GearCity is a complex and unusually realistic simulation game in which an automobile company is managed. In addition to intensive design options for the cars to be produced, the game focuses primarily on economic decisions. In addition to product development issues, the game also focuses on manufacturing processes, research, employee qualifications, pricing, advertising and financing.

The entry into GC is quite difficult, especially because of the rather complex development of cars and the numerous decision fields. Because of the abstract presentation - there are no animations, but almost only number-based evaluations and events - GC does not have a particularly 'playful' character, which might not be very motivating for some players. For these reasons, GC is hardly suitable for younger people and should only be usefully applied from upper secondary level. Nevertheless, it has a high learning potential, especially in the field of business administration.

Since GC gives the player a lot of freedom and there are many challenges to be mastered, it can certainly motivate in the long term once the entry hurdles have been overcome. GC makes only low demands on the hardware, is available for Windows, Mac OS and Linux and costs 19 Euro (reduced 13 Euro) on Steam.

1. Life situations

As with other business simulation games, GC can be used mainly to promote economic skills that are relevant to the living situation of employed persons. By taking on the role and perspective of an entrepreneur, the game can make a significant contribution to entrepreneurship education.

2. Contents

Accordingly, a great deal of business (learning) subjects are included in GC, for example

- General corporate strategy: In order to be successful, market trends must be analyzed and taken into account when designing the product portfolio. The choice of headquarters also has long-term effects on the company's success, since the various cities differ from each other, for example, in terms of their tax rates or the qualifications of potential employees. Lobbying can lead to lower tax rates and subsidies. Furthermore, there is the question of cooperation with other companies; for example, foreign technologies can be purchased, but own product designs can also be made available in return for license fees.
- Marketing mix: With regard to product policy, the needs of the respective target group must be considered. For example, fuel consumption is more important for cheaper cars purchased by more cost-conscious customers than for buyers of luxury cars. In addition to their own costs, pricing policies must also take into account customers and their willingness to pay as well as competitors' products. Furthermore, price changes are suitable for balancing supply and demand. If, for example, production capacities are fully utilized and there is still unsatisfied demand, price increases are an option. In connection with the distribution policy, there is the possibility of setting up and adequately financing retail branches in cities so that they can support local car dealerships. As part of the communication policy, advertising budgets can be set for different advertising media. This makes sense, among other things, because sports cars can be advertised better at target group-specific events or in magazines than in newspapers, whereas newspapers are more suitable for standard cars. In addition, the corporate image can be improved through product quality and success in racing. Furthermore, there is the possibility to create several brands with different image, so that the player can build up one brand for low-cost mass cars and one for luxury cars in a way that is adequate for the target group.
- Production: When building new factories, factors such as the choice of location (proximity to sales markets to reduce transport costs, qualification and wage levels of potential employees), the size and technological level of the plant and the possibility of subsidies must be taken into account. Furthermore, the fixed and variable costs of the factories can be designed
- Human resources management: For factory plants, the qualification level of the available employees must be taken into account. In addition, the members of the research team can be specifically trained so that they can access new technologies earlier than competitors.
- Financing: In GC, bank loans, corporate bonds and an IPO can be used to raise capital.
- Stock trading and takeovers: Since many of the company's competitors can also go public, it is possible to trade in the shares of other companies, with a great deal of information about the companies being available in advance. Provided there is sufficient capital, it is also possible to take over other companies completely.
- Analyses: Thanks to numerous reports, a wide variety of areas (e.g. market shares of certain car types, profit development, sales on different markets, effectiveness of different marketing instruments, profit and loss account) of the game can be analysed and used for business decisions.

3. Categories
With GC and its contents, the understanding of some economic categories can also be intensified. When designing products, the needs of the respective population or target group must be taken into account. Thus, different types of cars have their own target groups with specific requirements. For example, the middle class target group, especially around 1900, is only able to finance relatively inexpensive cars with low maintenance costs, while (mainly North American) buyers of pick-up trucks place particular emphasis on cargo space and reliability.

Scarcity of money is reflected in GC both in the willingness or ability of customers to pay and in the investment opportunities of the player. For this reason, more complex research or product development projects should be avoided at the beginning of the game. Furthermore, production capacities are scarce at the beginning of the game and must be expanded, provided that there is sufficient capital and demand for the player's own products.

The scarcity of resources and capacities suggests that they should be used as efficiently as possible. Accordingly, the existing factories should be used to the best possible capacity. In addition, it makes sense to use the developed modules as many times as possible instead of developing completely new engines, transmissions and chassis for each new car. Furthermore, the marketing budget should be used as effectively as possible by means of advertising media appropriate to the target group. With increasing age, the productivity of factories decreases, which is why they should be renovated from time to time.

Numerous decision situations in GC require cost-benefit thinking. For example, if production capacities are fully utilized and the demand for cars cannot be satisfied, the question arises as to which cars should be produced more intensively. In addition to the contribution margin of a car, its production time must also be taken into account. Another example is the question of whether components should be developed in-house or licensed from other companies. The costs of licensing are significantly lower, but the corresponding components cannot be further developed or licensed. In addition, the in-house development department acquires less know-how as a result than if it had developed the components itself. This also shows that in GC there are a number of conflicting goals to manage. In addition to the decision between reducing development costs and increasing the competence of the research department, there are numerous issues to consider, such as

• the choice of location (e.g. number of inhabitants and purchasing power vs. intensity of competition),
• the characteristics of cars (cost, performance, weight, durability, consumption, ...) or
• the question of production volume in the factories (the quantity of cars produced can be increased at the expense of production quality)

Consideration of competitors is crucial for success in GC, since high competition in a market leads to lower prices or higher quality requirements. From a business point of view, this is of course negative, while consumers see this as positive, especially since the more companies there are on the market, the greater the product variety. One strategy to avoid competition is to focus on less popular car types, even if there is less demand for them. If the company has sufficient financial strength, the acquisition of a competitor can also be considered to reduce the intensity of competition. Furthermore, there is the possibility of cooperation with other car manufacturers, for example by using or selling licenses.

Even if no explicit game objective is specified, most players are likely to aim for high profits, which implies growth. An increasing number of factories and branches is not only accompanied by increased production and sales potential. Development costs are also spread over more sales. It is also possible to offer many car variants based on a few modules. Finally, growing financial strength is accompanied by new opportunities, such as the acquisition of other companies.

Many decisions are subject to risks. For example, there is a risk that a newly developed car will not be positively received on the market or that sales will develop worse than planned, for example due to new competitors or because of changed market conditions (e.g. slumps in demand during economic crises). This is particularly problematic if a new factory has been built at great financial expense and its fixed and capital costs may be difficult to finance.

4. Interdisciplinary contents
GC offers some links to other domains. This is especially true for technology, as the development of cars including their components and construction principles is very realistically represented and ranges from the first cars to contemporary technologies.
Aspects of economic geography are provided by the historically correct representation of the development of numerous cities. Accordingly, players learn not only their geographical location, but also factors such as growth, per capita income or qualification level.
GC also depicts the historical events that are relevant for the automotive market very realistically. This applies to the general economic development (e.g. recessions, growth phases, world economic crisis), but also to wars (world wars as well as local military conflicts), during which the automobile design was occasionally changed in favor of war production.

5. Wrong concepts
In terms of content, GC is hardly objectionable. Only in the German version, some terms were translated somewhat clumsy and misleading.

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