Gerke, Eugene E.

Trieb, Sykes E.

English

Research Papers in Economics

Developing a Computerized Simulation Training Package
by
Eugene Gerke
Gerke Economics, Inc.
Columbia, Missouri
and
Si Trieb
Cooperative Extension Service
University of Georgia
Atherns,
The first section of this article
contains a brief description of the train-
ing package. Then, the process used in
developing the package is reviewed.
The reader of this journal might be
most interested in the process used, as
it may be a model for development of
other industry-specific training pro-
grams.
The Training Package
The NACS (National Association of
Convenience Stores) Computerized Manage-
ment Simulation includes software which
runs on a microcomputer, a users manual
and ten training modules complete with
visual aids and handout materials. The
simulation and supporting materials are
primarily intended for convenience store
company first- and second-line super-
visors.
The objectives of the training pro-
gram are to teach:
- general business management
principles
specific convenience store
management principles
Georgia
operations and merchandising
strategies
- decision-making skills
team work
characteristics of the industry
In a training situation partici-
pants are divided into teams. Each
team has a chance to operate its own
“convenience store.” The teams make
decisions regarding merchandising, opera-
tions and personnel for their stores.
These decisions are then fed into a
microcomputer. The computer simulates a
market situation as though all teams are
in competition with each other. Each
team then receives feedback (financial
statements) on how its decisions affect-
ed the sales and financial health of its
store.
While the decisions are being run
on the computer, an instructor teaches
some aspect of convenience store manage-
ment based on selected teaching modules,
such as labor scheduling, inventory
control, gross margin blending, under-
standing financial stat.ement.s, or a
related operations topic.
February 85/page 76 Journal of Food Distribution ResearchThe participant evaluation ratings
of the seminars have been very high. A
major reason the seminars have been so
well received is because the training
package was developed and tested with
considerable input from convenience store
industry personnel.
Using Industry Input
In the spring of 1983, the NACS
Board of Directors approved the develop-
ment of a training program based on a
computerized management simulation. NAGS
was able to obtain funding for the pro-
ject development from McLane Company--a
major grocery wholesale supplier to the
convenience store industry.
A task force of eight industry execu-
tives was formed in 1983 to provide input
and guidance for developing the program.
The industry executives included CEOS and
other top management people with experi-
ence in finance, marketing, personnel
and training.
In developing a computerized manage-
ment simulation there is need for consid-
erable information on the market econom-
ics of the industry. The task force
members and others in their companies
completed a lengthy questionnaire regard-
ing convenience store operations. They
provided information on the likely sales
response of price increases and decreases
for various product categories, the im-
pact. of advertising and promotion on
sales, the optimum levels of training for
new employees, appropriate mix of full-
time/part-time employees and other operat-
ing characteristics.
Using information obtained from the
task force and from other industry
sources, a computerized simulation was
developed t.o run on microcomputers.
Simultaneously, training materials were
being developed to support the simulation
program.
In the winter of 1984 the task force
met again to review the simulation and
training materials and to provide feed-
back on changes and enhancements.
In the spring of 1984, a two-day
seminar using the simulation package was
presented to a group of supervisory
people at one of the task force com-
panies. And then a half-day version of
the package was presented to the manage-
ment people with one of the industry’s
major suppliers. After these seminars,
the simulation and training materials
were again changed and enhanced.
NACS then sponsored two national
seminars based on the simulation pro-
gram. After these two-day programs,
additional changes were made in the
simulation and training package. In
the summer of 1984, one of the task
force companies used the complete pack-
age in-company at two of its management
meetings. After using the training
packages, the company provided additiona-
1 feedback which was used to further
refine the teaching materials.
In the fall of 1984, NACS offered
the Computerized Operations Simulation
Training Package for sale to member
companies.
Throughout this process of develop-
ing the package the task force was kept
informed through frequent. “progress
reports.” The individual task force
members also provided excellent informa-
tion and case examples to be used as
part of the training package materials.
In addition to task force members,
several other industry leaders provided
informal advice, suggestions and input
to the development process.
Smary
This approach to using industry
personnel to help develop and test a
training package proved to be very suc-
cessful. The package could have been
developed with much less time and cost
without industry input, but it, would
have lacked the quality and credibility
Journal of Food Distribution Research February 85/page 77gained through industry counsel. There ability. This approach to developing
is no question that the additional in- indu8try-epecific training packages,
vestment of time and dollars has yielded with variations, could be a useful model
and excellent return in program accept- for other program development efforts.
February 85/page 78 Journal of Food Distribution Research

DEVELOPING A COMPUTERIZED SIMULATION TRAINING PACKAGE

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