Thanks for your feedback and, in my view, you made great progress and you are very close to reach the main goal! Great accomplishment!
The challenge game is indeed very, very difficult and requires detailed knowledge and also to take right decisions quite early in the scenario!
(I tested it many times...) The principle of the scenario is: Misses at the beginning are the most expensive misses.
I would appreciate a lot if you could give it another try, if you like.
First to your questions:
- In my savegame, the Internet Company is visible in the UI after the first subgoal, but I cannot click on it and cannot build it. Can you please confirm?
- Your question on the final goal is right. I didn't include the goal to dominate as an Internet Company, because I thought, it is already difficult enough to achieve. It is quite difficult to achieve significant Internet Company market shares depending on time progressed so far and competition being many years ahead.
- Also agreeing to your third point. It is a challenge to still keep the previous goals and, at the same time, manage to accomplish the new goals. Shortly, before reaching the first subgoal, I employed a COO to help me with keeping Computer market dominance.
- It seems to me, that the subsidiary CEO always has the same first expertise as the parent corporation. This appears to be a Capitalism Lab feature. I loaded my underlying script file just now again, and it happened again. I suggest to be very restrictive on policies for the subsidiary CEO so that the subsidiary does not appear to be another competitor on the market.
Let me give all of us some hints, which I think are helpful to succeed. I am also following the tips in
my P.1 Youtube video (P.2 and P.3 to come):
- Consider putting priority on speed to accomplish the goals. The faster we reach a subgoal, the less advanced will be the competition for our next goal. Pause the game from time to time to set up your supply chain and manage the firms.
- Start to emerge your business into the largest city market first, because it has the highest potential (check Product Details report). Carefully decide when to enter another city. Expanding into another city requires a significant investment into our brand before it pays out to our goals.
- Make use of the provided expertise points to accelerate R&D.
- Put very restrictive management policies on your subsidiary, especially at the start. The subsidiary must support our business and not build up a competitor to our parent company.
- Delegate micromanagement to a CMO and COO, as soon as you can afford it. Focus on managing your supply chain and growth.
Happy to hear any feedback and ideas from the community!
