Capstone Simulation - MB25302

MB25302:

Capstone Simulation - Laboratory

Course Objectives:

This course is designed to provide hands-on experiential learning through simulated Business environments that mirror real-time strategic decision-making. It aims to enhance students' understanding of integrated Business functions such as marketing, operations, finance, and R&D in a dynamic, competitive context. Students will develop long-term, mid-term, and short-term strategies and learn how to align these with changing external variables. The course fosters the ability to analyze strategic frameworks, develop Business assumptions, and measure performance through various analytical tools. It ultimately sharpens students’ capabilities in strategic thinking, team collaboration, and simulation-based learning.

Introduction to Strategic Simulation

Course overview – Business scenario and key variables – Introduction to the simulation platform – Practice Rounds 1 & 2 – Strategy formulation basics – Strategy roadmap: Objective, scope, and competitive advantage – Result analysis and doubt clarification.

Strategy Formulation and Growth Horizons

Creating long, mid, and short-term strategies – Business analysis – Integrated decision-making process – Actual Round 1 – DuPont Analysis – Reflection on decision outcomes.

Business Assumptions and Demand Forecasting

Theory of Business – Identifying sound assumptions – Forecasting demand and market behavior – Actual Round 2 – Decision-making and performance review – Tactical adjustments.

Strategic Frameworks and Competitive Analysis

Overview of major strategy frameworks – SWOT, Porter's Five Forces, Value Chain Analysis – Application in simulation context – Actual Rounds 3 & 4 – Analysis and feedback loops.

Metrics-Based Decision Making

Use of metrics in marketing, operations, and financial decisions – KPI setting and interpretation – Actual Rounds 5, 6 & 7 – Impact analysis of metrics on performance – Strategy refinement.

Reflection, Execution, and Mid-Course Corrections

Final Round 8 – Strategic review – Lessons learned – Reflection on decisions, outcomes, and corrections – Linking simulation experience to real-world Business strategy.

References:

1. Nikhil D. Jonathan & Preetha G, Participant Handbook – Capstone Simulation, KCT Press

2. Henry Mintzberg, Bruce Ahlstrand & Joseph Lampel, Strategy Safari, Pearson Education, 2nd Edition, 2020

3. A. A. Thompson, Margaret Peteraf, John E. Gamble & A. J. Strickland III, Crafting and Executing Strategy, McGraw Hill, 23rd Edition,2022

4. Harvard Business Review Articles on Business Simulation and Strategic Thinking — not a single book, but articles frequently updated.

5. Pankaj Ghemawat, Commitment: The Dynamic of Strategy, Free Press

Course Outcomes

By the end of this course, students will be able to: 

● CO1: Demonstrate conceptual knowledge of strategic frameworks, integrated business functions, key performance metrics, and the process of strategic decision-making within a simulated, competitive environment.

● CO2: Interpret and relate strategic frameworks, business assumptions, demand forecasts, and performance metrics to formulate and adapt long-term and short-term strategies across various business functions.

● CO3: Apply strategic frameworks like SWOT and Porter's Five Forces, forecasting techniques, and metrics-based decision-making to develop and execute strategies in a simulated business environment.

● CO4: Analyze business scenarios, competitive environments, and simulation outcomes using tools like DuPont Analysis to refine strategic plans and make informed, mid-course corrections.

● CO5: Evaluate the effectiveness of strategic decisions, business assumptions, and performance metrics to understand their impact on competitive advantage and overall business performance in the simulation.

● CO6: Develop a comprehensive business strategy by integrating knowledge of strategic frameworks, functional area decisions, performance metrics, and team collaboration to lead a simulated company to success.