MERKIS is very realistic. It ensures the active participation of players and their involvement in the operation of the company by realistically depicting real-world conditions.

Physical operation and planning for the simulated company is combined with the theoretical part of the seminar to faciliate the acquiring of necessary knowledge and skills.

The power of MERKIS lies in the ability to test and apply the skills learned in one simulated "year" immediately - during the next simulated "year" of the game, thereby achieving an immediate learning effect. Suppose you could experience 6 years of living and decision making in  just 3 or 4 days?The participants do not have to wait until the end of the training in order to apply the skills in real life.

 

 

THEORY AND TRAINING

Classic training whereby the trainer transfers knowledge and skills directly to the students.

Theoretical issues conform to the general objectives of the training and may be changed from game to game.

Examples of course outlines:

  • MERKIS Strategy
  • MERKIS Finance
  • MERKIS Communication
  • MERKIS Team Building

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SELF-ANALYSIS CYCLE:

  • During the self-analysis cycle, the players analyze their personal behavior strategies
  • shown in the game, and change them if necessary.
  • As soon as the participants are ready, they receive fair feedback on these strategies
  • from the other team members.
  • The participants are given the chance to change their behavioral strategies by
  • setting individual behavioral goals to be achieved during the next year of the game

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GAME STRATEGY PLANNING MEETING

  • The players work out and introduce the following strategy elements of the company:
    Company values.
  • Mission statement of the company.
  • Corporate vision.
  • Long-term objectives of the company.
  • Plans for achieving objectives.
  • Sales and product strategies.
  • Production strategy.
  • New technology introduction strategy.
  • Strategy for optimizing logistics.
  • Human resource management strategy.
  • Long-term budget planning.
  • Investment planning.

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MEETING FOR PLANNING GAME TACTICS

  • The participants plan the tactical approach for the next year:
    Allocating roles.
  • Developing the next year’s budget.
  • Purchasing raw materials.
  • Creating design (doing cross-word puzzles).
  • Transportation.
  • Taking out loans.
  • Optimizing production.
  • Procuring equipment.
  • Balancing cash flow.
  • Tactics regarding competitors on the contracts market.
  • Government relations.
  • Miscellaneous.

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After having completed the round at the tactics assessment meeting, the team members evaluate the work done, and discuss how to improve their performance.

TYPICAL GAME ROUND (YEARS):

  • Receive product design specifications for new contracts.
  • Develop product design.
  • Procure raw materials and means of transportation.
  • Hand in financial statements for the previous year and show tax statements.
  • Purchase and install new equipment.
  • Commence production.
  • Negotiate with banks on loans.
  • Participate in bids for the next year's contracts.
  • Deliver finished products and receive payment.

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