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Business in practice: self-reflection and performance analysis of trans4motive
| Nome: | Descrição: | Tamanho: | Formato: | |
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| 1.54 MB | Adobe PDF |
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The Business in Practice simulation placed me in an interactive, experiential learning environment where I served as Marketing Director at Trans4Motive, a fictional automotive company undergoing a full transition to electric vehicles. Over six simulated years, our seven-member team, each responsible for a key business function, collaboratively addressed strategic decisions and interpersonal challenges. This dissertation is divided into two key sections. The first section evaluates the strategic and functional performance of Trans4Motive, with a focus on marketing, operations, and innovation. Critical decisions including electric vehicle development, product launches, marketing expenditures, and ESG alignment are assessed using frameworks such as the 4Ps, STP, and Porter’s Five Forces. The second section presents a personal reflection on two critical incidents that influenced my leadership experience. As the only member in the “yellow
quadrant” of the personality model, I initially struggled to align with more analytical or directive team members. Over time, through feedback and self-awareness, I gradually learned to harness my creativity more efficiently by combining it with structure and clarity. This personal evolution reflects a broader insight: simulation-based learning, when integrated with strategic theory and reflective practice, can significantly enhance business acumen and leadership development in sustainability-oriented sectors.
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Business simulation Automotive industry Leadership development Strategic management Sustainability Emotional intelligence Cross-cultural teamwork Experiential learning