As a classic general management simulation, MARGA Industry simulates an international company with three different products, one of which is a service. From marketing to production and provision of services to finances, the participants experience the interplay between all of the departments and functions within a company.
- get to know the cooperation between all of the functional areas in the entire interrelationship of the business,
- manage company procedures and see them presented in the accounting system,
- implement strategic decisions in operational procedures,
- align their own range of products and services in direct competition to the requirements of the customer,
- use information from controlling for making well-founded decision making,
- transfer the principles of value-orientated management into specific actions.
With MARGA Industry, the teams experience a variety of situations during the management simulation in which entrepreneurial thinking and action is required.
The consumer good product 1 is old and at the end of its product life cycle. Its share of turnover is high and the profit margins low, there is a need for action, especially when the dollar is falling and raw material prices are increasing.
Product 2 is a service product, it is very profitable and has just been introduced to the market. You are expecting sustainably high rates of growth and are trying to increase your market share - but this is what your competitors want as well.
As an capital good, product 3 is very sensitive to growth: when business is going well, you require the corresponding capacity. If demand falls, you have to be set up in a flexible way.
In addition to your home market Europe, you are also present in EEMEA (Eastern Europe, Middle East, Africa), Americas (North and South America) as well as APAC (Asia Pacific). Current real-time developments such as exchange rates, interest rate changes and overall economic trends are all incorporated in the simulation. You can find background information from the current publications of the Handelsblatt publishing group, our long-standing partner for many years.
Strategy and Marketing
How do your products and your company stand out? What risks and opportunities do you envisage in the market, and with which strengths and weaknesses is your company facing the competition? These are some questions which have a profound effect on both your market image and the structures of your company. Position your product in the market and implement your own company strategy in operational decisions.
Capacities and investments
You manage the growth or downsizing processes depending on business strategy and your expectations. You can only develop capacities over the long term for market shares gained on a sustainable basis. The higher the risk of falling demand, the more you are likely to turn to flexible capacities, which lead to additional costs, however.
Finances and yields
Supported by effective controlling, it is possible for management decisions to be taken on a rational and well-founded basis. This means you are in a position of being able to manage your company according to the principles of value-oriented management and to maximise the value of your company.