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After last week's rollover we ended up with a consistent SHV for the third week in a row. To make matters worse, reading Peter's weekly update on Mikesbike made us realise how big of a problem this was. Is it considered an achievement like what Peter said? Not a very proud achievement I wish to own. 

Now that I’ve done a whole lot of learning journals by now, when using Daudelin's four stages of reflection (Daudelin, 1996), I can easily identify the problem I want to reflect my learning on. I WANT TO INCREASE OUR TEAMS SHV. I do not want to be stuck with these digits for the fourth week in a row. After the results of last week's rollover came out, I genuinely was eager to write this week's reflection as it was an opportunity to reflect on this. I wanted to know what was the problem causing our SHV to be stuck. Was it something we are doing wrong? Or we were just simply too unlucky? Doubt it.

Moving forward, I began to look into possibilities that could have caused our consistent SHV digit. One possibility I came across was we were slower than other teams in launching a new bike into the five market segments. Currently, every team had 5 different bikes in the market except us and our subsidiary team... What a coincidence. Another possibility is how we were spending too much on advertising when we were not getting the expected market share. From this, I knew this was an issue I needed to look into my own part since I was the marketing director.

Therefore, I wanted to formulate a theory to fix this problem. We came up with the theory that at this point, we will most likely be stuck with this SHV if we do not do anything about it, especially if we do not take risks. Buchanan & O’Connell (2006) states that there are win-win situations from opportunity costs not risked taken, even more for corporate scale decisions.  Thus, we looked at the many alternative risks we could take to give us the optimal result. From my own side, I wanted to test out the advertising area so we were not wasting unnecessary money. With the chance of failing with wrong calculations and unexpected outcomes, I was willing to risk some major advertising chances to save us some spending.

Finally, we put all this into action as our team decided to surprise everyone in the market by launching not one but two new bikes. We hoped this would be the solution to increasing our SHV. This is because we felt that only focusing on a few bikes gave us a disadvantage as there was a diminishing rate for advertising which meant once we were at the peak it would be hard to gain any more market share. For my bit of the team, I decided to go ahead and make these risky changes in the simulation. I knew I wanted to make these new decisions is because I felt that simply launching new bikes would not make things better, it is more about how effectively we can use advertising would impact it all. I hope all goes well for the last few rollovers!

References: 

Daudelin, W. M. (1996). Learning from experience through reflection. Organizational
Dynamics, 24
(3), 36-48.

Buchanan, Leigh, & O’Connell, A. (2006). A brief history of decision making. Harvard Business Review, 84(1), 32–41. Retrieved from http://ezproxy.auckland.ac.nz/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=19256537&site=ehost-live&scope=site

 

3 Comments

  1. Hi Sabrina,

    I really enjoy reading your reflection. You've applied appropriate theories to solve your problems, and I think what can be improved is maybe to have a look with the "blue ocean strategy" which may explain more for the behaviour of launching new bikes. Expenditures are always a struggle for companies to lower the costs, but hopefully, we can improve step by step. Keep doing the good work, and we can go higher in the next few rollovers!

    Cheers, Lin.


  2. Hi Sabrina!

    I loved reading your learning journal where you have discussed about the problem, analysis, theory and the action very well. It is understandable when a SHV drops and you are stuck with same digits over again. My team is also facing the same issue where we did not have an increasing SHV since the beginning of the Competitive Rollover. But we will somehow figure it out. However, there was nothing much to critique about your learning journal as it was spot on. 

    Best of luck for you & your team in the next 2 weeks and may the best team win!

  3. Hi Sabrina,

    Your journal is really interesting as easy to follow through as it is evident that you have used Daudelin's four step method to structure your journal. I can relate to your problem as our team suffered decreasing SHV for a few weeks also but don't give up! Our team also had the same problem with our Idle time being over 20% for 4 rollovers. However, we managed to decrease Idle time and increase SHV in our previous rollover due to a bit of research. With the advertising, I would recommend using 30% of your total sales revenue as a guide for calculation total advertising budget so that it's not too high. Your idle time can be managed through producing more bikes, utilizing your capacity, for example, launching into new markets. Firing workers and reducing capacity is the last resort because you may find that you need more capacity later on. Overall, your journal was really interesting and well structured.

    Good luck for the future rollovers!

    Yufan