The strategic KPI (Key Performance Indices) can be changed in a complex model (of which the users do not notice) by means of 92 projects. The impact of the projects is increased by the chosen corporate strategy, but wears off over time. The KPIs in turn influence the options for operational decisions. Example: The "Organize Trade Fairs" project increases the "Customer Acquisition" KPI and is reinforced by the "Customer Loyalty" strategy. If the KPI is in the green, a new regular customer can be won.
You will see the connection between strategy, measures and success. The teams experience that their company gets into trouble if no or the wrong projects are started.

When all teams have submitted their offers for the international tenders, the order is placed immediately and the market leaders for each market are identified. Since these then have some special rights, there is an exciting competition in which strategy and calculation are required.
You learn to calculate strategically and recognize the importance of the GP.

As with a haptic game, you decide visually. E.g. you see all your machines with the day and night shift. To allocate the machines, simply click on the corresponding layer.
BIZilliance is not a "black box", in which you first enter all the numbers and then the system displays the results according to an incomprehensible algorithm.

All teams are joint stock companies and can buy and sell shares from other teams or their own. The prices are determined according to the rules of a real stock exchange. The teams learn how prices are determined and shares are valued. The valuation can be made according to UGB or IFRS.
You will learn a lot about the formation of prices and learn to correctly value the securities or recognize the difference between UGB and IFRS.

In-depth business content is offered on numerous topics. On the other hand, the teams can answer questions during the game and thus collect knowledge points, which then form their own criterion in the ranking. Different jokers help to generate entertainment value here too. The relationship between knowledge and success in application can be analyzed.
Every customer can add their own multimedia questions about their company.

In addition to the usual key figures such as EBIT, cash flow or the common good, we have created additional key figures. The planning index says e.g. how well the team kept to its planning. The estimation index shows how well the team knows its own company. During the game, key figures are queried randomly, which the team has to estimate without documents.
This is to prevent a team from simply “clicking through” without having an idea of their own company.

The results of the 15 key figures are clearly arranged, sorted and sometimes compared graphically. Each team can analyze the detailed evaluations (balance sheets, P&L, key figures and partial cost accounting) of all other teams and draw conclusions from them. This awakens a sporting ambition that triggers a sustainable learning process.
This system is particularly suitable for a company-wide challenge.

The game management can follow the progress of the game online and comment on the integrated chat function, give tips or intervene during the game by changing parameters directly in the game and thus give it a new direction.
This has proven itself particularly well in the "Covid" weeks.

When the game is over, the game management can call up an automatic analysis of the game and a related competence-based assessment. The strengths and weaknesses of the individual teams are shown in detail. The game management can weight the individual competences (e.g. common good) differently and have them recalculated.
This feature helps the teachers with the assessment and administration.

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