SBM–NMIMS: COURSE TEACHING PLAN

Assurance of Learning AOL Specific

Course Code

Course Title Capstone Business Simulation

Course
S Mukherjee, H Kalro, S Mathur, S Mazumdar, V Gadre, M Prasad, S Wats, A Bansal, H Gwalani, S Roy
Instructor/s

Credit Value 3 credits

Programme
MBA – Year I & II
& Trimester

Pre–requisite None

CLOs – (in bracket state the PLOs to map)

CLO 1) Improve business acumen by applying acquired knowledge in various functional areas like
finance, marketing, operations, human resources to manage a business (PLO 3a)

CLO 2) Practice strategic thinking, long–term positioning and competitive analysis by identifying
Learning and implementing strategies and executing tactics. (PLO2a)
Objectives
CLO 3) Analysing the competitive positioning, financial ratios and develop plan to differentiate
the company (PLO3b)

CLO 4) Practice working as group to make decisions, develop the critical qualities of a leader and
distinguish between leadership and management (PLO2b)

1) To appreciate the comprehensive decision–making processes in a business so as to ensure that

Learning
the firm remains competitive– CLO1 & CLO4
Outcomes
(Must be
2) Identify the impact of micro and macro environment in the context of business and the
connected to
concerns and consequences of the decisions made from different business functional areas –
Learning
CLO2 & CLO3
Objectives)
Course The Capstone Business Simulation Program ties together and gives participants an opportunity to
Description integrate, synthesize and apply all their previous learning both within and outside the classroom.
Student teams will be making business decisions over multiple time periods – and examine their
impact on the teams’ qualitative and quantitative performance. The program requires students to
synthesize concepts and techniques from previous MBA courses, and work experience in an
integrated approach to managing a complete business enterprise. The course utilizes a computer
based simulation as the core teaching platform. Working in teams, students make strategic and
tactical decisions in all domains of the business: product design and development, marketing and
sales, human resources and employee relations, operations and production, management and
finance – with an overlay of corporate governance and strategic management. This course develops
skills in matching organizational capabilities with competitive opportunities to improve business
planning and performance. From the perspective of the general manager, emphasis is placed on
learning to take entrepreneurial and socially responsible approaches to analysing company options,
to formulating innovative wealth creating strategies, to implementing the strategies for optimal
performance, and to managing unintended consequences. For the completion of the course, like the
completion of an architectural construction, requires extensive teamwork as well as individual
effort.
 Specific 3 1.5 AOL CLO 1 CLO 2 CLO 3 CLO 4
assessment Credi Credit Instruments
methods t (*)
Quiz 10
Class 10
Participation
Peer Review 10
Performance 30 Business ✓ (7.5) ✓ (7.5) ✓ (7.5) ✓ (7.5)
Measures Performance
metrics
Evaluation
CompXM 40 Balance Score ✓ (20) ✓ (10) ✓ (10)
Pattern
Business Card & Board
Competency Queries
Exam
Total 100 50 27.5 17.5 17.5 7.5

*AOL Assessment Instruments:

 Embedded Questions: Quiz, Class Test, Midterm Examination, Final Examination
 Rubrics: Case & Article Discussion, Individual Assignment
Group Projects & Viva’s, Case Problem analysis, Oral and written
communication presentations, Role Play,
Group Presentation, Group Project etc.

Chapter detail Pedagogy adopted for class

Topics / Sub –topics / Article Reference / Case engagement
Sessions
Studies Learning Outcomes (LO)
session wise
 Strategy: Porter’s Capstone Team Member Online discussion on various aspects
Generic strategies Guide of Capstone simulation to get a bird's
 R&D: insights on Industry Reports – Round eye view before playing the game.
Product Life Cycle (PLC) 0 Capstone Courier
and the process of New Game tutorials and quiz
Product Development
(NPD) – Understand the
pros and cons of having
1 one or more products in
each product segment LO: Understand business decisions
are required to be taken
(irrespective of functional silos like
finance, marketing, production, HR
or R&D) and the long–term and
short–term implications

2  Finance: (a) How to Capstone Team Member Online discussion on various aspects
read the annual report Guide of Capstone simulation to get a bird's
(or the debrief report) Industry Reports – Round eye view before playing the game.
and apply the learnings 0 Capstone Courier
in the decisions taken Play Practice Round 1 of the game
in the next round. (b) and submit decisions
What decisions should
be taken when there is
an emergency loan; or
what should the teams
do in terms of cash in
 Chapter detail Pedagogy adopted for class
Topics / Sub –topics / Article Reference / Case engagement
Sessions
Studies Learning Outcomes (LO)
session wise
hand, etc. LO: Understand business decisions
 Production: how in real are required to be taken
world production is (irrespective of functional silos like
done, how managing finance, marketing, production, HR
the supply chain helps or R&D) and the long–term and
organizations to do short–term implications
better at reducing costs.
 Labour negotiations:
impact on business
 Marketing: different
forms communication,
how each
channel/platform has
an impact on the
budgeting and
forecasting

Financial Summary, Capstone Team Member Large group discussion – Industry

Production Information and Guide wise analysis of Round 1
Segment analysis– segment Internal Document on Breakout out room discussions with
buying criteria Capstone Courier each team about the decisions to be
Industry Report – taken for Round 2
Capstone Courier Round 1
Play Practice Round 2 submission at
3
11.30 pm

LO: Understand the specific

decisions made functional areas of
business and its implications on
managing the business

Human Resources – talent, Capstone Team Member Large group discussion – Industry
training and employees– Guide wise analysis of Round 2
relevance and implication Internal Document on Breakout out room discussions with
Capstone Courier each team about the decisions to be
Industry Report– Capstone taken for Round 3
Courier Round 2 Play Practice Round 3 submission at
4 11.30 pm

LO: Understand the specific

decisions made functional areas of
business and its implications on
managing the business

5 TQM – how to ensure quality Capstone Team Member Large group discussion – Industry
to manage customer Guide wise analysis of Round 3
satisfaction Internal Document on Breakout out room discussions with
Capstone Courier each team about the decisions to be
Industry Report– Capstone taken for Round 4
Courier Round 3 Play Practice Round 4 submission at
11.30 pm

Understand the specific decisions

 Chapter detail Pedagogy adopted for class
Topics / Sub –topics / Article Reference / Case engagement
Sessions
Studies Learning Outcomes (LO)
session wise
made in various functional areas of
business and its implications on
managing the business

TQM – effect on R&D, Capstone Team Member Large group discussion – Industry
Customer Survey Score Guide wise analysis of Round 4
Internal Document on Breakout out room discussions with
Capstone Courier each team about the decisions to be
Industry Report– Capstone taken for Round 5
Courier Round 4 Play Practice Round 5 submission at
11.30 pm
6
LO: Understand the specific
decisions made in various functional
areas of business and its
implications on managing the
business

Financial Summary, Capstone Team Member Large group discussion – Industry

Production Information and Guide wise analysis of Round 5
Segment analysis – specific Internal Document on Breakout out room discussions with
inputs on struggling teams Capstone Courier each team about the decisions to be
on emergency loans, Industry Report– Capstone taken for Round 6
inventory management, Courier Round 5 Play Practice Round 6 submission at
stock outs, forecasting 11.30 pm
7
LO: Understand the specific
decisions made in various functional
areas of business and its
implications on managing the
business

Financial Summary, Capstone Team Member Large group discussion – Industry

Production Information and Guide wise analysis of Round 6
Segment analysis – specific Internal Document on Breakout out room discussions with
inputs on struggling teams Capstone Courier each team about the decisions to be
Industry Report– Capstone taken for Round 7
Courier Round 6 Play Practice Round 7 submission at
11.30 pm
8
LO: Understand the specific
decisions made in various functional
areas of business and its
implications on managing the
business

9 Financial Summary, Capstone Team Member Large group discussion – Industry

Production Information and Guide wise analysis of Round 7
Segment analysis Internal Document on Breakout out room discussions with
Capstone Courier each team about the decisions to be
Industry Report– Capstone taken for Round 8
Courier Round 7 Play Practice Round 8 submission at
11.30 pm
 Chapter detail Pedagogy adopted for class
Topics / Sub –topics / Article Reference / Case engagement
Sessions
Studies Learning Outcomes (LO)
session wise

LO: Understand the specific

decisions made in various functional
areas of business and its
implications on managing the
business

Financial Summary, Capstone Team Member Large group discussion – Industry

Production Information and Guide wise analysis of Round 8
Segment analysis Internal Document on Teams sharing their experiences on
Capstone Courier running and managing their
Industry Report– Capstone business– success and perils, SWOT
Courier Round 8 of the game played by the team

Poll on general understanding of

10 various business functional areas
based on the simulation

LO: Understand the specific

decisions made in various functional
areas of business and its
implications on managing the
business
 Chapter detail Pedagogy adopted for class
Topics / Sub –topics / Article Reference / Case engagement
Sessions
Studies Learning Outcomes (LO)
session wise
 Strategy: Porter’s Capstone Team Member Online discussion on various aspects
Generic strategies Guide of Capstone simulation to get a bird's
 R&D: insights on Internal Document on eye view before playing the game.
Product Life Cycle Capstone Courier
(PLC) and the process Industry Reports – Round Breakout out room discussions with
of New Product 0 Capstone Courier each team about the decisions to be
Development (NPD) – taken for Round 1
Understand the pros
and cons of having one Play Competition Round 1 of the
or more products in game and submission at 11.30 pm
each product segment
 Finance: (a) How to
read the annual report
(or the debrief report) LO: Applying the understanding
and apply the learnings gained from the practice rounds to
in the decisions taken specific decisions in various
in the next round. (b) functional areas of business to make
What decisions should better decisions to manage the
be taken when there is business
11 an emergency loan; or
what should the teams
do in terms of cash in
hand, etc.
 Production: how in real
world production is
done, how managing
the supply chain helps
organizations to do
better at reducing costs.
 Labour negotiations:
impact on business
 Marketing: different
forms communication,
how each
channel/platform has
an impact on the
budgeting and
forecasting

12 Financial Summary, Capstone Team Member Large group discussion and debrief–
Production Information and Guide Industry wise analysis of Round 1
Segment analysis Internal Document on
Capstone Courier Breakout out room discussions with
Industry Reports – Round each team about the decisions to be
1 Capstone Courier taken for Round 2

Play Competition Round 2

submission at 11.30 pm

LO: Applying the understanding

gained from the competition Round
1 to specific decisions in various
functional areas of business to make
better decisions to manage the
 Chapter detail Pedagogy adopted for class
Topics / Sub –topics / Article Reference / Case engagement
Sessions
Studies Learning Outcomes (LO)
session wise
business
 Chapter detail Pedagogy adopted for class
Topics / Sub –topics / Article Reference / Case engagement
Sessions
Studies Learning Outcomes (LO)
session wise
Financial Summary, Capstone Team Member Large group debrief – Industry wise
Production Information and Guide analysis of Round 2
Segment analysis and Internal Document on
Module for the Round Capstone Courier Breakout out room discussions with
Industry Reports – Round each team about the decisions to be
2 Capstone Courier taken for Round 3. Support to
struggling teams

Play Competition Round 2

13
submission at 11.30 pm

LO: Applying the understanding

gained from the competition Round
2 to specific decisions in various
functional areas of business to make
better decisions to manage the
business

Financial Summary, Capstone Team Member Large group debrief – Industry wise
Production Information and Guide analysis of Round 3
Segment analysis and Module Internal Document on
for the Round Capstone Courier Breakout out room discussions with
Industry Reports – Round each team about the decisions to be
3 Capstone Courier taken for Round 4. Support to
struggling teams.
14
LO: Applying the understanding
gained from the competition Round
3 to specific decisions in various
functional areas of business to make
better decisions to manage the
business

Financial Summary, Capstone Team Member Large group debrief – Industry wise
Production Information and Guide analysis of Round 4
Segment analysis and Internal Document on
Module for the Round Capstone Courier Breakout out room discussions with
Industry Reports – Round each team about the decisions to be
4 Capstone Courier taken for Round 5. Support to
struggling teams.
15
LO: Applying the understanding
gained from the competition Round
4 to specific decisions in various
functional areas of business to make
better decisions to manage the
business

16 Financial Summary, Capstone Team Member Large group debrief – Industry wise
Production Information and Guide analysis of Round 5
Segment analysis and Internal Document on
Module for the Round Capstone Courier Breakout out room discussions with
Industry Reports – Round each team about the decisions to be
5 Capstone Courier taken for Round 6. Support to
 Chapter detail Pedagogy adopted for class
Topics / Sub –topics / Article Reference / Case engagement
Sessions
Studies Learning Outcomes (LO)
session wise
struggling teams.

LO: Applying the understanding

gained from the competition Round
5 to specific decisions in various
functional areas of business to make
better decisions to manage the
business
 Chapter detail Pedagogy adopted for class
Topics / Sub –topics / Article Reference / Case engagement
Sessions
Studies Learning Outcomes (LO)
session wise
Financial Summary, Capstone Team Member Large group debrief – Industry wise
Production Information and Guide analysis of Round 6
Segment analysis and Internal Document on
Module for the Round Capstone Courier Breakout out room discussions with
Industry Reports – Round each team about the decisions to be
6 Capstone Courier taken for Round 7. Support to
struggling teams.
17
LO: Applying the understanding
gained from the competition Round
5 to specific decisions in various
functional areas of business to make
better decisions to manage the
business
Financial Summary, Capstone Team Member Large group debrief – Industry wise
Production Information and Guide analysis of Round 7
Segment analysis and Internal Document on
Module for the Round Capstone Courier Breakout out room discussions with
Industry Reports – Round each team about the decisions to be
7 Capstone Courier taken for Round 8. Support to
struggling teams.
18
LO: Applying the understanding
gained from the competition Round
6 to specific decisions in various
functional areas of business to make
better decisions to manage the
business
Financial Summary, Capstone Team Member Large group debrief – Industry wise
Production Information and Guide analysis of Round 8
Segment analysis and Module Internal Document on
for the Round Capstone Courier LO: Applying the understanding
19 Industry Reports – Round gained from the competition Round
8 Capstone Courier 7 to specific decisions in various
functional areas of business to make
better decisions to manage the
business
Student Team Sharing Teams sharing their experiences on
running and managing their business
– success and perils, SWOT of the
game played by the team

Quiz on Capstone Business

Simulation
20
LO: Understand the specific
decisions made in various functional
areas of business and its
implications on managing the
business

Round
Date Round end time Comments
Played
 11-Jan-2022 (Tue) NA   Intro to the competition rounds, recap
14-Jan-2022 (Fri) 1 16-Jan-2022 (Sun) - 23:30:00  
18-Jan-2022 (Tue) 2 20-Jan-2022 (Thu) - 23:30:00  
21-Jan-2022 (Fri) 3 23-Jan-2022 (Sun) - 23:30:00  
25-Jan-2022 (Tue) 4 27-Jan-2022 (Thu) - 23:30:00  
04-Mar-2022 (Fri) 5 06-Mar-2022 (Sun) - 23:30:00  
08-Mar-2022 (Tue) 6 10-Mar-2022 (Thu) - 23:30:00  
11-Mar-2022 (Fri) 7 13-Mar-2022 (Sun) - 23:30:00  
15-Mar-2022 (Tue) 8 17-Mar-2022 (Thu) - 23:30:00  
19-Mar-2022 (Sat) NA   Ending (Final) Session for Competition rounds

Reading List
and Text book – NA
References
References:
(must be CAPSIM– www.capsim.com
comprehensiv
e and
complete with
all details.

Prepared by Faculty Team Area & Program chairpersons

S Mukherjee, H Kalro, S Mathur, S Mazumdar, V
Gadre, M Prasad, S Wats, A Bansal, H Gwalani, S
Roy

Approved by Associate Deans Approved by Dean SBM

Sticker for date of receipt and attachments, rubric and project guidelines