One of the lessons about competing in a globally competitive marketplace that comes from "playing" The Business Strategy Game is that

a. competition among rival companies is so hard to analyze that the only dependable strategy for achieving good company performance is to copy as closely as possible every aspect of the strategy being used by the top-performing company in the industry.
b. after the first few decision rounds (years), it is highly risky and ill-advised for any company in the industry to overhaul its strategy and chart a different strategic course.
c. after 3 or 4 decision rounds (years), it becomes relatively easy to diagnose what strategy a rival company is pursuing and to anticipate what moves that rival is likely to make next.
d. the dynamic, ever-evolving nature of competition makes it advisable for managers to make strategy adjustments of one kind or another on an ongoing basis to improve the company's competitiveness vis-a-vis rivals and boost its overall performance.
e. the company that jumps out to be the industry leader early on is very likely going to be the industry leader at the end of the simulation exercise-it is extremely difficult for trailing companies to ever catch up to the early industry leader unless they build at least 15 to 20 million pairs of plant capacity and charge very low prices for both branded and private-label footwear.