Ready-to-Run Core Courses
PriSim® has several ready-to-run training courses available for immediate delivery. Our courses are described below; on the right we list ways that our clients enhance their PriSim courses.
Many clients choose to begin with an existing course and later evaluate the benefits of building a customized simulation training course.
“Look at me – a CEO for the Day! Our team leads and manages a multi-billion dollar manufacturing operation. We make product development, capacity expansion, marketing, production, and financing decisions. If we need a few hundred million in extra cash to implement our key strategies, no problem! We’ll simply issue a bond or go to the equity markets. Watch out though, we need to keep shareholders happy with our Return on Equity and dividend yields.”
- Available in several levels of complexity and in course-durations from 2 to 3.5-days.
|New Product R&D by customer segment and product class||Product Contribution Analysis by product line including gross margins and advertising/promotion expense|
|Financial Statement Analysis including profitability, revenues, expenses, and equity. Income Statement, Balance Sheet, and Cash Flow Statement analysis||Distribution decisions including opening/closing dealerships, training and support, and analysis of average retail price|
|Financial Ratio Analysis including return on sales, ROA, ROE, inventory turns, current ratio, and return on investment||Corporate Competency Development including R&D ‘slots’ and product-level technologies (styling, interior, safety, quality)|
|Corporate Finance including short and long-term debt, equity financing, stock price, and dividends||Production Analysis including scheduling, capacity investment, and over-capacity charges|
|Set Pricing and Dealership Invoice by product class||Economic Analysis including GCP growth, inflation, prime rate, cash rate, and sales trends|
|Marketing Product Portfolio analysis by segment growth rates and relative market share including advertising, promotions, direct-mail, sales forecasting, and regional analysis||Competitive Analysis including profitability, product, marketing, production, and investment levels|
|Customer Segment Analysis including needs and wants, focus-group data, Position Maps, and regional trends||Product Portfolio Analysis by segment growth rates and relative market share|
“The Insurance Challenge! course is the only insurance exercise of its kind; we run both an insurance carrier AND an agency network. We need to be careful though, if we run either business poorly, the other will suffer. As leaders of the carrier, our team introduces innovative insurance products, establishes premiums to cover underwriting expenses and losses, and effectively services policies.
As leaders of the agencies that generate sales, we hire producers and incent them to bring in the type of business our carrier seeks. Failing to advertise our agency properly, or setting an ineffective sourcing strategy, can be a recipe for disaster. Let’s remember to reward our producers with good commissions for new and renew business—hopefully this will help us avoid the wrath of attrition!”
- Available in 3 versions: carrier and agency conglomerate, carrier only, or personal-lines only.
|Competition for policy sales across product categories and customer segments||Product Development and Management including pricing, coverage levels, advertising, and profit-contribution by product|
|Customer Segment Analysis by coverage-level, claims, value-added-services needs, and price sensitivity||Underwriting and Loss Control including pre-screening, underwriting activities, hit-ratios, and commission levels|
|Financial Statement Analysis including profitability, expenses, invested assets, deferred policy acquisition costs, claims, and surplus||Claims Approach by customer segment including claims speed, days to endorse, days to issue, days to payment, and service levels|
|Financial Ratio Analysis including reserves, loss ratio, underwriting expense ratio, combined ratio, return on equity, and return on sales||Staffing and Timeblocking including activity breakdown and competency analysis|
|Reinsurance analysis including attachment point, upper limit, and share ceded||New Business and Customer Retention at both the carrier and the agency level|
|Capital Analysis of written-premiums to surplus||Agency and Production operations and management|
|Carrier and Agency Competency development by customer segment and product type||Advertising and Promotion including awareness building and promotion spend|
|Competitive Analysis by price, market share, coverage, and awareness||Customer Satisfaction analysis at both the carrier-product level and the agency level|
BizFighterTM (Aerospace and Defense)
“The business of defense! That’s what BizFighter is all about. It takes a lot of hard work to ensure that a high-tech company can profitably deliver state-of-the-art products and technology. Our team has to bid on (and win) programs that are aligned with our technology competencies, customer focus, production, and supply chain capabilities. High-tech at this level is a ‘high-brain’ people-business and success is dependent upon our company’s ability to select and retain the human capital we need to complete multi-million dollar projects. Once our programs are staffed, we use EVMS to ensure each project stays on schedule and on cost. At the end of the competition, if everything goes well, our team (and shareholders) will be rewarded with positive cash flow, positive net profit, and minimal working capital.”
- Appropriate for A&D management staff as well as for Program Managers.
|Bidding for Development, Production, and Service contracts with DOD, Non-Military, US Commercial, and International customers||Risk and Opportunity Management by contract. Application of Six Sigma teams including Six Sigma for Growth and Employer of Choice Six Sigma|
|Contract Type Analysis including Cost-Plus, Fixed-Performance, and Fixed-Progress||Staff Loading including staffing with full-time or contract employees|
|Financial Statement Analysis including profitability, revenues, expenses, and equity||Technology Competencies (Electro-Optics, Analog, RF, and Processing Systems)|
|Financial Ratio Analysis including book-to-bill, booking margin, working capital turns, return on assets, return on equity, and return on sales||A&D-specific Corporate Competencies including Pre-Contract, Program Management, CMMI, and Mission Systems Integration|
|Earned Value Management (EVM) analysis and Program Management including ACWP, BCWP, BCWS, CPI, SPI, BAC, and EAC||Customer ‘Stoplight’ Ratings including Cost, Schedule, Technology, Supplier Performance, and Contractor Performance Assessment Reports (CPAR)|
|Return on Invested Capital (ROIC) analysis||Employer of Choice ratings|
|Working Capital Analysis by contract type||Internal and External Communications Plans by contract|
|Schedule Analysis including Cum BCWS, Cum BCWP, and Cum ACWP by contract year||Supply Chain Management including Supplier Rating System for Parts, Assembly, and Subsystem suppliers|
Test DriveTM (Dealership Operations)
“Running a dealership is no simple task. Equipment sales, Rentals, parts, service, finance… We’re actually running several different businesses under one roof. In Test Drive, our team is challenged with leading a dealership. Together we must configure our facility, advertise, sell, control inventory, hire and retain staff, and above all, see to it that the customer receives the best experience possible. If we succeed, we will see our results clearly at the end of each year in outstanding net profits, excellent absorption, good debt ratios, balanced inventory turns, adequate working capital, and stellar Return on Assets.”
- Motorcycle or heavy-equipment versions available.
Agency Challenge!TM (Insurance Agency)
“The Agency/Brokerage Challenge™ puts us into the management seat of an independent brokerage. We need to analyze the commercial, personal, and benefits customer-markets to identify the best opportunities. Once we’ve decided upon our target customers, we compete with other teams for carrier appointments and experienced producers that best align with our chosen strategy. Value-added service levels, producer compensation, and prospecting efforts are then established as we compete for a limited number of customers and for customer-retention. Once the business is running well, our attention turns to the financial management of the business. Debt, receivables, and distributions must all be considered to ensure adequate ROA and ROE.”
- Small or large agency versions available.
|Competition for Policy Sales and Renewals across product categories (commercial, personal, and benefits) and across customer segments||Lead Source Management and Analysis by customer type, source demand, lead generation, pipeline efficiency, channel coverage, and by “hit-ratio” from each source|
|Customer Segment Analysis by price sensitivity, coverages, services, and growth-rates||Customer Contribution Profit and Margin by customer segment including revenues, expenses, and average premiums|
|Financial Management including debt, accounts receivable management, working capital, and float||Producer Competency Development and skill building by product line and in servicing, billing, and cross-sell|
|Financial Statement Analysis including Income Statement, Balance Sheet, and Cash Flow Statement||Staffing and Sales Management including Producer activity analysis, new-hires, and experienced hires|
|Financial Ratio Analysis including profitability, liquidity, productivity, accounts receivable turnover, EBITDA, ROE, and Loss Ratios||Carrier Management including carrier appointments, competencies, coverages, commissions, and contingents|
|Equity Management by setting the distributions strategy. Overall valuation of the business||Production Analysis by customer segment and product line including appointments, written policies, and ‘hit-ratios’|
|Sales Office Decisions including promotion and advertising and minimum commercial account size for commission||Customer Satisfaction Levels by customer segment and “lifetime value” of customers. Customer Position Map analysis by price sensitivity, value sensitivity, units, and premiums|
|Customer Management including service-levels, staff training, and advertising emphasis||Competitive Analysis by new premiums and renew premiums, competency, service levels, and commissions|
CYCLOANTM (Mortgage Branch)
“We have what it takes to ensure longer-term success in a branch business and we will prove it! Our team runs the Cycloan mortgage branch and competes for First Time Homebuyers, Move-up Buyers, and Refis. In addition, we compete for loan originators. In this fast-paced business of mortgage production, loyalty can run thin as producers jump from branch to branch. Origination fees, OMSR, and Warehousing Gains bring in revenue, but we’ve got to manage expenses so that there’s a profit at the end of the year.”
“We began this business challenge by bidding on one of three available magazines. We weren’t prepared, it got competitive, and the ‘right’ magazine at the ‘wrong’ price almost turned out to be a ‘bad’ deal (perhaps our bid of 15 times EBIT was too high!). Now we’re in the driver’s seat of our publication and the competition has really begun. Our team has created editorial that attracts the right kind of readers for the magazine. Now we need to sell the editorial through circulation sources including newsstands, direct mail, and agency subscriptions.”
“The Internet is more than just an on-line brochure and a shopping cart. Businesses must strategically utilize this important tool for Commerce, Communication, Coordination, Collaboration, and Content. And, if our team decides it’s right for our site, we can offer advertising and sell click-throughs. In iMPACT, we lead a magazine’s online business through several competitive quarters of competition. We’ve implemented new technologies, sold subscriptions, monitored traffic patterns, and sought-out those ever important ‘sticky’ users. At the same time, we are very attentive to the P&L so that we can make sure that the dot com doesn’t go dot bust!”