During this phase, 26 companies could elect to do either a Business or a Service Project. Service Companies were funded subsidies from Business Companies; high profit levels were not primary objectives. There was no income tax; businesses donated profits to charities in addition to the "subsidy fund." Average Business Company revenue during this period was about $700.00, with average profit of about $300.
During this period, each MGMT 101 company was required to be profit-oriented, with particular emphasis on Business projects. All income had to go either to fund a community Service Project or a charitable donation. Most companies did both, and began to compete for profitability. All companies were assessed a 10% income tax, which funded rapid progress in acquiring computer software and other support (e.g. a training semester for TAs). During this period, the average net income rose to above $600.00, on average revenues of about $1400.
These companies ran Business projects and participated in community Service projects; most companies also contributed funds or equipment to their community service clients. Competition was both for profitability and for significant community service, and company members experienced increasingly burdensome out-of-class time demands. Average business project revenues in this period were more than $3000; many companies found themselves squeezed as middlemen between suppliers of more expensive goods and a customer base of hall mates and fraternity brothers who resisted higher average sales prices. Questions of community welfare and social responsibility became increasingly salient.
All companies ran both community service projects and business projects and contributed funds or equipment to their service clients. Following a series of financial setbacks in pre-'92 companies, these companies were strongly advised to set less ambitious, more realistic revenue and time commitment goals. Although some companies negotiated emphases on one (complex, innovative, challenging) project at the willing sacrifice of attention to the other (adopting a straight-forward version of a previously successful, undemanding model), competition was focused on significant community service, with business profits seen as a means to a service end. Companies measured success primarily in terms of Effectiveness in the eyes of the key stakeholders -- Service Client and Business Customer -- satisfaction. Companies generally managed to enhance levels of community service contributions, in large part by developing significant sources of support for service clients from regional firms and service organizations.
All companies continue to give balanced attention to Service and Business projects. With rapidly developing support from information technologies, companies compete increasingly through the quality and complexity of reports -- Operating Plans, Websites, Company Summaries, Archives, and, in particular, Final Oral Presentations. Companies overcome disappointments in Business or Service performance through committed integration in Final Reports. (They also struggle with boundaries between "entertainment/production value" on the one hand, and "information value" on the other.) At the same time, assignment guidelines focus with increasingly clarity and effectiveness on storytelling methods as bridges between practice and theory, supporting experiential learning.
The following links are virtual breadcrumbs marking the 12 most recent pages you have visited in Bucknell.edu. If you want to remember a specific page forever click the pin in the top right corner and we will be sure not to replace it. Close this message.