Business-Consultancy Simulation Reflection

Reflective Analysis on the Business-Consultancy Simulation Class: A Learning Experience of Team 3 and Team 4

Introduction

Learning by doing is an effective learning tool, particularly in the business curriculum. The simulation, an eye-opening sample, was a class that consisted of Team 3 (Serenity Inc.) and Team 4 (West Edge Advisory), an area in which theory and practice intersect. This simulation was built to resemble a mock consultancy session in which Team 4 were the consultants, and my team, Team 3, a business in need of strategic renewal and repositioning in the market.

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Business-Consultancy Simulation Reflection

In particular, our company, Serenity Inc., is a company engaged in the spa and wellness business based in Canada that is struggling with impairment and stagnation at a number of points of sale. In this reflection, I hope to analyze critically the processes and roles regarding interpersonal dynamics, as well as the learning outcomes of this simulation.

Business-Consultancy Simulation Reflection

My thesis is that amongst the scholars (though not all of them), there was a sense of amazement at the outcomes of this study. While practice showed emerging pains and frustrations associated with assurance and organization, it proved to be a revolutionary collaborative problem solving, strategic thinking exercise at the end, quality communication.

1. Initial Impressions and Role Allocation

At the very beginning, the mood during the simulation was characterized by excitement with a certain amount of apprehension. This was an initial role play we had to take part in as a business team meeting consultants, and even with our company profile and questions prepared, there was this underlying nervous energy. We involved a variety of positions that more or less resembled the proper corporate organization: CEO, CFO, CMO, the COO, and Head in HR, Compliance Officer, and Regional Manager. On my part, I was the one to take care of playing either of these parts and ready in turn. The assignment of roles was achieved in a democratic manner; each individual made choices depending on what they excelled in or what they liked to do.

We started the simulation rather on the shy side. When the consulting team was introducing themselves, it became apparent that confidence and preparedness would play a major role as differences in this exercise. Team 4, West Edge Advisory, started professionally and came in calmly. Their initiation of conversation was both friendly and organized, and this gave a quick impression of being respectful and formal, setting the tone for the rest of the session.

2. Processes and Flow of Discussion

It started with a formal Q&A series (Team 4 answered a list the submitted questions by Serenity Inc). In theory, the process was easy, but in practice it was difficult. The consultants were required to provide practical, considerate, and applicable answers to all the questions of every member of the Serenity team. The session began with tactical questions posed by our CEO and moved to more business-oriented questions raised by other departmental heads as they related to marketing and operations.

Another difficulty we had early on during the meeting was the absence of a clear internal facilitator or time manager on our part. Although it was evident that Team 4 had been practicing handoffs and transitions, our team did not always have the ability to follow up on or expand on each other’s questions. This at times resulted in fumbling or repetitive questions. Nevertheless, we liked the fact that the consultants tried to be patient and direct the pace when needed.

 

3. Team Roles and Individual Contributions

During the meeting, functions were more defined in our team. Jaman, playing the role of the CMO, emerged as a particularly strong contributor. His questions were clearly stated, and he listened actively to responses, nodding and taking notes. His demeanor reflected someone well versed in business communication. On the other hand, some of us, including myself, struggled initially with delivery, perhaps due to nerves or uncertainty about the appropriate tone to strike.

One memorable moment was when Jaman asked about marketing return on investment and the consultants responded with specific, tailored strategies such as leveraging influencer collaborations and community led brand building. The answer not only addressed the question but introduced fresh perspectives that could feasibly be applied in a real world business context.

Steph, a member of Team 4, stood out with her clarity, confidence, and depth of understanding. As the apparent lead consultant or CEO of West Edge Advisory, she consistently tied recommendations back to Serenity Inc.’s core challenges: declining foot traffic, low brand recall, and underperformance in certain stores. Her ability to reference Canadian market behavior and consumer psychology gave her credibility and earned our attention.

4. Communication and Interpersonal Dynamics

The most informative meeting of the simulation was the observation and the taking part in it: intra team interpersonal communication. In the beginning, we were a little bit formal in our communications, formulaic. But later on during the session, we loosened up, and we had some questions, grew personal and conversational. Within Team 4, there was excellent exemplification of listening skills: face down, head nodding during articulation, etc., and on the basis of earlier inquiries. This brought about an atmosphere of mutual respect. There was a straightforwardness to the fact that they were prepared not only by way of learning ready prepared responses but by thinking through what might come up, responding and shifting in real time to our tone and reactions.

With our own people, we had a few silent encouragements, nodding, looking, and a half dozen half words, agreeing with affirmations when a person said something good. Nevertheless, we could also observe opportunities for amelioration, for example, inspiring one another to further develop or extend previous remarks. The absence of internal communication had a structure implying that not all the good ideas could be shared verbally.

5. What Went Well

Some of the features of the simulation were effective. First and most importantly, the preparation of both evidence was found in the respect of teams. The questions of Serenity Inc. were answerable and pertinent to the business situation. The responses of Team 4 were detailed and based on realistic strategy. As an instance, upon being asked about locations that were falling short, the consultants advised adopting a tiered implementation strategy and suggested piloting change by using regional champions. These proposals seemed to be innovative and actionable. Another point that stood out was the way the consultants were able to respond at a personal level. Instead of simply offering generic business tips, they translated their lingo and resolutions to the spa and wellness industry, referring to the post-pandemic wellness period, customer retention, and online transformation. Team 4 could not have been more professional. Their capability of maintaining focus during the meeting, calm tone, and organized answers brought a great sense of realism to the simulation as well. It assisted us, as the business staff, in playing our roles more seriously and working more thoughtfully.

6. What Didn’t Work and Areas of Improvement

Despite the successes, there were clear areas for growth. Our team’s biggest limitation was confidence. At times, our voices lacked projection, and we seemed unsure of when or how to interject. While our content was strong, our delivery sometimes weakened the impact.

Another issue was the absence of an internal facilitator. This led to a disjointed flow of conversation. Had we appointed a meeting lead to transition between speakers, keep time, and close the meeting, our professionalism would have been more aligned with that of the consulting team.

Additionally, we sometimes failed to follow up on consultant suggestions. For instance, when a West Edge member recommended QR-code-based customer feedback, we missed the opportunity to ask how that could be implemented across 30 locations. A more interactive follow-up would have allowed for deeper insight and learning.

7. Learning Outcomes and Recommendations

The most significant takeaway from the simulation is the importance of collaborative clarity. In real-world business meetings, it is not just what you say, but how and when you say it that matters. This simulation highlighted the necessity of preparation, structure, and confidence in client-consultant relationships.

For future simulations or real consulting meetings, we would recommend the following:

• Assign a moderator: One person should manage flow, time, and transitions.
• Rehearse live conversations: Practising Q&A with unpredictable follow-ups builds confidence.
• Establish support signals: Simple cues to indicate when someone should step in or needs help.
• Clarify opening and closing statements: This provides a professional frame to the meeting.
• Encourage dynamic interaction: Don’t just ask questions—respond to answers, probe deeper.

These small but crucial changes can significantly elevate the impact of a business team in such meetings.

Conclusion

To sum up, the simulation case of Team 3 (Serenity Inc.) and Team 4 (West Edge Advisory) became an eye-opening educational experience. It enabled us to take up a real-world position, take part in high-level discussions, and reflect on our capabilities and limitations in a workplace environment. Although we did not have high confidence in the beginning and did not include all structural aspects, the experience emphasised the great importance of preparation, communication, and cooperation. Excellence among the consultants was noted due to their professionalism, especially the leadership aspect of Steph, as well as the input given by Jaman, who was part of our team. Going into the future, this simulation will act as a guideline for the approach that should be taken when entering a strategic meeting with the intention of thinking through, maintaining composure, and demonstrating intellect as a learner. It was not only a classroom situation, but real-life practice on how the world is going to be for all of us in our careers.

 

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