Simventure.docx
- 文档编号:10278970
- 上传时间:2023-02-09
- 格式:DOCX
- 页数:9
- 大小:22.51KB
Simventure.docx
《Simventure.docx》由会员分享,可在线阅读,更多相关《Simventure.docx(9页珍藏版)》请在冰豆网上搜索。
Simventure
Contents
1.0Introduction…………………………………………………………….……1
2.0AnoverviewofSimVenture…………………………………………………1
2.1ExperiencesinSimVenture………………………………………………....1
2.2Virtualworldandrealworld……………………………………………….3
2.3Opportunityanddecision-making………………………………………....5
3.0Conclusion…………………………………………………………….……..7
4.0References……………………………………………………………………8
1.0Introduction
Entrepreneurshiphasbecomemoreandmoreimportantinrecentsociety.Forthosewhointendtostartupabusiness,possessingrelevantknowledgeaboutentrepreneurshipisnecessary.ThelaunchofSimventureprovidesaplatformtopeopletolearnandpracticeentrepreneurialknowledgeandcompetences.AlthoughitisundeniablethatSimventurehasusefulvaleintermsofearlyunderstandinghowtosetupandoperateabusiness,afterall,SimVentureisjustasimulationgame,virtualworldisnotsamewithreallife.ThisreportfirstlywilldescribehowrealisticSimVentureis.AndthentocombinerelevanttheorieswithSimVentureanalyzingwhatwecanlearnfromthesimulationandcriticallyassessingexplorationofopportunityanddecision-making.
2.0AnoverviewofSimVenture
SimVentureisasimulationgamethatenablesuserstoestablishandrunavirtualfirmforupto3years.InSimVenture,usersoperateasmallfirmthatspecializesinproducingandsellingcomputersaimingtosixtypesofconsumergroups,suchassolobusinesses,corporation,servicecompaniesandsoon.Userscanmanagefirmfromfouraspectsincludingorganization,salesandmarketing,finance,operations,bywhichcoreaspectsthatarealfirmshouldpossesscanbeoperatedbyuserswithsubjectivedecision-making.ThroughusingSimVenture,userscanknowwhatsettingupandrunningafirmactuallyis.Therefore,SimVentureprovidesareasonablemethodtothosewhointendtostartupanownbusinesstopracticeandlearnentrepreneurialcompetencebeforesettinguprealbusiness.
2.1ExperiencesinSimVenture
Admittedly,SimVenture,toacertainextent,realisticallysimulateafirm’sproductionandoperatingactivities.Userscanvividlylearnhowtobuildandoperateacompanythroughusingthissimulation.SimVenturealmostincludesallthecontentsandactivitiesthatarealcompanyshouldinvolvein,likehumanresourcemanagement,finance,sales,marketingaswellasproductionofproducts.Differentadjustmentanddecision-makingdonebyusersineveryaspect,suchasworkinghours,choiceofsupplier,willleadtodifferentresults.
Firstofall,forfinance,SimVentureprovidesdifferentmodesoffinancing.Inreality,raisingcapitalisalsooneofimportantfactorsthatwillprecludethedevelopmentofcompanies,especiallysmallbusinesses.InSimVenture,therearesixkindsofmethodsofraisingcapital,includingbankloans,overdrafts,loansfromfriendsandfamily,sellingequityandgrants.Eachwaycanraisedifferentamountofmoney,andalsoproducedifferentcosts.Secondly,inthemoduleoftheorganizationinSimventure,theusercanoperateandmanagethefirm'shumanresources.Accordingtothecompany'ssituation,userscanallocateemployees’contentsofworkaswellasarrangingtrainingtoemployees.Inreality,humanresourcemanagementiswhatcannotbeignored,asitwillaffectthespeedofdevelopmentoffirm.Further,withthedevelopmentofcompany,anincreasingnumberofemployeesarerequired.Butnewrecruitscannotimmediatelyadapttoworkingenvironmentandeffectivelywork.Consequently,thetrainingisnecessarythatallowsnewrecruitsgetintoanewworkaswellasimprovingrelevantworkingskills(Penrose,1995)Inaddition,whenthecompanydeveloptoacertaindegreeoftime,thecompanyhavetochangeandenlargetheplacesofworkandproductioninordertomeetandmatchtheneedsofexpansionofcompany(ibid.).Thirdly,intermsofsalesandmarketing,SimVenturealsoprovidesarealisticscene.Beforestartingtosellproducts,userswillbeinformedtodoinvestigationastomarket,competitors,andconsumers.Then,accordingtoalltheinformationanddatacollected,usersneedtoanalyzeandsetagroupoftargetcustomers.Moreover,designandproductionofproductswilldobasedonthecharacteristicsandpreferencesoftargetcustomers;designingandpricingoftheproductwillbeadjustandchangeconstantlyaccordingtoconsumerfeedbackinordertoultimatelymeettheneedsofthetargetcustomers.Thesewhatacompanywilldoinpractice,ifthecompanyexpectstogetagoodbusiness.Inaddition,themarketingcampaignisirreplaceableinrealityduringbusinessactivities.InSimVenture,therearesixwaystodomarketingactivities,includingadvertisinginnewspapers,magazines,televisionandradio,establishingacompany'sWebsite,participatinginanexhibition,phoningcallsandsendinge-mailtopotentialcustomers,publicrelations,publishinginterestingarticles.Thesearenotacomprehensiveapproachtomarketing,thoughthesemarketingmethodsarewidelyusedbymostfirmsinpractice.Itisnotablethateachmethodwillproducedifferenteffectsandresults,thusinpractice,everycompanyshouldcarefullyconsiderandchooseeffectivewayaccordingtotheiractualsituationandpurposethatcompanyaspirestoachieve.Fourthly,intheoperations,userscanadjustthedesignofproductsinordertosatisfytargetcustomer'sneeds.Forexample,ifthetargetcustomerspaymoreattentiontotheappearanceoftheproduct,product’sdesignshouldfocusonimprovingitsstyle.Moreover,thecostoftheproductcanalsobecontrolledbyusersthroughselectingmoresuitablesuppliersandcontrollingthepurchaseofcomponents.
Inshort,althoughSimVentureisjustavirtualgame,itdoesprovideaplatformtothosewhowanttosetupabusinesstoexercisetheirabilitiesandaccumulatetheirexperiences.Inthegame,userseverymonthneedtoadjuststrategiesinthefourareasmentionedabove.Asavarietyofproblemswillemergeduringtherunningbusinesses;theusersmusttakeactiontodealwithemergingproblemsbyactivelyadjustingthestrategies.Generallyspeaking,someoftheproblemsareunpredictable,onlywhentheyoccurred,companycantakeactiondealingwiththem.ThisviewisalsosupportedbySarasvathy(2008)thatsomeproblemscannotbepredictedandinferredinadvance.Onlywhentheproblemsoccur,thecompanycanchangestrategiesordirectiontorespondtoproblems,bywhichcompanyconstantlydevelops.
2.2Virtualworldandrealworld
AlthoughSimVentureprovidesavirtualplatformofentrepreneurshipthatissimilarwiththatofreallife,itisundeniablethattherearestillalotofdifferencebetweensimulationandreality.
Reallifeisflexible,notmechanical.Entrepreneurshipisaprocessofcontinuouslearning.Cope(2001)pointedoutthatentrepreneurshipislearnedbydoing.Intheentrepreneurialprocess,entrepreneurswillnotonlyknowwhateachpartofworkis,butalsotheywillexperiencetheseprocesses.ThesearewhatSimVentureignores.Forexample,researchaboutconsumersandtargetmarketmustbedonebeforethebeginningtodesignproductsandsellwhichisaprocessofcollectinglargeamountsofdata,bywhichentrepreneursareconstantlylearningandimprovetheirabilities.Butinthegameuserjustneedstoclickthemouse,theresultsofresearchcanbedisplayedimmediately.Moreover,inthesimulation,theexperienceofestablishingsocialnetworkingisneglected.Establishmentofsocialnetworksisnecessaryintheprocessofentrepreneurship,bywhichentrepreneurscanobtaindifferentandusefulresources(AndersonandJack,2002).Forexample,inrespectoffinancing,awidersocialnetworkcangiveentrepreneursmoreopportunitiesandsourcestoraisecapital,andthroughthis,theentrepreneurcanalsobetterunderstandconsumer’sneeds.
Additionally,inthesimulation,theentrepreneurseemstobesettoaveryrationalperson,neverdowrongthings.Aslongasusersselectastrategyoractioninsimulation,allthingswillbedoneinaccordancewithproceduresthataresetinadvance,withinwhichuserexperiencenothing.Asifallexperiencesaremanagedwell.Butinreallife,noteveryentrepreneurhasacomprehensiveknowledgeandability;whendoingathing,theyinevitablywillmakemistakes(ShaneandVenkataraman,2000).Forexample,differententrepreneursdoingasametopicmarketresearchwillleadtodifferentresults,becausetheyhavevariousopinionsandindividualjudgment.Thiswhatcannotexperienceinthegame.InSimVenture,themarketisindependentofentrepreneursownactivities,andtheyareveryobjective;entrepreneurscanaccesstocompleteinformation.However,Penrose(1995)disagreewiththisviewpoint.Inreality,itisdifficulttoobtaindetailedinformationastomarketorcompetitors;eachentrepreneurhasdifferentcapabilitiesandaccesstoinformation.
Inaddition,inthesimulation,thefailureofbusinesswillnotcauseanylosstousers.Theydonotneedtoconsiderriskoffailingtobusiness.Inreallife,riskisscary,whichisalsoanimportantfactorthatentrepreneursmustcarefullythinkofwhethertheycanaffordriskornotbeforetheystartabusiness(Sarasvathy,2008).
Intermsofsettingupabusiness,theuseoflogicinSimventureisnotsamewiththatinreality.Therearecausallogicandeffectuallogicmode.Thecausallogicistocreatevaluebasedongivenopportunities,whichissamewiththeviewpointsofShaneandVenkataraman(2000),namely,opportunitiesexistobjectively.However,thisisaquestionthatwhenabusinesssucceededorfailed,entrepreneurscanknowthecausalconnectionofsuccessorfailure.Thisconnectioncannotbeidentifiedinadvance,andentrepreneurscannotgrasptheopportunityintime.Fo
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- Simventure