Marketing Simulation: Managing Segments & Customers https://forio.com/simulate/harvard/marketing-customers/simulation/#deci...

Harvard Business Publishing

Marketing Simulation: Managing Segments & Customers

Prepare
getting started
Analyze
Dashboard Overview
Net Prices
Customer Purchases
Sales
Income Statement
Market Research
Product Performance
Customer Satisfaction
Sales Force Report
News

Last quarter sales from existing customers decreased by 9% and sales from new customers decreased by 15%.

Distributors, on average, are attempting to achieve a 5% profit margin.

The News for 2015 Q4

View All News
Decide
Decide

Decisions History
Decisions
Decisions History

Congratulations! You have completed 16 quarters of play acting as CEO of Minnesota Micromotors, Inc. The simulation is now over. Your final
cumulative results are below.

Market Share: 6.4%

Cumulative Revenue: $62M
Cumulative Profit: $4.0M
Segment A:
Segment B:
Customer Satisfaction: Segment C:
Segment D:
Small Customers:

Final Score
63 pts.
Decisions History
2012 Q4 2013 Q1 2013 Q2 2013 Q3 2013 Q4 2014 Q1 2014 Q2 2014 Q3 2014 Q4 2015 Q1 2015 Q2 2015 Q3 2015 Q4
List Price $142 $142 $142 $142 $142 $142 $143 $143 $143 $144 $146 $142 $142
% Spending on
Large 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% 70%
Customers
Segment A
10% 10% 10% 10% 9% 9% 9% 8% 9% 9% 9% 6% 5%
Discounts
Segment B
6% 7% 6% 5% 5% 5% 5% 4% 5% 5% 5% 2% 1%
Discounts
Segment C
0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%
Discounts
Segment D
20% 20% 20% 20% 20% 20% 20% 20% 20% 20% 20% 20% 20%
Discounts

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Marketing Simulation: Managing Segments & Customers https://forio.com/simulate/harvard/marketing-customers/simulation/#deci...

2012 Q4 2013 Q1 2013 Q2 2013 Q3 2013 Q4 2014 Q1 2014 Q2 2014 Q3 2014 Q4 2015 Q1 2015 Q2 2015 Q3 2015 Q4
Spending on
Large $385,000 $385,000 $385,000 $385,000 $385,000 $385,000 $385,000 $385,000 $385,000 $385,000 $385,000 $385,000 $385,000
Customers
Distributor
20% 20% 20% 20% 20% 20% 20% 20% 19% 19% 19% 20% 20%
Discounts
Spending on
Small $165,000 $165,000 $165,000 $165,000 $165,000 $165,000 $165,000 $165,000 $165,000 $165,000 $165,000 $165,000 $165,000
Customers
Total Budget $800,000 $800,000 $800,000 $800,000 $800,000 $800,000 $800,000 $900,000 $900,000 $900,000 $900,000 $900,000 $1,000,000
Sales Force 11 11 11 11 11 11 11 11 11 11 11 11 11
Segment A Sales
40% 40% 40% 40% 40% 40% 40% 40% 40% 40% 40% 40% 40%
Force Emphasis
Segment B Sales
30% 30% 30% 30% 30% 30% 30% 30% 30% 30% 30% 30% 30%
Force Emphasis
Segment C Sales
12% 12% 12% 12% 12% 12% 12% 12% 12% 12% 12% 12% 12%
Force Emphasis
Segment D Sales
18% 18% 18% 18% 18% 18% 18% 18% 18% 18% 18% 18% 18%
Force Emphasis
% Time Spent
on Large
70% 70% 70% 70% 70% 68% 68% 70% 70% 70% 70% 70% 70%
Customer
Retention
Large Customer
Retention $269,500 $269,500 $269,500 $269,500 $269,500 $261,800 $261,800 $269,500 $269,500 $269,500 $269,500 $269,500 $269,500
Spending
Large Customer
Acquisition $115,500 $115,500 $115,500 $115,500 $115,500 $123,200 $123,200 $115,500 $115,500 $115,500 $115,500 $115,500 $115,500
Spending
Spending on
Marketing
$40,000 $35,000 $30,000 $20,000 $20,000 $20,000 $20,000 $20,000 $10,000 $50,000 $50,000 $50,000 $50,000
Communications
and Training
Spending on
$50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $0
Market Research
Power-to-Size
Ratio Feature $75,000 $75,000 $75,000 $80,000 $80,000 $50,000 $60,000 $80,000 $100,000 $110,000 $110,000 $110,000 $200,000
Spending
Manufacturing
Efficiency $5,000 $5,000 $5,000 $5,000 $0 $0 $0 $0 $0 $0 $0 $0 $0
Improvement
Thermal
Resistance
$80,000 $85,000 $90,000 $95,000 $100,000 $130,000 $120,000 $100,000 $100,000 $140,000 $140,000 $140,000 $200,000
Feature
Spending
Remaining
$0 $0 $0 $0 $0 $0 $0 $100,000 $90,000 $0 $0 $0 $0
Budget

1. 2012
1. Q1
2. Q2
3. Q3
4. Q4
2. 2013
1. Q1
2. Q2
3. Q3
4. Q4
3. 2014
1. Q1
2. Q2

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Marketing Simulation: Managing Segments & Customers https://forio.com/simulate/harvard/marketing-customers/simulation/#deci...

3. Q3
4. Q4
4. 2015
1. Q1
2. Q2
3. Q3
4. Q4

Developed in partnership with Forio Online Simulations.

Credits Archived Runs

© 2012 Harvard Business School Publishing.

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