MBA in a Box: The Gamebook

MBA IN A BOX
THEGAMEBOOK
PRACTICING WHILE PLAYING
Business, Strategy, Management,
Marketing and Negotiation
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1
1.
The Intergalactic Federation just finished the 11-Delta-X Entrepreneurship summit. As
members of the Federation are pouring out of the Headquarters, you can hear an excited
murmur. They are discussing a pale blue dot of a planet in the Orion Arm of the Milky Way
Galaxy. It has been voted the most suitable planet to launch a business venture. Earth.
Earth, with its constantly emerging business accelerators and crowdfunding campaigns. With
its mass quantities of inspired educated young people. With its engineering talent. Earth, your
home planet.
You were born there 29 years ago, and your name is Alex Field. As it also happens, you are the
main character here.
"I should go back" -- you think -- "I should go back, and build a legacy. Tari has been wanting to
return to Earth for a while now, ever since Ari was born."
"We can start something meaningful."
You go back to the Pale Blue Dot. Go to (2).
2.
America. The land of opportunities. You haven't been paying much attention to the doings and
happenings of the past 11 years, and coming home is a bit of a shock. Tari can't remember the
last time she saw you this wide-eyed.
The cab-ride to your new home is an endless stream of "Oohs!" and "Look at that's!". You know
it's no 11-Delta-X but considering what the state of things was when you left, this is
Ooh!worthy, no question there.
Your house is a New York City brownstone, tucked in tightly between two large concrete
buildings.
"These weren't there before", you think, looking at the enormous neighbors, "but, oh, man, do
I love the character contrast."
As you set your bags down, and put Ari to sleep, you start to itch to go out into the city; so
new, so buzzing, so full of opportunities. You yearn to drink from the fountain of inspiration
the Big Apple is.
The Big Apple. It would have been disastrous if you returned and the only cash you had with
you was 11-Delta-X currency. But you were smart when you were young. Remember the late
90’s, when the cryptocurrency hype was not even big? You sensed it coming. Or you were
incredibly lucky and unreasonably brave with your hard-earned 12,000 American dollars.
Returning the balls at a bowling alley was a lot of work, no, really! Regardless, investing the
money in BitCoin is paying off now. You have $2.7 million worth of pocket money (okay, starting
capital). Whew. Truly.

2
Tari is all ready to go, and snaps you out of reminiscence. You call in a sitter, and off you go.
Go to Times Square. Go to (37).
Go to Rockefeller Center. Go to (14).
3.
Bummer.
sparkl. moved on to creating other opportunities for themselves. In a month, you hear they
have merged with another competitor company.
'That's not a big deal' you think, 'it only goes to show they were desperate to cut costs, and
weren't stable on their own.'
But their results suggest otherwise. The new company is a lot stronger than Draxxon Glass is
and they have started switching some of your key accounts to themselves.
Oh no, one of your suppliers is also switching sides.
"They are working with higher volumes", the supplier representative shrugs you off.
Deduct 22 of Money and 7 of each Productivity, and Prestige.
Move on to 1. Should we take charge of more activities throughout the value chain? Go
to
(30).
Move on to 3. Should we switch suppliers to receive better quality products? Go to (84).
If you have exhausted all points on the agenda, and your business is water-related, move on
to (76); if it is jewelry, go to (142).
4.
You think your idea is a genuinely good one, but Tari wants to be a 100% certain you're not
making a flop with one of your first decisions.
'Yeah, that's about the same line of thinking I had, but do you want to call Geoff, he works as
a venture capitalist, and see if he's happy with the direction we're setting?'
Tari expects an answer.
'I don't see how that could hurt.' Go to (130).
'No, thanks, Tari, I don't want to ask your old friends for help at this stage -- we are still at
conception, we'll look childish.’ Go to (125).

3
5.
Paintings! Plants! Beanbag chair.
Projector and a canvas.
No console yet, but you're no Squarespace just yet. Their offices are cool, with a capital c.
Simone and the team are noticeably happier to call the office theirs, and energy levels are up.
Going for 8 hours strong no longer feels like a stretch.
You could have done this at the beginning and saved some cash, but better late than never!
Add 5 Productivity points, and deduct 19 Money points.
You officially did all the shopping any sensible (and not so sensible) manager could do in a day.
Move on.
Set up your website. Go to (40).
Set up the logistics. Go to (28).
If you've done all of that, and your business is water-related, continue the game on (31); if it
is jewelry, continue on (111).
6.
Draxxon Glass continues to grow as usual.
Deduct... no, of course not; there is no punishment for good decisions. Your relationship with
your suppliers becomes stronger and communication is improved. Efficiency increases, price
volatility is minimized, and everyone benefits. Ideas flow both ways and operations are
constantly improving.
Add 17 Money, 4 Productivity, and 2 Prestige points.
Move on to point 2. Should we merge with another start-up? Go to (67).
Move on to point 3. Should we switch suppliers to receive better quality products? Go
to
(84).
If you have exhausted all points on the agenda and your business is water-related, move on to
(76); if it is jewelry, go to (142).
7.

4
"Three for two means you never need to queue" reads the ad sparkl. released. It's everywhere
now: Spotify, Facebook, local TV, Instagram. It builds on the canon before/after contrast and
emphasizes the time you waste waiting around water dispensers. In split screen they show it
leads to not completing tasks on time and staying late hours, instead of being out with friends.
Their selling point is not saving money, it's saving time, and time is the real currency today.
Smart approach.
Your customers think so, too. Or should you say their customers.
Deduct 18 Money points, bow your head in shame for missing out a giant opportunity, and
continue to (93).
8.
Add 17 Money, and 4 Productivity; it’s nice to have someone to turn to.
'Alex, hi, what's up, spit it out', Geoff picks up, clearly delighted you called.
'Geoff, I need a Mentor. We're in the process of setting up the logistics and things are... Let's
say I have questions.' You spit it out.
'Yeah? No problem!', he sounds genuine. 'You need delivery organized, I assume. That's great.
The way I see it, you have two options: get a few massive vehicles and cover a lot of clients
quickly, or get smaller trucks and make more back-and-forths. Option two is considerably
cheaper. I am not a huge fan of complex schedules, but you're getting started. Efficiency and
price are big variables for you.'
'Exactly!', you agree enthusiastically.
You wait to see if Geoff will say more, but he's leaving you with the two options. Well, that at
least simplifies things.
What do you choose?
Three large commercial vans; the more expensive but also the BIGGER option.` If your
business is water, go to (50); if it is jewelry, go to (128).
Two smaller minivans; the cheaper option, and you can make up for the size in number of trips
made. If your business is water, go to (34); if it is jewelry, go to (119).
9.
‘Kh-kh.’ You hear a voice as if both inside your head, and outside. It’s a mighty, all-
encompassing sound. It reminds you of the voice of God, played by Morgan Freeman. Chills
run down your spine.
‘Water dispensers and cooling systems with a premium design, of premium quality, with a
premium audience (think Beyonce, and Elon Musk) are not a thing. Especially if they are sold

5
and marketed online. Not that these people do not go online, they just have the celebrity
internet, and on the celebrity internet there are no water service websites.
What you want to do cannot be done, Alex.
Game over.’
10.
You take the train into the city and get off at Penn Station. The second office is a block away.
It's missing the Brooklyn culture versatility but it makes up for it in Krispy Kreme shops, tall
glass buildings and a lot of foot traffic. This place is alive in a different way.
The premises are noticeably smaller than the Brooklyn office. But space is always scarce in the
city center, you knew that. But what they lack in space, they make up in character. Colourful
carpets, walls, floor to ceiling windows, airspace furniture.
Parking might be tricky, you think.
'I assume, what I see is what I get?', you ask, just to make sure.
'I'm afraid so. But if you would really like to have extra space, again, for storage', the agent
continues, 'and you can afford it, I am pretty sure we can figure out how to get there.'
'Yeah, thanks.'
You need to decide.
If you think the space in Brooklyn is the better investment, and your business is water-related,
go to (49); if it is jewelry, go to (126).
If you would like to make an offer for the Penn Station office, and your business is water-
related, go to (41); if it is jewelry, go to (122).
11.
a venture capitalist, and see if he's happy with the direction we're setting?' Tari expects an
answer.
'No, thanks, Tari, I don't feel comfortable asking your old friends for help -- we are still at
conception, we'll look pretty helpless, won't we.’ Go to (45).

6
12.
Miss Milch did not emit an air of trustworthiness, and she was the only one you could track
down from the database.
Deduct 2 Productivity from your resources.
You now need to set up the logistics yourself. Again, sitting down (you like sitting), holding a
pen to a piece of paper (you like pens and pieces of paper), you start to plan.
DRAXXON GLASS PROJECTED
Miles travelled per month: 10,000
Cost of travelling per mile: 73 cents
Clients serviced per month: 7,200
Clients serviced per vehicle: 2,400
Average distance between clients: 1.4 miles
'This makes sense', you think out loud to yourself, because you know a good manager is a good
communicator.’
'I just need to choose a truck model, make, size, and quantity.'
Easy.
What are you going to choose?
Three large commercial vans; the more expensive but also the BIGGER option. Go to (50).
Two minivans; the cheaper but more mobile, city-friendly option. You can make up for the size
in number of trips made. Go to (34).
13.
After a more in-depth investigation into the matter, your biggest rival, the analysis shows, is
bubl. A company that offers systems for DIY water carbonation. That doesn't really put a hand
on your client list. It looks like bubbl. is doing B2C even.
'Ah, I'll sleep soundly tonight'. Again with that Alex humor.
You didn't lose energy over a fictitious threat.
Add 16 Money and 3 Productivity points.
If you haven't been on (97), go to (97).

7
Go to (68).
14.
'Sometimes my choices truly are bizarre, aren't they?' you ask Tari, 'Why on Earth (haha, pun)
did I think Rockefeller Center won't be an informational overload. This won't do much to
stimulate our business idea stimulation I don't think...'
'Oh, come on now, don't be such a drama queen, Alex', Tari chuckles amused, 'I am sure we
can find at least one thing you'd like to do. Rockefeller. Center.' She spreads her arms. 'Just
close your eyes and point at something. You do it enough times and we're bound to find
something that strikes Your fancy,... Your Highness.'
'Hahaha, right. Leave our livelihood to chance, is that what you're offering?' You are not even
trying to hide the little sparkle in your eyes, you are having fun - this is absurd, but you're good
at absurd. 'Shall I do a little spin before pointing first, Tari, we might even knock the hat off a
completely unsuspecting tourist while we're at it!'
'Sure, sure. Need a hand to accelerate and make it worthwhile? Just point, Alex, go ahead, we
have a future to ridiculously select.'
You put a hand over your eyes, stretch out the other in an overly pronounced manner - 'What
a majestic pointer dog I've been living with!' Tari retorts, and gives you a spin.
No accidents - not a single eye poked out, or a cheek bruised.
'So? What am I pointing at?'
'Check for yourself...'
You peek through your fingers and laugh aloud, half-sarcastically.
'A water dispenser? Really? And I did that all by myself? How opportune!', you tease.
'Destiny works in mysterious ways, Alex, don't go on making unjust assumptions, now...', Tari
laughs.
You frown a little. All in good tone, but is Tari really taking this so lightly? You can't just jump
into a random business idea -- and you don't really have an idea at all, do you? What are you
going to do, start selling water, no. Not water. Water services. You can try to distribute water,
and install water dispensers. You can do that online, too, you realise... 'We can set up an e-
commerce store for water dispensers and coolers.', it strikes you. Not as glamorous as selling
Aston Martins, but a solid idea.
Consider in all seriousness to set up an e-commerce site for water dispensers and coolers.
Go to (21).
This is just not serious enough, continue thinking. Go to (137).

8
15.
Integrating production into your value chain is a near-impossible task, as you soon understand.
You need facilities, man power, a small-factory space.
'Even if the value of bitcoin had increased a thousand-fold, we would still be scrambling for
investors...', you say after doing mental exercises trying to conceive how an integration would
work out.
You wish you hadn't invested the time to entertain the idea.
Deduct 17 Money and 4 Productivity points.
Move on to point 3. Should we switch suppliers to receive better quality products? Go
to
(84).
If you have exhausted all points on the agenda, and your business is water-related, move on to
16.
"New day, new luck", you think as you try to figure out how you're going to come up with the
resources to back your Cost-Leadership Water Business. At least, when you think about it
(every waking hour, that is), the decision to not try for a premium product seems better and
better in your mind. With a cheap, solid product you can appeal to the prudent customer, and
there are many of those, which also means you can sell large quantities. You’d need to, if you’re
in the quantity over quality track.
Something else creeps in the back of your consciousness though. Your Cost-Leadership Water
Business, the brilliant idea you came up with all by yourself, doesn’t have a name yet. Rookie
move. You’d call yourself a n00b but that level of harshness is better left for worst times.
You sit yourself down at the kitchen stool, Ari on your knee, playing with a xylophone. Not
distracting, at all; you are calm, you are focused. And you try to think hard about the name of
your company. You need to buy the domain too.
You realise you're stuck, you can't come up with anything with a nice ring to it. You put Ari in
her personal (overpriced) seat, pick up a pen and a piece of paper, and start trying out names.
Let’s break the fourth wall for a minute, shall we? The reader, also, is kindly asked to do the
same, unless they have already found the perfect name for their company. Feel free to try out
dropping a pot and getting inspired by the sounds that come off it. Go for onomatopoeia if you
need more inspiration. Once you have created your name, write it down at the top of the Score
Sheet.

9
Draxxon Glass is what you came up with. Not excellent SEO but you'll think your way around
this.
The door of your NYC brownstone opens and Tari storms in.
'What kind of company has a walk-in office with samples and all, and only sells Business to
Business only?!', she starts, clearly upset. 'Sorry, Alex, I'll explain… Okay, I took a walk
downtown to look for an office chair for you. You know, so you can set up a home office for
now', and I found a beautiful ergonomic one, with an adaptable exoskeleton, and asked for the
price. Apparently I didn’t look like a company-owner to them, because I was told "I am sorry,
Miss, we only sell B2B. Private citizens can find this model online" Great.'
'Uh, that's okay, though, we'll be a B soon. By the way, we're called Draxxon Glass, isn't it
awesome?', again, the excitement hit.
'Yes, yes, it's great, Alex. What are we going to do by the way? Are we servicing private
individuals, families, and so on, or do you want to cater to corporate clientele. Are we B2B or
B2C?' Awesome. Tari matches your speed and is all fired up.
'I was thinking B2B customers with more than 50 employees, and if we have to do private
individuals, then a small portion of our business can be retail customers.’ Go to (4).
'I was thinking we focus on retail customers who have a high net worth, and then as big bonus
revenue, cater to some B2B customers with more than 50 employees.’ Go to (11).
17.
*Click.*
*Click!*
*Clickclickclick!*
Two to five business days later...
The delivery truck is getting closer and closer, there is nowhere to park but that's okay -- you
will be quick anyways. Choosing the equipment was the toughest part.
'I'm glad the heavy-lifting is all done', you say as workers are getting the ping-pong table in the
office. They give you a nasty look.
Everyone around the office is too happy to notice. They are setting up their iMacs, and trying
out the large community-work wooden desk in the middle of the room.
These will be the coolest working premises ever. Google excluded.
Add 3 Productivity, and deduct 17 Money points.
And... you have officially done all the shopping any sensible (and not so sensible) manager can
do in a day. Time to move on.

10
Set up your website. Go to (40).
Set up the logistics. Go to (28).
If you've done all of that, and your business is water-related, continue the game on (31); if it is
jewelry, continue on (111).
18.
a venture capitalist, and see if he's happy with the direction we're setting?' Tari expects an
answer.
19.
Things change fast after Sylvia starts. It's like you've hired an office communication guru. The
dynamic in the office is fast, positive, and conversation between employees increases. She
introduces an open-minded office politics, which you've always wanted.
And she's a fast learner. Whatever she was lacking in industry know-how, she is picking up the
specifics faster than Garfield finds lasagne.
Your clients are also pleased, which is not surprising. Sylvia caters to each relationship as if it’s
entirely personal for her, and everyone feels important.
Authenticity and empathy is key. The new acquisitions are on a paved path to loyalty, which
for Draxxon Glass is entirely the right thing to happen.
Add 18 Money and 4 Productivity points, and give yourself a pat on the back. What a superstar
you are!
Things are finally on the rise. If your business is water, continue to (32); if it is jewelry, go to
(110).
20.
Add 3 Productivity and deduct 17 Money points.

11
Stevie's handshake is firm and reassuring. You're glad she's on board.
You give her the projected figures and goals for the year to come, hoping she'd get you there,
and you let her work for some time.
She calls you the next day and offers you the reigns for the following decision. You need to
select the type of vehicles you think will suit your business best. You have two options: large
vehicles, which are more expensive but save time; and smaller vehicles, which are cheaper but
more mobile for the city.
What do you choose?
Three large commercial vans; the more expensive but also the BIGGER option. Go to (50).
Two smaller minivans; the cheaper and you can make up for the size in number of trips made.
Go to (34).
21.
'Okay, Tari, I have seen our future', you say, trying to put on an air of mystery (and failing), 'You
ready?' We're going to set up an e-commerce website selling water cooling systems and
dispensers. Ta-daa!... What do you think?', you ask, hopeful, 'I know it's not like being in
business with the Queen of England, but maybe', you wink at Tari, 'if we try hard enough, we
can sell to the Royal family one day...'
On the drive home Tari explains she wasn't entirely serious when she suggested you try out
her rigorously tested Future-Selection-Methodology™.
'Setting things in motion from a position of a complete stand-still is not easy. Not that there is
anything wrong with the idea to set a foot in the water business door, that's not what I'm
saying, Alex, but are we maybe being a pinch too hasty?'
You're not being too hasty. The business of distributing water has been in steady growth for
the last five years. The market is not bare, there are already companies competing. And if you
had done some research before jumping to conclusions (granted, good conclusions), some
companies are already a step ahead of others... They are building apps to make it easy for

12
customers to use their services, they are putting themselves a click away. Everyone can order
online now, both companies and consumers alike.
And that's baby talk. If you think about the numbers, things become real grown-up real fast.
The overall water distribution market grows by more than 10% annually. In the US, the market
value is $73 billion per year and is expected to double in size by 2022. Granted, 80% of
customers are corporates who need a fast and efficient service and are typically purchasing
significant quantities of the product, but the concept is more than promising.
I am doing this, you think, somewhat stubbornly. You can be laser-focused and as obstinate as
a mule when an idea strikes you. Nonetheless, as later the same week, you learn all of what
you just read, you discuss it with Tari. She's completely on board. That's all you needed to hear.
There would have been no point in pursuing a venture if she wasn't happy with it. There are
even a couple of things you want to run by her as we speak.
'Tari, this may seem like a silly question... and I think I know the answer, but I would like to hear
what you have to say. If we were to set the gears of this thing in motion, are we selling
affordable stuff or 5th Ave products? Obviously, not diamond-encrusted coolers, but... you
know what I mean.'
'Eh, not sure what the right answer is, Alex.', Tari says slowly, forehead wrinkling. 'Like, are we
talking homemade-quality cheap products, or still good products, just not the best? And are
we talking the iPhone logo on a water dispenser, or just an excellent design, material quality,
utility? "The water cooler that can keep your house safe and raise your kids" kind of thing?'
'Yeah, kind of like that.'
Tari hadn't said anything that special, yet somehow you knew what the best course of action
is.
You are going to disrupt the status quo and create an extraordinary product. Go to (9).
You are going to create a product more on the down-low, but it will be a value-for-money
concept. Go to (16).
22.
'Will this agony never end.', you whisper to yourself because over-dramatizing daily activities
is fun. You're trying to figure out how to spend your resources and fill up all that office space
you secured.
You went online. You clicked around. You should have been done by now. But the internet is
vast and full of options. And the decision-maker doesn't like options. They don't enjoy choice.
It makes easy decisions difficult. You know how it goes, the more options, the less optimal the
decision (more or less).
Stuck on the internet, in the bare office, there is nothing else for you to do but to select the
damned thing.

13
Generally, there are two ways to go: cheaper, and not. You know your priorities, roll the dice.
‘Come on. Any set of computers and keyboards will get the job done.’ Go to (106).
‘But I also want to feel like I've created something cool! And a ping-pong table. And a TV.’
Go to (17).
23.
You've been working from home for some time now, three weeks to be exact. Your back isn't
too happy, your family isn't thrilled either, and your mind is buzzing. Now that you have a more
concrete idea about your business, it's high time you picked out a proper office space.
You are taking a couple of hours outside of the house, in part to clear your head, in part to
meet with a real estate agent. You. Need. An. Office.
You just got off the train somewhere in Brooklyn, and you’re entering a possible space, called
Studio Square.
It's spacious and you have the option to rent out more facilities.
'This is lovely, a bit too far from the city, maybe', you say to the agent.
'Yes, it’s nice, isn’t it? We're getting a lot of interest for this one’, the agent says. ‘It's also brand
new, you'd be the first tenants. Yes, you can say it's remote but there are trains wishy-
whooshing every minute, connecting you to all of New York City. If commuting isn't a problem,
that'd be your best value for money', he concludes.
'Yeah, I suppose it would be. And how much extra space can I rent again? You mentioned
something over the phone.'
'About 2000 sq ft. For storing purposes, though', he replies.
'Right.'
This is a nice place. What do you do?
'Alright, this is a nice place, and I don't think it makes sense to spend more of my time on this.
I like the space, and the perks. I'm making an offer.' If your business is water-related, go to
'Okay, I'll keep this in mind, but you mentioned you have something more central, as well.
Different price range, if I recall, but let's go and have a look. I will decide after.' Go to (10).
24.
Rigorous training! Day and night situation simulations! Constant drills.
Your colleagues are happy this is not how you are preparing.

14
What you do instead is intensive market research. You find out the what-if's, and how-to's of
various possible situations. You strengthen your social media presence.
You are untouchable, and just on time! New companies are poking around trying to enter the
market, and they are using low prices as their selling point.
You proceed to making it more difficult for a new company to establish itself as a rival on
*your* territory.
Add 18 points for Money, and 2 for each Productivity and Prestige.
But you want to make it even more difficult for rivals to enter. Careful military grade
strategizing has left you with two viable options.
Invest in marketing and decrease prices. Go to (64).
Focus on setting up long term contracts with clients and create switching costs. Go
to
(47).
25.
'Okay, Tari, I have seen our future', you say, trying to put on an air of mystery (and failing), 'You
ready?' We're going to set up an e-commerce website selling fine jewelry. Ta-daa!... What do
you think?', you ask, hopeful, 'I know, it sounds like we're going to start rubbing shoulders with
the Trumps and whatnot, but it's not really like that. We might need to have the occasional tea
with Her Majesty the Queen, but, yeah... What do you think, what do you think?'
Tari thinks for a while, inhales..., and begins talking.
On the drive home she explains she wasn't entirely serious when she suggested you try out her
rigorously tested Future-Selection-Methodology™.
'Setting things in motion from a position of a complete stand-still is not easy. Not that there is
anything wrong with the idea to set a foot in the jewelry business door, that's not what I'm
saying, Alex, but are we maybe being a pinch too hasty?'
You're not being too hasty. The jewelry business is in its own a $70 bln industry, and it’s just
now beginning to take shape through online sales. Why? Because customers are becoming
increasingly comfortable with buying fine jewels online.
Companies that have been online since the beginning of the shift to e-commerce are now
experiencing an abrupt growth (something along the lines of 20%-30% per year for the past 5
years). On the other hand, competition isn't fierce at the moment because the public is still
doing its baby steps toward buying items of significance online. But the industry is getting
there. At the end of the day, e-commerce jewelry is a promising concept.
I am doing this, you think, somewhat stubbornly. You can be laser-focused and as obstinate as
a mule when an idea strikes you. Nonetheless, as later the same week, you learn all of what

15
you just read, you discuss it with Tari. She's completely on board. That's all you needed to hear.
There would have been no point in pursuing a venture if she wasn't happy with it. There are
even a couple of things you want to run by her as we speak.
'Tari, this may seem like a silly question... and I think I know the answer, but I would like to hear
what you have to say. If we were to set the gears of this thing in motion, are we selling more
affordable stuff or 5th Ave products? And when I say affordable, obviously, we're not talking
about Etsy-type playthings, but... you know what I mean.'
'Eh, not sure what the right answer is here, Alex', Tari says slowly, forehead wrinkling. 'Like, are
we talking handmade-quality products, or still good products, just not the best? And are we
talking imported precious metals, designer-made, highest quality? "The accessory that can get
the attention of Tony Stark" kind of thing?'
'Yeah, kind of like that.'
Tari hadn't said anything that special, yet somehow you knew what the best course of action
is.
You are going to keep to the status quo and create an exquisite and expensive product.
Go to (109).
You are going to create a low-cost product and challenge the industry with a value-for money
concept. Go to (116).
26.
Surprise!
Not selecting a sales manager makes you lag behind on your projected figures for, well,
everything.
At least you're thorough.
Deduct 3 Productivity points, and try to focus. Your next move is crucial.
Hire Kevin. Go to (52).
Hire Sylvia. Go to (19).
Hire both. Go to (62).
27.
Thomas needs a lot of training, a lot. His experience, although considerable, is far from what
Draxxon Glass is looking for. He is more on the business end of things, and you need a quant
savvy analyst.

16
Deduct 3 Productivity points.
Go to (94).
28.
You're finally about to do some real work. You pick up the phone and dial a secret number.
If Geoff told you he’s at your service for brainstorming, go to (8).
If he hasn’t, go to (48).
29.
As soon as you call a team meeting and brief everyone on the decisions you have made, you
get some helpful feedback.
'Guys, we can try and shoot for the stars', Simone begins, 'but we'd need a lot more human
resources to do what you want us to do. As we are, right now, I don't think this is achievable.'
'Right. Good point. Thanks', you say. 'What else?'
'Simone says we're shooting for the stars here, but unless she means we're going to get on a
rocket and fly in any given direction, I am not sure what exactly we're trying to achieve here',
says Ben. 'Grow revenues and EBIPTA. How are we doing it exactly, it's not very clear. Valid.
We should have specified we're growing due to sales, especially on the US market,' you say.
There's not much else wrong with the goals, it turns out, but even as is, a lot of revising needs
to be done until they become... smart.
What are you waiting for, carry on, carry on...
If your business is water, go to (100) or (105); your choice. If your business is jewelry, go to
(152) or (105); your choice.
30.
'Right now, we oversee the following aspects of our value chain', begins Simone. 'The
movement of inventory from suppliers to us. Movement of our product from us to the end
customer. Internal operations. Marketing and sales. And post-purchase services.'
'Right now,' she emphasizes again, 'as things are stacking up, a substantial part of our resources
goes into the direction of moving inventory from supplier to ourselves. The natural path of
succession in a business is to start expanding its operations when it becomes stable enough
and generates revenue.' Simone lays out the problem.

17
'One path to expansion is to try and circumvent suppliers altogether, and take control of
product assembly ourselves. We can consider acquiring a supplier, but we can also set up a
production site ourselves.'
'Alex, what do you think?' she asks you.
'There is merit to the idea. We are too tiny to acquire a supplier ourselves but we can begin
producing from near-raw materials. We can at least try.’ Go to (15).
'Setting up a production site ourselves is almost impossible. We will need to massively expand
to be on top of the work we will create for ourselves. We cannot do that.’ Go to (6).
31.
Finally. You are out for a light lunch with pleasant company. You did good work, you set up
your basics, and are now taking a step back. You're taking a tiny step-back however, because
if up-and-coming businessmen enjoy a meal for too long, they end up becoming the meal.
Competition is fierce, you remind yourself. It is known.
Lucky for you, the person you're having lunch with is both pleasant company and potentially
good for Draxxon Glass.
Kevin Mascotte is a prospective client acquisition manager. As a start-up, you need to carefully
consider who will be the person heading your sales division. They must be superheroes at
coordinating and managing personnel, at contacting and acquiring new clients.
Kevin is an interesting candidate.
'You've seen my resume and you know my story, but I can't stress this enough: I have worked
in water distribution for the past 8 years, climbing the corporate ladder. That said, I know the
industry inside and out, from the bottom to the top, more, not less.' he says assertively.
'I have the technical know-how, and my recommendations, as you will find, are impeccable',
he continues.
'My client portfolio at ITT is impressive, and I have a sustained relationship with 15% of the
customers.'
'Interesting, these numbers do suggest your grasp of the industry is firm', you remark.
Kevin gives you a meaningful look.
'It is.'
Alright, you think, he is not the most charismatic person I can bring on board... Confident, yes,
skilled, absolutely. But has some definite drawbacks. Then again, don't we all? (Nope, you
mentally reprise yourself, I am excellent.)
As lunch draws to an end, you have formed a plan of action.

18
But before you execute, you are on your way to meet the second promising candidate you
singled out.
Sylvia Brodie. She is a champion at being charming and easy-going. Absolutely phenomenal
conversationalist. Talking to her feels like an adventure. Exact opposite of what reading out
your own thoughts must feel like.
You learn that she is a dog person. You aren't that much, but listening to her talk about her
Buddy makes you want to adopt a dog this very instant. She isn't magical, is she, you ask
yourself suspiciously. If not, she must be a Jedi Master at Soft Skills. If she also had the technical
know-how Kevin does, the choice would be a no-brainer.
Unfortunately, she doesn't. But although a client acquisition manager needs to have some
industry-specific knowledge, her work experience is impressive enough to make you disregard
the gap. Maybe. You haven't decided yet.
You weigh your options and go for what you believe is the least wrong choice.
You call Kevin and say you're happy with what you have heard so far and would like to formally
invite him on board. Go to (52).
You call Sylvia and ask her if she can start Monday. Go to (19).
You don't like either enough to bring them on board just now. Look for the superhero you set
out to find. Go to (26).
Sylvia and Kevin complement each other in exactly the right way, like two pieces of a two-
piece puzzle. Make an offer to both. Go to (62).
32.
With a team all ready to go, and all the essential members present, you call in the first official
Board of Directors meeting. Fine. You don't *really* have a board of directors, but you have
bright and skilled employees and advisors, and that's who you want to discuss the future of
Draxxon Glass with.
'Thanks for coming, everyone', you say as if they had a choice, or did any actual coming: the
meeting place is your office.
'I would just like to run a few things by you', you begin. 'I know we, as a company, are still
happening, but we must address the growing concern I at least have about the presence of
other companies in the market. We are the new entrants; naturally, there are competitor firms
out there, but my question is this: What is our stance in the current situation?', you ask and
wait for a shower of responses.
You do not get your shower.
What you do get, however, is a calm and structured response from Simone.
'Alex, if I may? Okay. We are in the business of making profit, right?' Simone begins.

19
'Technically, we are in the business of distributing water, but carry on', you couldn't help
yourself.
'Right. Yes. We are in the business of distributing water, and we are working hard towards
creating revenue and generating profit. That said, a focus on market share seems to be the
logical approach to take ourselves to the target faster.'
'That certainly is one way to look at it', you say. 'Any other opinions, musings, thoughts,
anyone?'
'Simone has a point, Alex, for sure... thanks, by the way for jumpstarting the discussion', your
sales manager takes the floor, 'but we can look at it from a different angle. We are the new
fish in the sea, and there are plenty of other fish here as well, but there is also plenty of sea to
go around. Does that make sense?' they ask.
'Sure', you agree. 'Valid points, both of you, thanks.'
'Okay, now, to tell you what I think. I believe the best course of action for Draxxon Glass is to...
... start competitively winning market share as soon as possible.' Go to (42)
... remain on target and provide the service we're providing as we are doing right now; we will
grow just as the rest of the market grows.' Go to (73).
33.
a venture capitalist, and see if he's happy with the direction we're setting?'
Tari expects an answer.
34.
You make the calls, you acquire the vans, and you breathe a sigh of relief.
'Good old boy, you, well done on not being Sally the Spender! We will schedule more tightly
and it'll all be sorted', you say to yourself in the mirror. Managers, too, need pampering.
You first orders start coming in – the website is still not running at full speed but you are
tentatively trying out things. Your customer line is somehow always busy now and clients are

20
asking about their delayed deliveries. You deliver in bulk, this is the core idea of your business,
and they do not understand why this is happening.
Deduct 3 Productivity, 3 Prestige, and 17 Money points.
Your budget for vehicles is almost exhausted and you cannot afford to buy bigger trucks. Or
more of the smaller ones.
Bummer!
Now what?
There is only one thing left to do: improve your scheduling and update your website to gain
the clients’ favor. Go to (40).
Improve your scheduling and Oh! Look at this, your office is still completely bare and not work-
friendly! To do anything else, you need to have the equipment! Go to (22).
If you've done all of that, continue the game on (31).
35.
Cathleen is competent and, more importantly, she is looking for a new challenge. She’s super
happy you selected her that she’s eager to put in extra work to prove herself! Win-win, you
shrug it off as if it’s no big deal. Smug liar.
Add 18 points to Money and 3 to Productivity.
Go to (94).
36.
'bubbl. team, meat Draxxon Glass team, Draxxon Glass team, meet bubbl. team', you introduce
the teams in a fatherly manner.
Now you have more human resources to run your projects, but your financial resources are in
a dismal state.
Deduct 26 Money points for almost driving your company into the treacherous rocks near
bankruptcy island.
Deduct 4 Prestige points, too, because someone leaked information about the bold
entrepreneurial approach you have to local financial news publishers and they had a field day
analysing your newest move.
It's never boring in the business world, you think as you accept your faith.
If you haven't been to 57, go to (57).
Otherwise, if your business is water-related, go to (81); if it is jewelry, go to (145).

21
37.
'Sometimes my choices truly are bizarre, aren't they?' you ask Tari, 'Why on Earth (pun) did I
think Times Square won't be an informational overload. This won't do much to stimulate our
business idea stimulation, I don't think...'
'Oh, come on now, don't be such a drama queen, Alex', Tari chuckles, amused, 'I am sure we
can find at least one thing you'd like to do. Times. Square.' She spreads her arms, 'Just close
your eyes and point at something. You do it enough times and we're bound to find something
that strikes Your fancy,... Your Highness.'
'Hahaha, right. Leave our livelihood to chance, is that what you're offering?' you are not even
trying to hide the little sparkle in your eyes, you are having fun - this is absurd, but you're good
at absurd. 'Shall I do a little spin before pointing first, Tari, we might even knock the hat off a
completely unsuspecting tourist while we're at it!'
'Sure, sure. Need a hand to accelerate and make it worthwhile? Just point, Alex, go ahead, we
have a future to ridiculously select.'
You put a hand over your eyes, stretch out the other in an overly pronounced manner - 'What
a majestic pointer dog I've been living with!' Tari retorts, and gives you a spin. No accidents -
not a single eye poked out, or a cheek bruised.
'So? What am I pointing at?'
'Check for yourself...'
You peek through your fingers and laugh aloud.
'A jewelry store? Really? And I did that all by myself? How opportune!' you tease.
'Destiny works in mysterious ways, Alex, don't go on making unjust assumptions, now...', Tari
laughs.
You frown a little. All in good tone, but is Tari really taking this so lightly? You can't, really, you
cannot, just jump into a business idea. You can't open up a jewelry store on 5th Avenue. Are
you going to be selling jewelry onli-... 'We can sell jewelry online!’ it strikes you.
Consider in all seriousness to set up an online jewelry store. Go to (25).
This is just not serious enough, continue thinking. Go to (114).
38.
'Hello?' You pick up the phone. It's Hay Lin, one of your larger stakeholders.
'Alex, would you please shed some light on what's happening with Draxxon Glass. You're
running ads with promoters who offer largely discounted goods. Your Instagram efforts,
Snapchat, Facebook presence, they are all catastrophically compromised.'

22
'Hay Lin. I realise how this looks. There are new players trying to enter the market and we are
setting the...', you start.
'You are setting nothing.' Hay Lin interrupts. 'Money is going down the drain, and its going fast.
Your brand is not premium anymore, your demographic is drastically changing', she says,
dismally. 'We are pulling out. I thought I owed you the courtesy of telling you personally.
Something you should have done before tightening the noose on Draxxon Glass.'
'Hay L-'
The line disconnects.
You sense it in your bones. Game over.
39.
Guess where you just were!
The Social Media Marketing World convention is just dismantling, and, yes, you were at it. This
event, organised by Social Media Examiner, is the largest social media marketing conference
with 100+ of the world’s top social media professionals including top Facebook Marketing
Expert, Mari Smith and Former Chief Evangelist of Apple, Guy Kawasaki.
You are exhilarated and the insights you got were inspiring beyond your wildest expectations.
This is why you came back! This Spirit that drives small and large business owners. Amazing.
You need to do a marketing campaign, and you know exactly what to do, given where your
business and clients are.
You are going to hire a testimonial and run a high profile marketing campaign. Go to (54)
You will prepare a series of informational spots explaining the advantages of ordering water
online (time saving, cheaper, on time, easier to coordinate, mistake-free). Go to (66).
40.
Your office window is open and you are enjoying a light breeze of air. Granted, not clean fresh
air, but air nonetheless. An odd-looking raven is flying towards your window and perches on
the sill. Queer. It stretches out a leg and you notice a scroll tied niftily to it.
Even queerer.
You remove the scroll, unscathed by the local fauna, and read:
Create the darn website already. Nobody can find you!
Oh-kay!, you think. I will create the darn website.
You jot down a quick note in response:

23
On it.
And you set out on another web adventure.
There are thousands of designs and templates you can use, but you want a customized website.
Having arranged a meeting with two web designer teams, you rush out the door.
Meet with Paola. Go to (56).
Meet with Janine. Go to (77).
41.
As you're paying the driver of the moving truck, you can't help but think you've made a
wonderful decision. You might not be looking at the rear end of a charging bull, but you're still
very central. The ready-available 2000 sq ft are going to be something you miss but you're
happy here. And you're sure your employees will be too.
Two meetings later you start to question your judgement. Even your potential business clients
and partners are surprised by where you're based.
'For a cost-leadership company distributing water commodities and needing plenty of room,
this truly is a curious office decision', Geoff remarked.
Deduct 19 Money points, and 3 points from both Productivity and Prestige.
But what's done is done.
Now, you have other things to consider.
For example, your office is still bare. Go to (22).
You also have a ton of logistics decisions to make. You need to start prioritizing. Go to (28).
Speaking of, there might be nothing more important than building the right web platform to
showcase your business and gain the attention of clients. Go to (40).
42.
Three hours later.
The entire office gets an aggressive make-over. Paint strokes on your cheeks, and fierce looks
in your eyes. You are going to war over market share.
Of course, this requires re-focusing, and re-allocation of resources and energy. Done and done.
You do not do things half-decent.

24
You do them twice as decent. Besides, your game-changing strategy just became palpable. The
company leasing you your office space has agreed to provide you with the data of previous and
prospective clients. In exchange for a certain commission. These are all small companies, and,
surely, in desperate need of new water dispensers and cooling systems.
***
*Tinkle-tin-tin*
‘Hi, sorry to bother you, but do you have a glass of water by any chance?' you ask the young
man who just opened the door to a bare office to you.
'Uh, yeah, sure, is tap okay?', he replies.
'I suppose. Wait, you don't have a dispenser? In NYC?', you press on. 'We just relocated into
the neighborhood, I'm sure you can tell, things are all up in the air still. We have a provider but
haven't set things up yet' he retorts, no trace of apology in his voice.
'Oh, cool, cool...' you say and you proceed to making a sales pitch.
That's your new secret weapon. You are not just openly competing for market share, you are
actively stealing clients from your competitors, and the whole team is on it.
As the weeks pass and your sales plateau, you re-evaluate. The strategy led to a disastrous loss
of focus. Your energy and resources should have been better spent, not over a futile effort to
steal clients away from other companies, while the industry is still growing. Besides, people
don't like being cold-called, especially when they have an alternative. Draxxon Glass starts
losing a lot more than it’s gaining.
Deduct 17 points of Money and 2 of Prestige.
Next time, trust your managers. Plenty of sea for all fish; plenty of pie to go around.
Now, reshuffle your cards and draw again. Where are you going to next?
Blind man’s choice #1. Go to (78).
Blind man’s choice #2. Go to (97).
43.
An acquisition is a bad idea when you are a start-up. A merger is... different. But it is almost no
surprise that the aftermath of your meeting with Jericha is terrrfic! The new company, your
two entities combined, is much better equipped to survive the severe weather conditions in a
growing market. Size matters, it turns out.
In addition, a ton of synergies happen: you get access to new clients; suppliers are increasingly
interested in working with you because you now deal with larger volumes; your marketing
budget is heftier, too, which means you reach both further and wider.

25
There is nothing else for you to do except add mighty 22 points to your Money and 7 points to
Prestige, and Productivity. Not a bad fate.
Move on to 1. Should we take charge of more activities throughout the value chain? Go to
(30).
Move on to 3. Should we switch suppliers to receive better quality products? Go to (84).
If you have exhausted all points on the agenda, and your business is water-related, move on
to (76); if it is jewelry, go to (142).
44.
The storage space is full to the brim. The resources you spent to secure full product availability
almost exhausted the allocated budget. In the end of the day, you are a Certified Spender.
Besides, there is something hyper satisfying about selecting a product and seeing the "Add to
basket" button. No, no, no. It's satisfying to see it on *all* the products.
As the weeks roll out, orders become hectic. You are generating backlog. Paradoxically, not
because you don't have products in store, which is the canonical reason for a backlog, but
because you do not have the human resources to grow your operations accordingly. In fact,
increase in inventory and stimulating customer purchasing drive are both creating chaos in the
headquarters, and nobody is happy.
Your colleagues are beginning to look like they're plotting a riot.
Remind everyone they offered to work harder. This is a mutual effort and everyone must play
their part. Be the iron hand in a velvet glove you’ve always known you are. Go to (63).
Hire new people as quickly as possible. Apparently doing it by yourself is a stretch.Go to (55).
Acquire bubbl. Their human resources become our human resources, with the added benefit
of their revenue becoming our revenue. Go to (36).
This is temporary, we'll be fine. It's part of the game, we must keep playing.
45.
'Your loss', Tari shrugs, but you have a deep conviction you are right.

26
You prepare a business plan, P&L projections, the whole shebang, and resume your search for
investors. People seem to like the idea, but nobody is willing to commit. Why? Do they know
something you don't?
You bet they do. There are a thousand reasons (at least 3) a retail business fails, and a B2B is a
much better investment. Your line of business will benefit immensely from predictability and
servicing the same clients continuously. Not to mention that going into B2B almost
automatically equals selling large amounts of whatever product you choose to market.
Give up the search and GAME OVER.
Admit your initial judgement may have been wrong, and go back to (16) to make the better
choice.
46.
'Ed, you have a minute?'
Edward's been working at Draxxon Glass for three months. His work is impeccable. His work
ethic, too.
'Just wanted to check in. Benefits of a small office, you know?' you say.
'Yeah, I'm alright, not that much to do this week. A slow month, isn't it?' he replies.
'Slow? We're covered to our ears with work on our end. I guess not that much on your end,
hm?'
'Yeah, I guess so.' He sounds demotivated.
That's a shame, you are paying him extra, because apart from having the best resume, he is
also a much more qualified candidate, and is used to different scope projects and paygrade.
Draxxon Glass is a step down for him, you realize. You might need to look for a new candidate
soon.
Deduct 18 points from Money and 3 from Productivity.
Go to (94).
47.
A company called Night Spring is trying to enter dangerous waters. Your waters. They are also
going for a cost-leadership strategy and their entry approach is entirely dictated by that. They
are embarking on a formal competition on prices.
That doesn't bother you, however, because you laid out your cards nicely in advance. Your
clients are happy with your service, they have contracts that make it difficult to switch to a
different company, and your numbers are solid.

27
Your current business is protected. Add 18 Money points.
You put your Master Businessman pants on (your successes sometimes get to your head) and
proceed to other avenues. Hopefully, they will like your pants there, too, and you will continue
the good streak.
Otherwise, select one of the following.
Mystery avenue #1. Go to (68).
48.
'Hi, could you please put me through to Ms Stevie Milch, this is Alex Field calling.'
You are trying to track down former employees of some of the bigger players in business
consulting and engage them on short-term bases. A little guidance will be welcome, logistics is
never easy to plan, especially when it's such a core part of your business.
'Hello, Stevie speaking', comes a fresh voice from the other end.
'Stevie, hi, I am Alex Field. I will be quick, don't want to waste your time, we are all busy-busy.
Your information was on an ex-employees database for the major consulting agencies. I am
setting up an e-commerce business and I find myself in need of some help. Would you be
interested in working with me for a short period of time? I am happy to discuss compensation
package with you.' you say and wait. Alex! Hi! First, nice to meet you. As for your offer, I cannot
speak in any concrete terms just now... I don't really know anything about the stage you're at.'
'You're right, of course, this truly is an out-of-nowhere call.'
'Yep, okay, listen, I am curious to know what the-bold-man-who-cold-calls-ex-big-firm-
employees does. Can you jostle down a brief introduction to your business and yourself in a
quick email, perhaps? Or, if you have time to spare, we can meet for lunch tomorrow and have
a chat or something along those lines.'
What do you say?
'Awesome! Thanks, Stevie, I'll get back to you ASAP with an email, I think that works best for
all of us (and our schedules).' If your business is water, go to (61). If it is jewelry, go to (136).
'That's super nice of you to say, thanks! Oh, I'm sure I can fit a bite somewhere on the agenda
for Tuesday? Tuesday. Awesome.' If your business is water, go to (87). If it is jewelry, go to
(147).
'Right. Thanks for the taking the time to talk to me today, Stevie, I will let you know what works
best in a minute'. As you say this, you know you won't be calling her, she doesn't seem serious

28
enough to take on your logistics efforts. You may end up planning the whole thing yourself.
If your business is water, go to (12). If it is jewelry, go to (121).
49.
As you're paying the driver of the moving truck, you can't help but think you've made a
wonderful decision. You might not be looking at the rear end of a charging bull, but you just
secured 5000 sq ft for yourself. The water business needs the space, and it'd be easier to
organise the logistics from someplace that's not the city centre.
You chose to be modest and prudent and that paid off. Boring, but sensible.
Add 17 points to Money, and 3 to both Productivity and Prestige.
Don’t wallow in your triumph for too long, though! You have other things to consider.
For example, your office is still bare. Go to (22).
You also have a ton of logistics decisions to make. You need to start prioritizing. Go to (28).
Speaking of, there might be nothing more important than building the right web platform to
showcase your business and gain the attention of clients. Go to (40).
50.
You watch as three large trucks drive towards you. You would have been brought to tears if it
wasn't unprofessional. But they look so marvellous, so majestic, and you are swooning.
This will change everything! Delivery has never looked so stylish, you think, and you are right.
Add 3 Prestige and 3 Productivity points.
Pumped up from the success of the Best Decision Anyone Has Ever Made, Ever™, you move on
to other productive affairs.
What do you go on to?
Equip your office space. Go to (22).
Or build your website better, stronger. Go to (40).
51.
Tari sets her phone on speaker.
'Hi, Geoff, it's Tari', she says 'Alex and I are back... Haha, yes, quite a journey, I know. Listen,
Alex and I are thinking of starting a business - Water dispenser and cooling systems - and we're

29
thinking of setting it up as a retail where primarily private individuals get in touch and we cater
to them.'
'Hey Geoff, it's Alex' you interrupt. 'That's the main idea, yes, but we will also get in touch with
a couple of companies with 50+ employees and so on, diversify the revenue. That seem sound?'
'Hey guys, okay, yeah, that's an idea, but you won't get your business off the ground like this.
Don't mean to be harsh but it's just not the solid ground you're looking for.*. You can feel a
nasty burning feeling behind your ears. *’Think about reversing the balance – focus primarily
on companies and cater to a smaller number of retail customers. Again, sorry to be bearer of
bad news but you asked. Listen, I can't talk long, but I'm happy to get back on the phone if you
need someone to bounce ideas off, alright? Tari, thanks for calling, nice hearing you again.'
Deduct 1 point from Productivity and 17 points from Money.
Trust Geoff and revise your choice. Go back to (16).
What does Geoff know anyway? Don’t trust him. Game over.
52.
Kevin is happy to leave the suffocating corporate environment for now, and starts working for
Draxxon Glass as soon as he can. Points for you!
Sadly, negative points.
Kevin is superb when it comes to letting prospective clients know the company provides a
highly professional service, but his suave can benefit from a lot of tuning. Like a just-restrung
47-string harp. Arrogance doesn't have a place in a start-up and Kevin is beginning to show just
that.
His approach to the rest of the sales personnel is also obviously cast in a corporate
environment.
After having a brief one-on-one with Kevin, three weeks after his coming on board, Simone
checks in with you and gives you a concerning update.
Kevin has applied an intimidation technique to one of your sales agents to supposedly improve
their productivity. In no uncertain terms he had let Simone know they "needed a shake-up".
Ouch.
That's a big managerial mistake: intimidation never works, he should know that with his 8 years
of experience. Nevertheless, you must now have a talk with him about his style. Thoroughly
unnecessary time investment, you think, resenting Kevin a little. But you do it anyway.
Deduct 3 point from Productivity and 16 from Money.

30
Not cool. What now?
With a few more talks he will learn to be a better leader. If your business is water,
go to (32). If it is jewelry, go to (110).
Sylvia would be a much better fit. Get in touch with her again. Go to (19).
53.
Ellen needs a lot of training, a lot. Her experience, although considerable, is far from what
Draxxon Glass is looking for. You already have an excellent Marketing team.
Go to (94).
54.
"My name is Tom Brady, and I approve this message", reads the end of the ad you decided to
go with.
'Guys, I hope you're as excited as I am for this. We were incredibly lucky to get Tom Brady on
board, he's an NFL legend, and, no, I am honestly too excited...', you try to make a coherent
statement, and fail.
As soon as the ads start running, you see that brand awareness is increasing. Stars tend to have
that effect.
Add 2 Prestige points, but deduct 17 from Money and 2 from Productivity. Tom Brady
advertising home and office water dispensers still rings strange with customers. Plausibility is
key.
If you haven’t been to (68), the game continues on (68).
Otherwise, go to (81).
55.
Three fresh pairs of hands are joining your deck. Matt, Lysa, and Bennie (whose name is
Benedict but he has been called Benedict Crumplesnatch, Bodymuch Cumberland, Bundlebuss
Cuddlestash, and other merciless variations so other, that now he introduces himself as
"Bennie, just Bennie.").
The three musketeers, or the holy trinity, as they become known around the office, are
amazing. They fit with the team even better than they fit among each other, and they are
driving the company spirit up, laughter level is a lot higher, everyone is happier and more
motivated.

31
The workload is at last manageable and Draxxon Glass is steady on the rise across all indicators.
Your new and improved wonder team is managing everything from sales to logistics with a
good amount of flair.
You hope they don't burn out too quickly.
Add a solid 18 points to Money, and 5 to Productivity.
56.
As you walk in the space Paola welcomes you to, you are stunned. There are futuristic objects
hanging from the ceiling, and a large flower-pot, with what you can guess is a tropical flower
in the middle of the hall. Wait. It's a hologram? And you can interact with it?
Weird. And cool!
That's a bold statement of innovation, you think, and are already interested in what Paola has
to offer.
'Alex, please, have a seat. Or, play with Daisy -- it's what we call the hologram -- she's fun to
interact with', says Paola once you've made your way across the hall.
'It is truly fascinating, thanks.' you say. 'What's the, uh, the purpose of it, if you don't mind me
asking?'
'Simple. Daisy demonstrates one of our core values: we aim to amaze, and inspire. Our services
have our special innovative touch. We leave a trace in users' memory. Our websites provide
the different experience users look for when visiting an original brand.' Paola didn't mind you
asking at all.
'You create head-turning platforms, is this what you're saying?', you ask.
'Exactly. You won't find a run-of-the-mill product here. Not to be harsh, but if you're interested
in a standard design, this probably isn't the place for you.'
What do you say?
'Oh, no, this is definitely the place for me!' If your business is water-related, go to (58); if it is
jewelry, go to (132).
'Sadly, you might be right. We are looking for complete ease of use, and phenomenal design is
not necessarily a priority.' If your business is water-related, go to (79); if it is jewelry, go to
(143).
57.

32
*Ding*
The elevator doors open and you encounter a strange sight. Pink Floyd's ‘Money’ is playing and
a man and a woman are mid-dance. A goofy dance. It's such a funny thing to witness, like
catching you pet red-handed (pawed) trying to steal from the kitchen counter. They are all so
embarrassed and bashful.
You get in, and start humming *Money, it's a hit, tra-la-la...* to yourself.
Draxxon Glass is in a growing market, so how is Draxxon Glass to make Money (it’s a hit…)?
Market. Draxxon Glass must win its market. How? Market-ING. People must learn about
Draxxon Glass. No. They must love it, they must not want any other product.
*Ding*
You burst into the office. 'Team, task! Also, good morning.'
'Where's Ika, I need my marketing manager's expertise.'
'Alex! What's up, all ears.' She tries to match your hype.
'Marketing campaign. Set it up, we're raising brand awareness!' If your business is water-
related, go to (80); if it is jewelry, go to (144).
'Marketing campaign. Set it up, we're convincing people Draxxon Glass the one and only brand
they want!' Go to (91).
58.
www.draxxonglass.com looks amazing.
The 360-degree view of your products is on par with BMW's showroom website. Using the
website is a visual adventure, and you can't stop clicking around viewing your products. Even
in bed.
Nonetheless, your client list doesn't seem to be growing at the pace you expected it to, and
you can't figure out why.
'It may be because they are distracted by the many effects', Tari suggests, stifling a yawn. 'Did
you really need the VR-compatibility enabled?'
'Yes, have you tried it -- do you want to try it?' you defend your choices. If you had a tail,
though, it would be wagging vehemently right now, the VR is so cool!
'I'm sure it is, Alex, but the whole experience seems to be in contrast with Draxxon Glass's
image, don't you think? We're offering *water dispensers*, not space rockets.' she presses on.
'We might need to dial it down a notch. Functionality, reliability, not high-tech advances.
That's our message.'

33
You switch off the screen and go to sleep. Tari has a point, but you will revisit the topic on a
fresh mind.
Deduct 18 Money points, and 1 Productivity point.
As tomorrow arrives, you realise you must think about other matters, too.
Tackle Draxxon Glass logistics. Go to (28).
Tackle your equipment-less office space. Go to (22).
59.
"Three for two means you never need to queue" reads the ad you just released. It builds on
the canon before/after contrast and emphasizes the time you waste waiting around water
dispensers. In split screen you show waiting around leads to not completing tasks on time,
which leads to staying late hours, instead of being out with friends. Your selling point is not
saving money, it's saving time, and time is the real currency today. Smart approach.
Your customers think so, too.
Add 20 Money points, and continue to (93).
60.
An elderly man is sitting in his garden. The crevices of his wrinkles create the impression he has
been through enough and more. He may have. Three young men are gathered around him, his
sons. If you come closer, you will hear what he's telling them.
'I am about to set off on a trip, I will be gone for a year, but I will make it back.'
'Where are you going, Pa?' asks the youngest.
'A trip for work. And I will come back with a bag full of gold. Now, gather closer. Today, I give
each of you a pouch with 10 gold coins. You have a year to do with them as you please and
when I come back I will speak to each of you again, and I will reward or punish you accordingly.'
The year passed and the three brothers had each gone their separate way. The oldest had
decided to keep his father's gold safe. He put it in a vault, and when the calendar made a
complete turn, he took it out and showed it to his father.
The second brother invested in a business idea that ended up failing. He effectively lost the
gold. The youngest brother saw what his two brothers did and invested in stable stock. He
knew this will have a secure return although small. In the end, he wound up with the most
money.

34
When their father consulted with them after his return, he was equally proud with the
youngest and the second brother, whereas the oldest had brought him only bitter
disappointment.
'Life is about making decisions, and taking risks', he said to the oldest brother. Because you
didn't do any of that, there is no action for me to reward. You will receive nothing. The other
two brothers were equally well rewarded by their father, their initial bag of gold, doubled.
This is a story your mother used to tell you when you were young. It stuck. You know not to
make the mistake of standing still and playing it safe.
But stories are not universal truths, you learn and you learn it fast. You are a cost leadership
company and everything you do must be in line with the grand plan. Buying more expensive,
premium-quality products does not fall under the "value for money" motto. To keep on top of
your balance sheet, you raise prices, and this puts you Draxxon Glass in the far end of the list
of options when new businesses are looking for a water service.
Deduct 19 Money and 2 Prestige points.
Move on to point 1. Should we take charge of more activities throughout the value chain?
Go to (30).
If you have exhausted all points on the agenda, move on to (76).
61.
You hang up and send the following email.
Hi Stevie,
This is regarding the brief conversation we had on the phone earlier today.
Our company is called Draxxon Glass. We deliver water dispensers and cooling systems to other
businesses in NYC, and the occasional private individual.
As you recall, I got in touch because I need a consultant to assist me in setting up the logistics. Given
that we are a company that deals primarily in delivering and installing home and office water systems,
our logistics efforts are what is going to either make or break our business.
Here are some projected figures to get you acquainted with Draxxon Glass and its goals.

35
Hope this sheds more light on the situation.
And thanks again, Stevie, for taking the time to look over this.
Looking forward to working with you.
Best wishes,
Alex Field
You click *send*.
In a week, Stevie gets back to you:
Hey Alex,
Thanks for the email.
I looked over the numbers and things are as us to be expected.
Just to make sure you are informed, my consulting fees start at $100 an hour. What we can do is set
terms and create a time frame for the project, and agree upon a project fee instead of the by-hourly fare.
If we manage to set everything up in 30 hours, I would expect a compensation of $3,000.
Let me know.
Best,
Stevie
How do you respond?
'Sounds fair, let's meet up and shake on it.' Go to (20).
'Given that I will also be working alongside you on the project, and we'll be sharing the weight,
I believe a compensation that fairly reflects the terms of our arrangement will be around
$2,300.' Go to (102).
'I don't think we can reach an agreement on these terms. I am happy to shake hands on $2,300
but not a cent more. Go to (12).

36
62.
Double or nothing, you rationalize.
'Go big or go home', you mutter.
Sylvia and Kevin are a peculiar fit. Like Dr Jekyll and Mr Hyde, they make up a singular
interesting being. However, you are not paying a singular being, you are employing two real
people, and your bank statement is there to remind you.
Not only that, you are paying two people to carry out the same role. A role for one person.
Singular.
Deduct 18 Money points, and add 1 Productivity.
If your business is water, continue to (32); if it is jewelry, go to (110).
63.
'Can anyone tell the drivers they will have to make an extra run on Saturday?' you give a shout
in a general direction.
'Can't, Alex, I'm in a call with the Missouri firm.'
'Busy, setting up a client, sorry!'
'I can do it tomorrow morning, if I come earlier.'
'No, that's alright, guys. I'll do it, thanks.' you say. You're spread too thin. Everyone is.
People are stressed out, coming in at 7 in the morning, running late for meals.
Tari certainly has had enough. You are always grumpy and tired when you go home these days.
Rescheduling with family is becoming a second nature at this point.
Super demotivating.
The figures are fine, though. It's your human friends that are suffering.
This could have been avoided.
Deduct 5 Productivity and 2 Prestige points.
It's time to hire new people as quickly as possible. Go to (55).
Acquire bubbl. Their human resources become our human resources, with the added benefit
of their revenue becoming our revenue. Go to (36).
This is temporary, we'll be fine. It's part of the game, we must keep playing. If you haven't been
to 57, go to (57).

37
64.
‘Hey, at least our actions weren’t futile. Voila, team. I introduce to you Night Spring!’
A company called Night Spring is trying to enter dangerous waters. Your waters. They are also
going for a cost-leadership strategy and their entry strategy is entirely dictated by that.
Lucky for you, it's like crashing into a thick concrete wall for Night Spring because your low
prices make it excruciatingly difficult for them to compete. They halt and regroup.
Unlucky for you, you a losing money, and you're losing it fast. You are still a young and growing
business and reducing prices, while effective, spreads you very thin on the spreadsheets.
Deduct 18 Money points. Business, eh?
You put your Master Businessman pants on, and proceed to other avenues. Hopefully, they
will like your pants there and you will catch a break.
Otherwise, select one of the following.
65.
As soon as you call a team meeting and brief everyone on the decisions you have made, you
get some helpful feedback.
'Guys, we can try and shoot for the stars', Simone begins, 'but we'd need a lot more human
resources to do what you want us to do. As we are, right not, I don't think this is achievable.'
'Right. Good point. Thanks', you say.
'And', Ben steps up, 'we should probably stick to local market only. It'll be incredibly expensive
to grow the foreign market. It hasn't been our focus until now... It's not that relevant to our
business model, I don’t think.'
'Interesting. You're dismantling our whole plan', you laugh. 'What else?'
There's not much else wrong with the goals, it turns out, but even as is, still, a lot of revising
needs to be done until they become... smart.

38
66.
Insights from the convention pay off: as of the beginning of the informational campaign, you
already have several new large corporate clients interested in trying out Draxxon Glass's
services. That’s already an excellent foot in the door. Not to mention the hundreds of potential
customers that became aware of your brand, mission, and benefits of your offering.
Add 17 points to Money and 2 points for each Productivity, and Prestige.
If you haven’t been to (68), the game continues on (68).
Otherwise, and if your business is water related, go to (81); if it is jewelry, go to (145).
67.
Simone has the floor.
'Company, we're growing.'
Hooting sounds around the table.
'Settle down, settle down, guys...' She can be a buzzkill sometimes. 'We have been contacted
by a company called sparkl. with a highly appealing proposition. As you are probably aware,
sparkl. is a start-up, same as us, and they are in our market. They are not necessarily stealing
too much of our market share, so that's worth considering.'
'In other words, sparkl. have different clients than we do, more or less', you interject.
'More. Yes', continues Simone. 'They recently came forth with a proposition to merge their
company with ours. Alex, you will continue to hold the CEO of the new entity, while Jericha,
their current CEO, will be the COO of the company.'
'Consider the implications. Should we approach with an offer?'
'Absolutely! Strength in unity, right?' Go to (43).
'No way! Sounds like we'd be splitting our profits not doubling them.' Go to (3).
68.
Your quarterly figures indicate your business is shaping up nicely. Revenues almost doubled in
the last six months.
'Cheers for your hard work!', you raise a glass. Of water. It's work, after all.

39
'A growing revenue means we need to make several important decisions for the future of
Draxxon Glass', you say. 'First, and that's on me, we are stepping into unknown territory and
we need a Financial Analyst. I will see to that as soon as possible.'
'I sense an expansion', sings Simone.
'That's another point, yes!' You confirm her hunch. 'We must decide if we're expanding people-
wise, or product-wise. There's a possibility of acquiring bubbl., a start-up in the same market
as us, as well, which I think might be profitable in the long run.'
'Oh, that's exciting, awesome' steps in your acquisition manager.
'Yeah, and we need to act fast so we keep up the rising numbers.' The importance of quick
decision-making cannot be stressed out enough, you think.
What is your course of action?
You continue to invest in inventory and fixed assets. Go to (44).
Everybody offers to work harder for the time being and hold the fort until candidates or a clear
all-around solution presents itself. This isn’t the time to rest, they all agree. Go to (63).
Acquire bubbl.Go to (36).
Hire new people as quickly as possible. All hands on deck works only if there are hands to go
on the deck. Go to (55).
69.
'Ben, I want this week's competitor analysis on my desk by 4 on Friday, thanks.' you overhear
one of your managers saying.
'Simone, would you come here a minute, I want to run an idea we have by you?' your other
chief of staff says.
Curious, you think, wondering if either approach is better. With one you get more results in a
stricter succession. With the other you get a hive mind working towards a better solution. You
observe them more closely for a week and come up with a way to address the discrepancy.
Draxxon Glass is a start-up and the best thing to do when addressing the discrepancy is the
following (you think). You set up a management meeting and say:
'I appreciate some of you are looking for maximum feedback before making decisions and
distributing tasks, but that's not the optimal way to move forward for a small firm. Those of
you who do that, cut it out.' Go to (103).
'Authoritative decision-making style is the best way to ensure productivity. Keep it up.' Go
to (85).
'There are thousands of benefits of managers working together with employees. Everyone
needs to have the opportunity to be part of the decision-making process.' Go to (92).

40
'Look. Employees must be involved in decision-making. Open communication is paramount.
Telling people what to do isn't effective, okay. Everyone, implement this style, and let's not
have to meet to discuss this topic again.' Go to (96).
70.
I know I am being the oldest brother, you say to yourself, rationalizing, but fairy tales are not
universally true. Not even the gospel should be followed like the gospel.
As it seems to always happen in business, soon after you decline Chiccone's proposition, they
find another company to partner with. And their success is immediate. Somebody else found
the idea of low-cost products combined with lower-cost add-ons, sold & distributed by the
same people, exciting enough. And now they are earning a lot of money very quickly.
Deduct 19 Money points for missed opportunities.
If you have already decided on matters of changing product prices, go to (69).
Otherwise, go to (105).
71.
'Alex Field?' somebody asks. She looks like a person you might have known from college.
'Yes?' you say.
'You've been served', says the woman, as you accept the envelope she is handing you.
This is very bad.
Matt is suing you for wrongful termination. And everybody else in the office knows what's
happening. You can feel their eyes on your neck, and it grows hot. You feel like you've lost
something.
You have lost something, you realise. It's called respect. You lost it when you didn’t even
consider discussing with Matt first. You never even gave him a chance. The two remaining
musketeers have learned his story; he is having some very personal problems. He did not
deserve being shown the door like this.
Deduct 19 Money, 2 Prestige, and 2 Productivity points.
If you have already decided on matters of introducing an add-on low-cost product, go to (69).
Otherwise, if your business is water, go to (100); if it is jewelry, go to (152).
72.

41
You spend the day not being a superstar of productivity. You're too busy doing a meta-analysis
of your choices so far. You want to make money but you're not willing to take chances. You
wonder, are you Draxxon Glass's biggest enemy?
You browse online.
You consult specialists.
You check your reviews, and online engagement. A comment sticks out.
"Best value for money. Wouldn't consider if pricing was higher, but perfect as is." Okay, cool!
Keeping the price as is kept at least that one client.
Add 3 Prestige and 3 Productivity points. You deserved it.
Go to (95).
73.
You come back to work as focused as ever. You have one goal, and one goal only: gain clients.
Once you have them, inspire brand loyalty. There is enough business for both the other
companies and you, so you conclude that your clients must be firms who have never had a
company servicing their dispenser and cooling system needs. Instead of, you know, stealing
other companies' clients, and being proclaimed King Jackass.
The agency you are renting the office space from has agreed to provide third party data to you,
for commission, which means you will now learn their new and prospective clients. These will
be companies that are yet to equip their offices, same as you, and you are planning to be the
firm that will carry out their water dispenser and cooling systems services.
Cold calling is typically an ungrateful activity but it delivers when you're targeting the right
people. Clients are popping up like mushrooms, or like businesses pop up in this age and
galactic coordinates.
Add 19 Money points to your balance, and congratulate your colleagues for a job well done.
Draxxon Glass is on target, has a laser-focused plan, and is generating revenue.
And let’s get adventurous. There is a lot more to happen to you, so take a die (or a coin), roll it
(or flip it), and if you get a number between 1 and 3 (or heads), go to (97).
If you get a number between 4 and 6 (or tails), go to (78).
74.
After a more in-depth investigation into the matter, your biggest rival, the analysis shows, is
bubl. A company that offers systems for DIY water carbonation.

42
You go out of your way to try and hold onto to your own client base. You bring in an engineer
to map out what it'd cost to create a similar product as bubbl.'s. That whole endeavour also
costs money and doesn't really lead to any productive results.
In fact, bubbl. is interested in B2C; they don't even come close to putting a hand to your client
list.
You lost energy over a fictitious threat.
'Drat', you say, the epitome of eloquence.
Go to (68).
75.
10:37 AM.
Matt is still not in the office. It's the third time this week, and it's somehow only Tuesday. His
reports are, needless to say, late, and none of this is helping morale around Draxxon Glass.
The remaining two musketeers are getting restless too and a pattern of late coming starts to
form.
You need to contain this.
Deduct 17 Money, 4 Productivity, and 2 Prestige points.
Terminate his contract immediately. There is no room for underachievers in a start-up. Go
to (71).
Schedule a one-on-one and address the reasons for his underperformance. Go to
(101).
Ask him why he is underperforming during your next team meeting. Go to (104).
76.
Draxxon Glass made the cut for NYC's Small Businesses Top 100 List.
'Good job, team! That's a major, major achievement' you congratulate everyone.
'Now, it's time we got super serious about the money and hired a financial analyst. We want
to be in Top 10 next year, okay?'
You're quick to set the agenda.
This time, you're recruiting with a recruiter. The ad you decided to go with reads:

43
Draxxon Glass, a local leader in the water dispenser and coolers industry, is
currently seeking a full-time Financial Analyst. The position will provide
primary support for the operations in NYC. The ideal candidate will be
creative, a self-starter, and with impeccable attention to detail. The position
is bas in NYC.
Responsibilities:
- Financial Planning & Analysis
- Partner with territory managers to develop full understanding of their
organization’s operating budgets and strategic priorities
- Responsible for budgeting, forecasting, reporting, and analyzing
overhead, G&A, and Sales & Marketing expenses
- Manage marketing PO creation and own reporting and tracking of
marketing expenses
- Monthly financial reporting
- Create and develop accurate financial and management reports to drive
month end process - Provide monthly actual versus plan and forecast
variance analysis to business partners and territory leaders, including
explanation of key drivers - Facilitate month and quarter end close
(accruals) and intercompany transactions
- Work with business partners to improve financial planning and
reporting processes
Qualifications
- 2+ years of relevant financial analysis experience
- Bachelor’s degree (Finance, Accounting, Economics or related business
discipline)
- Personality which thrives in casual, fun, yet demanding work
environment
- Strong communication skills
- Excellent quantitative and analytical skills
- Working knowledge of IFRS, GAAP, finance concepts, and internal
controls
- An ever-present desire to learn and grow

44
- Team player that can listen and communicate effectively with client
groups, analyze needs, and find best practice solutions
- MS Excel, Hyperion Planning & Essbase, Oracle PBCS, Microstrategy,
and PeopleSoft preferred
Four candidates made the recruiter's cut and are presented for your consideration.
Ellen, 28 years old, started as a supply chain assistant, worked as a Marketing Analyst for three
years, and is ready for her next career move.
Thomas, 26 years old, worked as a business process analyst for the last three years, before that
he was a financial analyst in a small firm.
Cathleen, 33 years old, worked as a controller for five years, then worked as a financial analyst
for two years, and now she’s looking for her next job after maternity.
Edward, 36 years old, eight years of accounting, three years as a financial analyst, and two
years as a finance manager. Has been unemployed for a year.
Who will you hire?
Ellen Go to (53).
Thomas Go to (27).
Cathleen Go to (35).
Edward Go to (46).
77.
Jamie welcomes you in a minimalistically decorated small conference room, with little to no
soft surfaces in sight. It conveys a feeling of austerity but it's functional to the last detail. You
immediately get a sense of what the company Jamie represents is about.
'Can you give me some details about the package you are offering', you ask, because you are
here to do business and business must be done.
'Sure, Alex', Jamie begins. 'What we do is we offer maximum functionality with the cleanest
design.' Shocker, you think.
'What about customizability? Is that easily arranged, what kind of support and maintenance
do you provide?' you ask.
'Everything we do is flexible so you can make changes later. For small and routine fixes you
won't even get an invoice', Jamie explains. 'All our designers and other members of the team

45
are in-house,' she continues, 'and I'd be happy to make the introduction. You've met me
already, so that's a start.'
'Super, super', you say. 'And the design is very clean, and easy to use you say? So, it follows the
rules, is relatively standardized, something people are accustomed to?'
'Exactly!' Jamie agrees. 'We don't aim to shake up the status quo and amaze with looks. We
want to make users happy, and never leave a question in their minds. Does that make sense?'
'Absolutely.'
Do you want to go with this design, or do you want to keep looking for something more special
and awe-inspiring?
Choose Jamie's services. If your business is water-related, go to (79); if it is jewelry, go to
(143).
Meet with Paola. Go to (56).
78.
The wicked never sleep, I see, you think to yourself as you do the weekly competitor analysis.
Three new companies have sprouted online within the same industry as yours.
'Guys!' you call out to everyone. Simone gives you a stern look.
'...and ladies', you add with a tiny bow and smile, 'we may or may not have a problem. I don’t
know, you tell me. This week's analysis shows that there are new firms popping up left and
right and offer products that can be considered substitutes for ours. People can choose their
stuff, our stuff, certainly not both. Should we worry?'
As it goes, both yes's and no's erupt.
That's what you get for not calling in a formal meeting. Open offices, yeesh, you think.
You are still worried that these substitute products on the market will affect the amount of
business Draxxon Glass generates, and you take action. If your business is water-related,
At least our fellow worker bees mostly agreed it's not a threat. You decide not to worry and let
it play out. If your business is water-related, go to (13). If it is jewelry, go to (113).
79.
'TARI, IT'S LIVE! DraxxonGlass.com is on Google and everything. Come have a look', you gesture
towards yourself.

46
'Ooh, it's super smooth and clean. This is almost as satisfying as looking at unlikely objects
fitting neatly in one another. It's fantastic, Alex. It's classy but also seems to follow all the rules
for user experience, am I right?' Tari asks.
'Totally', you proudly agree.
Your first data coming in only corroborate the feeling you have for having made the absolute
right call. Engagement is high, customer bounce rate is low, and orders are coming in in large
quantities.
Add 17 points to Money and 2 points each to Productivity, and Prestige.
Since you cannot stay idle, regardless of the awesome break you just caught, you glance at
your planner and set out to cover new business-owner avenues.
Time to rectify the equipment-less office. Go to (22).
The office is fine, but the logistics aren't. Go to (28).
You have covered all of the basics, so you continue the game on (31).
80.
'Alex, you are an amazing businessman slash genius', shares her expert opinion with you Ika.
'I know, I know' you say, pulling on your dispensers.
'We will start working on the campaign immediately. There are new customers coming in every
minute, this is a growing market after all, and we should target them all, right?'
'Yep. Our platform must be definitely in consideration when they decide they are in need of a
water dispensing system.'
'Or coolers', Ika chuckles.
'Or coolers', you agree.
Add 20 Money and 4 Prestige points and strut proudly onto (39).
81.
Cookies are great, thank the creator for the cookies, you think. (And while readers may ask
themselves: chocolate chip or peanut butter cookies, what is referred to here are internet
browser cookies.)
Thanks to cookies, you discover that sparkl., a competitor on the market, has started a
marketing campaign that actually threatens your business this time.

47
sparkl. didn't used to be a threat, because a growing market meant a lot of customers for
everyone. But now they are offering a classic 3-for-2 bundle deal, which equals stepping onto
your territory.
Clearly, if sparkl. is appealing to the customers with lower buying capabilities, but those are
customers you could have attracted, too. Draxxon Glass has a cost-leadership profile.
But you are cornered now, and the knife is hitting bone. Your only out, it seems, is to respond
with your own version of the 3-for-2.
You will do it. Go to (59).
You are not going to it. Go to (7).
82.
"Three for two means more for me and more for you" reads the bubbl. ad. It's a massive social
media campaign. They are using Instagram to appeal to both high-net worth individuals, and
their peer group of slightly lower socio-economic status, which you guess is not the best idea.
They are trying to implement a hybrid strategy where the product they offer is both
differentiated and heavily discounted.
That's not going to turn a profit, you think. To be successful in a premium business, you can't
market your goods haphazardly, shooting arrows in all directions until you hit something.
'We stay on target', you let everyone know.
Give yourself 3 Prestige and 18 Money points, and continue to (93).
83.
*Patter-pATter-pattER*
This is the sound butterfly wings make when a butterfly flutters by your ear. You may recognise
it; if not, consider going out more.
You took your own advice not to worry and instead organized a team building event on a
butterfly farm. You have been instructed on how to ensure you are gentle when catching them,
how not to hurt them, and how to release them back into the world.
Meanwhile, something else is being released into the world. Another water dispenser business.
And they are going for it, slashing prices, and gaining speed in your own client fragment.
You chose a bad time to chase butterflies.
Deduct 18 Money, 2 Productivity, and 2 Prestige points.
You think of several curse words at the same time. Now you need to take action after the fact.
Against other aspiring companies. Drat. Drat. Drat.

48
You invest in marketing and decrease prices. Go to (64).
You focus on setting up long term contracts with clients and create switching costs. Go
to (47).
84.
Your acquisition manager raises two hands to gain the attention of everyone around the room.
'Everyone, I will begin with no pathos whatsoever: these are the biggest and most immediately
relevant decisions we will ever make. Ever.'
Some people seem confused but there's a hint of a smile in the speaker’s eyes and they loosen
up.
But the opening statement had the desired effect: people are paying attention to every word
uttered.
'The suppliers we're working with right now we've been working with since the very beginning
of Draxxon Glass. They're doing a good job, and the fact that they are a local firm makes
logistics a lot easier', they continue. 'Nonetheless', voice raising, 'the quality of what we're
getting is nothing short of acceptable. Unfortunately, acceptable is where it also stops. I am
bringing this up because there's a switching opportunity on the table. No, literally, it's on the
table. Look at the folders I have laid out in front of you.'
Someone is having fun.
'There's an Italian company somewhere-', you begin reading the memo in the folder.
'Probably in Italy', Simone quips.
'Probably in Italy, yes, that's claiming to sell a high-end product, possibly better than what we're
currently getting, and it... costs only a little above what we're currently paying? Is that right?'
you ask.
'Yes, that's the gist. If I am about to continue the conversation I need to know if this is
something you'd be interested to pursue, Alex, switching to a more expensive but better
quality supplier?' Bam. Straight to the point.
Are you interested in switching suppliers, given the implications?
'We are just starting to develop a relationship of loyalty with the guys we're working with
currently. I don't think it's worth it, to be honest, no.' If your business is water-related,
'New opportunities are there to be caught. Let's keep the discussion with these Italians going.'
If your business is water-related, go to (60); if it is jewelry, go to (134).
85.

49
Among the many quirky small-office practices Draxxon Glass has adopted, sending out paper
plane notes is by far the quirkiest. And the most chaotic. The only rule is not to intercept
communication. Having a note confiscated by the teacher and read out loud to the class is a
terrible, terrible fate for the unfortunate student, and everyone outright agreed not to do it.
It was an honest mistake when a paper plane landed right next to your foot and you opened it.
It wasn't for you. It's about you. Apparently, people are not impressed with the demonstration
of strong character you did this morning.
There is a crude drawing of you and two other people. The managers in question, you assume.
You are holding a whip and pointing forward, with a balloon bubble saying WORK!
People think we're tyrants, you realize. That's horrible.
Deduct 2 Prestige and 4 Productivity points.
Go to (108).
86.
'This is a *smart* goal, well done, everybody!' says Simone after you call in a meeting to
present the new 12-month action plan.
You know Simone is right. That's why you went with this option. Smart means Specific,
Measurable, Achievable, Relevant, and Timely. They taught you that on 11-Delta-X.
Add 19 Money and 3 Productivity points.
What are you waiting for, carry on, carry on...
87.
Stevie and you meet for lunch on Tuesday, at 1 pm. You booked a table at a vegan sushi
restaurant, because you like to avoid awkward situations.
You discuss the weather, where taxpayers' money goes, the weather... until you reach the
looming topic of Business.
'So, what kind of business are we talking about?' asks Stevie.
'We are called Draxxon Glass, and we are a company that deals primarily with delivering and
installing home and office water syst-...'
'...and that's why you need a logistics superhero', she smirks. 'Awesome! I can definitely help
you get set up. But my time doesn't come for free.'

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