Introduction Simulation games are of extreme importance for business learners as they help to apply knowledge to simulated situations. As a part of the Marketing 300 class, I had a chance to gain first-hand experience in marketing a new product line from start to finish. According to the scenario provided by the game, a large, international bicycle firm has decided to enter a new segment of the bicycle business. The company licensed a new technology that allowed 3D printing bikes using a new economical form of carbon fiber. As a result of this innovation, the company gained a chance to create new types of bicycle shops, reduce inventory costs, and reduce prices. I was selected as the head of a new division that was created to become a separate company with no association with the Corporate Headquarters. This implied that I had to make all the strategic and tactical decisions, including brand design, pricing, segmentation, advertising, service and sales personnel, and sales outlets during six quarters of simulated company life. The present paper provides an overview of all the decisions by quarter and provides justification for them. Quarters 1 and 2 During the first quarter, I had to make several strategic decisions, including the selection of the company name, target segments, and the location of the first store. I decided that the name of the company should be Chen’s for two reasons. On the one hand, I decided that as I am the founder of the division/company, my name should appear in the company name. On the other hand, the name “Chen” is a simple one-syllable word that is easy to remember. After choosing the name, I needed to select priority segments and open my first sales office. These two decisions came in tandem, as they both depended on market research. I decided that since I was opening a new company that had absolutely no background, my goal was to serve the maximum number of customers to gain their trust. In the world of global communication and fast information sharing, customer feedback is of extreme importance in the early stages, as it helps the company to gain momentum and let the satisfied customers be the best marketing tool. As a result, I decided to focus on the segment that generated the highest demand. The recreation segment had the highest demand that totaling 23,536 in three locations, including Amsterdam, Bangalore, New York City, and Rio de Janeiro. I also checked the customer needs to understand if the new design could meet the needs of the chosen segment. The new technology led to the minimization of costs associated with lower costs of material, production, and distribution (smaller bike shops). Since the recreation segment was most sensitive to the pricing policy, the initial idea for the target segment was confirmed. I decided to open my office in Amsterdam since it had the highest market potential (6,830 of twelve-month potential demand). During the second quarter, I was to design my first bike, set a fair price, create an advertisement, select media placement, and hire sales and service people. While some of the decisions were straightforward, others required in-depth analysis. In terms of personnel, it was clear that I needed five people, o