THE T WO S TRATEGY SI MULATION SU PPLEMENTS:

THE BUSINESS STRATEGY GAME A ND GLO-BUS

The Business Strategy Game and GLO-BUS: Developing Winning Competitive
Strategies two competition-based strategy simulations that are delivered online and
that feature automated processing and grading of performanceare being marketed
by the publisher as companion supplements for use with the 20th edition (and other
texts in the field).
The Business Strategy Game is the worlds most popular strategy simulation,
having been used by over 2,500 instructors in courses involving approximately
750,000 students on 1,050 university campuses in 661 countries.
GLO-BUS, a somewhat simpler strategy simulation introduced in 2004, has been
used by more than 1,4501 instructors in courses involving over 180,000 students
at 6401 university campuses in 481 countries.
How the Strategy Simulations Work
In both The Business Strategy Game (BSG) and GLO-BUS, class members are divided
into teams of one to five persons and assigned to run a company that competes headto-
head against companies run by other class members.
In BSG, team members run an athletic footwear company, producing and marketing
both branded and private-label footwear.
In GLO-BUS, team members operate a digital camera company that designs,
assembles, and markets entry-level digital cameras and upscale, multifeatured
cameras.
In both simulations, companies compete in a global market arena, selling their products
in four geographic regionsEurope-Africa, North America, Asia-Pacific, and
Latin America. Each management team is called upon to craft a strategy for their
company
and make decisions relating to plant operations, workforce compensation, pricing
and marketing, social responsibility/citizenship, and finance.
Company co-managers are held accountable for their decision making. Each companys
performance is scored on the basis of earnings per share, return-on-equity
PREFACE