managers make, from strategic decisions about supply chain - by structure to period period tactical decisions. Students have the opportunity to actual ly manage a - supply chain, make decisions, and receive rapid feedback on the results.” • Exposure to major supply chain elements and to their interactions. • Balance and managing trade - offs in supply chains. Experience competitive dynam • ics in an evolving marketplace. Learning • Manage information flows and integrate information within supply chain Emphases - management decision making. • Enhance and encourage fact - based analysis and decision making. Exposure to financial statements used in for • profit busi nesses. - Introductory operations management, supply chain management, and logistics Target Courses courses where a “modest” five - six round simulation experience is desired. on of LINKS based remote administrati - LINKS Simulations provides web events. There’s no software to download/install. Participants use their favorite Simulation Administration web browser to access the LINKS Simulation Database to input decisions and retrieve results (a Word doc file) after simulation rounds. Randy Chapman ([email protected] - simulations.com) provides direct - from - Instructor author support to instructors throughout LINKS events, including pre - the - Support course counseling and course design with LINKS. LINKS resources, including the participant’s manual and extensive instru ctor resources, are conveniently accessible via the LINKS website (http://www.LINKS - simulations.com). The LINKS Supply Chain Management Simulation , the LINKS Supply Chain and Service Management Simulation, and the LINKS Supply Chain Management Simulation [Extended Edition] are larger versions of the LINKS Supply Chain Management Fundamentals Simulation.

39 "I hear and I forget; I see and I remember; I do and I understand." Confucius - The LINKS Supply Chain and Service Management Simulation is a based, competitive simulation. LINKS firms are - soph isticated, team to classic build plan manufacturers in the simulated set - top box industry. - - LINKS industries may have as many as eight competing teams (four to six firms per industry are typical), with simult aneous parallel industries accommodating larger class sizes. The LINKS Supply Chain and Service Management Simulation includes the full range of traditional supply chain management decisions plus service management decisions. It encompasses all major supply chain - users. elements: suppliers, manufacturers, distributors, retailers, and end LINKS firms are responsible for managing procurement (purchasing/sourcing), manufacturing, , service management, generate demand programs, and distribution and warehousing, transportation forecasting. Traditional financial statements, operating reports, and optional research studies provide an information - rich environment. Information management is important within supply chain management and LINKS includes various optional information enhancements (information technology and research studies). Joe Blackburn (Vanderbilt University) describes LINKS in these terms: “Students experience the full make, from strategic decisions about supply chain range of decisions that supply chain managers structure to period - - period tactical decisions. Students have the opportunity to actually manage a by supply chain, make decisions, and receive rapid feedback on the results.” • Exposure to major supply chain elements and to their interactions. offs in supply chains. - • Balance and managing trade • Experience competitive dynamics in an evolving marketplace. Learning • Manage information flows and integrate information within supply chain Emphases - making. management decision Enhance and encourage fact - based analysis and decision making. • • - profit businesses. Exposure to financial statements used in for Introductory operations management, supply chain management, and logistics Target Courses courses where a six round simulation experience is desired. based remote administration of LINKS - LINKS Simulations provides web events. There’s no software to download/install. Participants use their favorite Simulation web browser to access the LINKS Si mulation Database to input decisions and Administration retrieve results (a Word doc file) after simulation rounds. - Randy Chapman ([email protected] - simulations.com) provides direct - from Instructor - pre the - author support to instructors throughout LINKS events, including Support course counseling and course design with LINKS. LINKS resources, including the participant’s manual and extensive instructor resources, are conveniently accessible via the LINKS website (http://www.LINKS - simulations.com). The LINKS Supply Chain and Service Management Simulation adds service management decisions to the LINKS Supply Chain Management Fundamentals Simulation. The LINKS Supply Chain Management Simulation and the LINKS Supply Chain Management Simulation [Extended Edition] are larger vers ions of the LINKS Supply Chain and Service Management Simulation.

40 - Confucius "I hear and I forget; I see and I remember; I do and I understand." The LINKS Supply Chain Management Simulation is a sophisticated, team LINKS firms are classic build - to - plan - based, competitive simulation. top box industry. LINKS industries may manufacturers in the simulated set - have as many as eight competing teams (four to six firms per industry are class typical), with simultaneous parallel industries accommodating larger sizes. The LINKS Supply Chain Management Simulation encompasses all major supply chain elements: suppliers, manufacturers, distributors, retailers, users. LINKS firms are responsible for managing procurement - and end (purchasing/sourcing), manufacturing, distribution and warehousing, ensure that supply transportation, customer service, and forecasting. To chain management is well positioned within enterprise wide management considerations, firms are - e for high - also responsibl level generate demand decisions, information technology, and research studies. Traditional financial statements, operating reports, and optional research studies provide an - rich environment. LINKS includes various optional informat information ion enhancements (information technology and research studies). Joe Blackburn (Vanderbilt University) describes the LINKS Supply Chain Management Simulation in “Students experience the full range of decisions that supply chain managers make, these terms: - from strategic decisions about supply chain structure to period - period tactical decisions. by Students have the opportunity to actually manage a supply chain, make decisions, and receive rapid feedback on the results.” • Exposure to al l supply chain elements individually and to their interactions. offs in supply chains. - • Balance and managing trade Experience competitive dynamics in an evolving marketplace. • Learning Manage information flows and integrate information within supply chain • Emphases ement decision - making. manag Enhance and encourage fact - based analysis and decision making. • - profit businesses. • Exposure to financial statements used in for Elective supply chain management, operations management, and logistics Target Courses courses. based remote administration of LINKS LINKS Simulations provides web - Simul ation events. There’s no software to download/install. Participants use their favorite Administration web browser to access the LINKS Simulation Database to input decisions and results (a Word doc file) after simulation rounds. retrieve from - Randy Chapman ([email protected] - simulations.com) provides direct - Instructor the - author support to instructors throughout LINKS events, including pre - Support course counseling and course design with LINK S. LINKS resources, including the participant’s manual and extensive instructor resources, are conveniently accessible via the LINKS website (http://www.LINKS - simulations.com). The LINKS Supply Chain Management Fundamentals Simulation , the LINKS Supply C hain and Service Management Simulation, and the LINKS Supply Chain Management Simulation [Extended Edition] are, respectively, smaller , smaller, and larger versions of the LINKS Supply Chain Management Simulation

41 member; I do and I understand." Confucius - "I hear and I forget; I see and I re The LINKS Supply Chain Management Simulation [Extended Edition] is a - based, competitive simulation. LINKS firms are sophisticated, team to - plan manufacturers in the simulated set classic build top box industry . - - LINKS industries may have as many as eight competing teams (four to six firms per industry are typical), with simultaneous parallel industries accommodating larger class sizes. The LINKS Supply Chain Management Simulation encompasses all major supply chain elements: suppliers, manufacturers, distributors, retailers, and end - users. LINKS firms are responsible for managing product procurement (purchasing/sourcing), manufacturing, development, ransportation, customer service, and distribution and warehousing, t - wide forecasting. To ensure that supply chain management is well positioned within enterprise level generate demand decisions, management considerations, firms are also responsible for high - information technology, a nd research studies. Traditional financial statements, operating reports, and optional research studies provide an information - rich environment. LINKS includes various optional information enhancements (information technology and research studies). Joe Blackburn (Vanderbilt University) describes the LINKS Supply Chain Management Simulation in “Students experience the full range of decisions that supply chain managers make, these terms: - by - p from strategic decisions about supply chain structure to period eriod tactical decisions. Students have the opportunity to actually manage a supply chain, make decisions, and receive rapid feedback on the results.” Exposure to all supply chain elements individually and to their interactions, • upstream product development through an inventory pipeline from (procurement, manufacturing, distribution, and transportation), to the customer - facing elements of service and generate demand. Learning • Balance and managing trade - offs in supply chains. Experience comp • etitive dynamics in an evolving marketplace. Emphases • Manage information flows and integrate information within supply chain - making. management decision Enhance and encourage fact - based analysis and decision making. • • Exposure to financial statements used in fo r - profit businesses. Elective supply chain management, operations management, and logistics Target Courses courses where a substantial simulation emphasis is desired. LINKS based remote administration of LINKS Simulations provides web - Simulation events. There’s no software to download/install. Participants use their favorite Administration web browser to access the LINKS Simulation Database to input decisions and retrieve results (a Word doc file) after simulation rounds. - from - Randy Chapm an ([email protected] - simulations.com) provides direct Instructor the - author support to instructors throughout LINKS events, including pre - Support course counseling and course design with LINKS. LINKS resources, including the participant’s manual and extensive instructor resources, are conveniently accessible via the LINKS website (http://www.LINKS - simulations.com).

42 LINKS - Trainer” The - “Train Seminars "The ability to learn faster than competitors may be the only ive advantage." - true sustainable competit Arie P. De Geus To support potential instructors as they explore the possibilities of teaching with LINKS, The day LINKS "Train five - Trainer" S eminars for the LINKS simulations are offered - - yearly . Randy Chapman, the LINK multiple times - S author, leads these distance learning sessions for academic faculty interested in learning more about teaching with LINKS. The LINKS simulations portfolio includes enterprise management, marketing, services, and supply chain management variants. is no cost to participate in LINKS "Train The - Trainer" sessions. However, - There distance calling charges to participate in participants are responsible for their own long - teleconferences. - the - LINKS "Train - learning seminars involve a total tim e commitment Trainer" distance of 16 18 hours (including pre - reading of the LINKS participant's manual). "Train - The - - Trainer" distance - learning seminars are available to academic faculty wishing to learn more about teaching with LINKS prior to adoption and use in instructor s' courses.  “Train - The - Trainer” seminars include five teleconferences with the LINKS author, Randy Chapman, as well as a four - round LINKS event where each faculty member manages her/his own LINKS firm. One - hour teleconference topics include:  n. - Introductio - Faculty roles in simulation events. - Simulation variants. - Performance diagnosis and evaluation. Simulation logistics. -  The LINKS simulations are competitive by design. However, no formal winners are designated in this distance - learning seminar an d no records are kept of teams’ performance. This is an opportunity for exploration, immersion, and learning. It’s all about learning, not about competitive performance. Faculty normally participate as single -  person teams in this LINKS “exploration.” Mu ltiple faculty from the same institution are welcome to participate together in their own team. Please contact Randy Chapman ( [email protected] - simulations.com ) with any ainer" sessions, or to register for a "Train questions about LINKS, "Train The - Tr - - The - Trainer" session.

43 LINKS Pricing in Academic Degree Granting Programs - LINKS pricing (in USD$) includes: the full LINKS simulation experience  e via the LINKS website the LINKS participant’s manual, freely accessible/downloadabl  access to the LINKS website’s resources throughout LINKS events  remote administration of LINKS by LINKS Simulations staff (i.e., with 24x7 web browser access  to input decisions and retrieve results, there’s no software to download/i nstall)  going pre - and within - event support to instructors provided directly by the LINKS author. on - $38 per student LINKS Enterprise Management Simulation LINKS Enterprise Management Simulation [Enriched Edition] $49 per student $60 per student xLINKS Enterprise Management Simulation [Extreme Edition] LINKS Marketing Tactics Simulation $27 per student $38 per student LINKS Marketing Principles Simulation $38 per student LINKS Marketing Simulation LINKS B2B Marketing Simulation $38 per student LINKS Marketing Analytics Simulation $38 per st udent LINKS Marketing Research Simulation $27 per student Channel Management Simulation - $38 per student LINKS Multi $27 per student LINKS Mu lti Channel Management Essentials Simulation - LINKS Positioning Strategy Simulation $38 per student $49 per student LINKS Marketing Strategy Simulation $60 per student xLINKS Marketing Strategy Simulation [Extreme Edition] $27 per student LINKS Service Quality Management Simulation LINKS Services Marketing Simulation $38 per student INKS Services Operations Management Simulation L $38 per student LINKS Services Management Simulation $49 per student xLINKS Services Management Simulation [Extreme Edition] $60 per student LINKS Procurement Management Simulation $27 per student LINKS Supply Chain Management Fundamentals Simulation $38 per student LINKS Supply Chain an $38 per student d Service Management Simulation LINKS Supply Chain Management Simulation $49 per student LINKS Supply Chain Management Simulation [Extended Edition] $49 per student The Fine Print: (1) These prices include a maximum number of scheduled “rounds” (months or quarters, depending on the se simulation). Based on past experience, most LINKS instructors’ events fall within these maximums. Further details about the maximums are provided in a separate document (“LINKS Pricing Supplement”). (2) These prices reflect discounts for early paym ent (i.e., for students who pay for their LINKS participation before the scheduled completion of the first game run in a LINKS ev e nt). - Students paying for LINKS after the first scheduled game run do so at the full (non discounted) prices, which are 25% higher than the discounted prices listed above. (3) These LINKS prices are for class sizes of 12 or more students. Contact Randy C hapman ([email protected] - simulations.com) to discuss LINKS events involving fewer than 12 students. (4) Each student pays for access/exposure to the LINKS simulation experience, not for a personal “owned” copy of a LINKS participant’s manual. Thus, a ll LINK S students pay the relevant LINKS usage fee and there are no “used LINKS books.” (5) Separate pricing exists for LINKS applications in open enrollment executive education and corporate programs. - Students normally access a course - specific webpage to pay t he LINKS usage fee via personal credit card. Students receive an electronic receipt that may be provided to the instructor to verify payment of the LINKS usage fee. In some cases, instructo rs may prefer to arrange for direct institutional billing and pay ment of the relevant LINKS usage fees. LINKS Pricing Questions? Contact Randall G. Chapman ( [email protected] - simulations.com)

44 Why LINKS? “I never try to teach my students anything. I only try to create an environment in which they can learn.” Albert Einstein – Jeff Thieme (University of Memphis) provides a thoughtful case for teaching with “Simulations force students to be accountable for the positive management simulations: and negative consequences of their decisions. Exams, quizzes, and cas e studies just can't do this. In the classroom, students usually have (and often take) the opportunity to argue about their answers’ correctness on exams and reports. In the real world, managers don't have the luxury of arguing whether or not their decis ions deserve 'credit.' They either meet their projections or they don't.“ 100 , 0 But why choose LINKS for your instructional needs? 00+ past participants in 4,0 + LINKS events have enjoyed these benefits in their LINKS experience: 00 - sou nd, comprehensive content, well - tested with a wide - range of  Rich, theoretically practicing managers and senior executives in companies such as Accenture, Bridgestone/Firestone, ConAgra Foods, ExxonMobil, IBM, BBVA Compass, Mars, Pepsico, RSM McGladrey, Shell, Siemens, The St anley Works , Unilever, and W h irlpool .  - of - the - art research Sophisticated, state studies resources included within LINKS - based resources to Extensive web support students and instructors (e.g., participant’s manual, FAQs, and tutorials) Web - based remote adm inistration  (we run LINKS for you so that you can focus on teaching rather than on simulation administration logistics/details) Instructors and students use web browsers to interact with LINKS; there’s no software to ironment download or install in the 24x7 web env  One simulation portfolio family, with enterprise management, marketing, services management, and supply chain management variants  Highly customizable .  Author’s passionate, zealous commitment to direct instructor support, including pre - course instructional support. course desi - going, within - gn consultation and on

45 - simulations.com http://www.LINKS

46 LINKS - simulations.com enterprise management | marketing | services | supply chain management Ch apman, PhD Randall G Founder @LINKS - simulations.com Chapman +1 407 905 919 1

Related documents

The Structure and Practices of the Debt Buying Industry (January 2013)

The Structure and Practices of the Debt Buying Industry (January 2013)

The Structure and Practices of the Debt Buying Industry F ederal Trade Commission January 2013

More info »
BettingAgainstBeta

BettingAgainstBeta

Betting Against Beta * Andrea Frazzini and Lasse Heje Pedersen May 10, 2013 This draft: Abstract. with margin leverage and We present a model constraints that vary across investors and time We find ev...

More info »
What We Really Value  Beyond Rubrics in Teaching and Assessing Wr

What We Really Value Beyond Rubrics in Teaching and Assessing Wr

U t a t e U niv e rsit y a h St it lC o mm o [email protected] SU g Di a   - " . . 0 ( &  / &+* .    - " . . ( (   h W e R e al l y V alue: B e y ond Rubr ic s in t W a in a g a nd As ses sin g W...

More info »
Microsoft Word   OVERVIEW.docx

Microsoft Word OVERVIEW.docx

CRANSTON PUBLIC SCHOOLS VISUAL ARTS PRE-K-12 Jill Cyr Program Supervisor Art Department Faculty Curriculium Committee -Krsulic Kristine Blake Valerie Bruzzi Valerie Bruzzi -Krsulic Gloria Budz Gloria ...

More info »
2018 Investment Company Fact Book

2018 Investment Company Fact Book

2018 Investment Company Fact Book A Review of Trends and Activities in the Investment Company Industry 58th edition www.icifactbook.org

More info »
Fannie Mae 2017 Form 10 K

Fannie Mae 2017 Form 10 K

UNITED ST ATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 Form 10-K O SECTION 13 OR 15(d) ANNUAL REPORT PURSUANT T ACT OF 1934 OF THE SECURITIES EXCHANGE For the fiscal year ended Decem...

More info »
Savannah College of Art and Design   2018 19 Course Descriptions

Savannah College of Art and Design 2018 19 Course Descriptions

2018 - Course D escriptions 19 Students should consult their professional staff adviser and faculty adviser each quarter prior to registering for courses to be sure they are meeting graduation require...

More info »
2018 Physical Activity Guidelines Advisory Committee Scientific Report

2018 Physical Activity Guidelines Advisory Committee Scientific Report

2018 Physical Activity Guidelines Advisory Committee Scientific Report To the Secretary of Health and Human Services

More info »
Investors Exchange Rule Book

Investors Exchange Rule Book

Updated April 8 * , 2019 through ubsequent changes 222 (June 1 - 78101; File No. 10 - Investors Exchange rules were adopted by Securities Exchange Act Release No. 34 * 7, 2016). Dates of s are indicat...

More info »
PPIC232 Hanak.indb

PPIC232 Hanak.indb

Managing California’s Water From Conict to Reconciliation  Ariel Dinar Ellen Hanak Jay Lund  Richard Howitt Jerey Mount  Brian Gray  Peter Moyle  Barton “Buzz” Thompson

More info »
Old Line Bancshares, Inc. 2018 Annual Report

Old Line Bancshares, Inc. 2018 Annual Report

old cshares Old Line Ba n Annual Report 2018 line bancshares 2018 annual 1525 Pointer Ridge Place, Bowie, MD 20716 301-430-2500 | www.oldlinebank.com report

More info »
Value and Momentum Everywhere

Value and Momentum Everywhere

• • THE JOURNAL OF FINANCE JUNE 2013 VOL. LXVIII, NO. 3 Value and Momentum Everywhere ∗ CLIFFORD S. ASNESS, TOBIAS J. MOSKOWITZ, and LASSE HEJE PEDERSEN ABSTRACT We find consistent value and momentum ...

More info »
fy 2020 it budget guidance

fy 2020 it budget guidance

FY 2020 IT Budget – Capital Planning Guidance Table of Contents ... INTRODUCTION ... ... 6 1 ... ... ... 2 7 ... Equipping Chief Information Officers (CIOs) ... ... ... ... 10 ... 3 GENERAL ... 1. Und...

More info »
EGKLS ClimateRisk

EGKLS ClimateRisk

* Hedging Climate Change News † || ‡ ¶ § Bryan Kelly Johannes Stroebel Robert Engle Stefano Giglio Heebum Lee Abstract We propose and implement a procedure to dynamically hedge climate change risk. We...

More info »
NW Plum Investment Menu Master Shell

NW Plum Investment Menu Master Shell

Plum Super Plum Personal Plan Investment Menu The Fund Issued by the Trustee Preparation date 25 March 2019 NULIS Nominees (Australia) Limited MLC Super Fund ABN 70 732 426 024 ABN 80 008 515 633 AFSL...

More info »
MTEP17 MVP Triennial Review Report117065

MTEP17 MVP Triennial Review Report117065

2017 MVP TRIENNIAL REVIEW REPORT MTEP17 MVP Triennial Review A 2017 review of the public policy, economic, and qualitative benefits of the - Value Project Portfolio Multi September 2017 1

More info »
Scoring Guide: Understanding your Scores

Scoring Guide: Understanding your Scores

Scoring Guide Understanding Your Scores Prepared by Pearson for submission under contract with the National Board for Professional Teaching Standards® Version 1.7 9 © 201 National Board for Profession...

More info »
Cici GehdeTrapp Goricke Kempf

Cici GehdeTrapp Goricke Kempf

What They Did in their Previous Li v : e s outside Financial S ector The Investment Value of Mutual Fund Managers’ Experience the  Alexander Kempf André Göricke, and Trapp, Marc - Gjergji Cici, Monik...

More info »
Justification Book

Justification Book

UNCLASSIFIED Department of Defense Fiscal Year (FY) 2019 Budget Estimates February 2018 Office of the Secretary Of Defense Defense-Wide Justification Book Volume 3B of 5 Research, Development, Test & ...

More info »
OSoV120912.DVI

OSoV120912.DVI

The Other Side of Value:  The Gross Profitability Premium Ž Robert Novy-Marx June, 2012 Abstract Profitability, measured by gross profits-to-assets, has rou ghly the same power returns. Profitable as...

More info »