As part of a competitive capstone simulation, I served as a key team member of Echilles Footwear, a virtual global shoe company competing in the Business Strategy Game (BSG). Throughout the simulation, our team was responsible for managing and integrating strategy across finance, marketing, production, and distribution channels. We initially pursued a premium-pricing model aimed at positioning our brand as high-quality and exclusive, investing heavily in product quality and brand image. While this approach generated solid profit margins, it led to stagnant unit sales and market share declines, especially in the European and Internet segments, as we faced challenges competing with lower-priced rivals.

In the wholesale segment, we attempted aggressive geographic expansion with moderate pricing and limited retailer support. However, the lack of strategic alignment between our marketing efforts and retail execution ultimately resulted in underperformance across all regions. Through competitor benchmarking, we recognized the need to improve internal coordination, adopt a more adaptive pricing strategy, and reinforce our brand presence through more targeted marketing and celebrity endorsements.

This experience highlighted the importance of cohesive strategy, proactive competitor analysis, and financial discipline. Key takeaways included the long-term impact of early decisions, the necessity of aligning cross-functional departments, and the need for agile, data-informed decision-making. By the conclusion of the simulation, our team had gained valuable insights into the challenges and complexities of leading a global business in a dynamic, competitive environment.