In-depth analysis of industries and competitors, and how to build and defend competitive advantages in forming a successful competitive strategy. Case analysis and management simulation convey the multifunctional nature of decision making at the top management level. Augmented by live-case analyses. Must be taken in the final semester prior to graduation.
Lecture: Business Strategy
Lecture: Suggestions for Study
Lecture: Introducton to Case Analysis
Lecture: Business Strategy Game
Lecture: Creating a Global Learning Organization: Johnson & Johnson
- Identify what business strategy is and why it is important
- Synthesize the determinants of competitive advantage
- Distinguish between crafting and executing a business strategy
Lecture: Developing a Strategic Vision and Setting Objectives
Lecture: Crafting, Implementing, Executing, and Monitoring Strategy
Lecture: Five Forces Model
- Summarize how a strategist evaluates a company’s external environment.
- Explore various concepts and analytical tools for evaluating a company’s situation.
- Determine case study resolution by submitting case analysis assignment.
- Assess useful tools to use in analyzing a company’s resources and competitive position.
Lecture: Single-Business Company's Strategy
Lecture: Generic Strategies
- Explain the five generic competitive strategies.
- Identify which of the five generic strategies to employ in specific situations.
- Determine the pitfalls for each of the five generic strategies.
- Determine other important strategic choices to supplement the chosen competitive strategy.
- Compare first-mover advantages and disadvantages.
Lecture: Global Business Strategy
Lecture: GM Global Research Network
Lecture: Domino's Pizza in Mexico
Lecture: DHL Global Delivery Service
Lecture: International Business: Cirque Du Soleil – A Truly Global Workforce
- Recognize the added complexity of competing in foreign markets.
- Determine whether to customize the company’s offerings in each different country or to offer a mostly standardized product worldwide.
- Determine whether to employ essentially the same basic competitive strategy in all countries or modify the strategy country by country.
- Determine where to locate the company’s production facilities, distribution centers, and customer service operations so as to realize the greatest location advantages.
- Determine how to efficiently transfer the company’s resource strengths and capabilities from one country to another in an effort to secure competitive advantage.
- Summarize simulation results and provide team input for round 3.
- Define where ethical standards come from and the core concepts of some of the various schools of ethical behavior.
- Determine how ethical relativism equates to multiple sets of ethical behavior.
- Analyze ethics and integrative social contracts theory.
- List the three categories of management morality.
- Interpret the evidence of managerial immorality in the global business community.
- Identify some of the drivers of unethical strategies and business behavior.
- Discuss whether or not company strategies need to be ethical.
- List four approaches to managing business ethics.
- Evaluate some of the business costs of ethical failures.
- List the five components of socially responsible business behavior.
Lecture: Related Diversification
Lecture: Tailoring Strategy
Lecture: Unrelated Diversification
- Distinguish among strategies for managing a group of businesses.
- Determine how to tailor strategy to fit specific industry and company situations
- Discuss how managers and executives select new industries to enter and decide on the means of entry.
- Discuss how managers decide when to diversify and why.
- List some strategies for entering new businesses.
- Recognize that managers need to choose the diversification path: related versus unrelated businesses.
- Explain strategy alternatives for a company looking to diversify.
- Explain combination related – unrelated diversification strategies.
- List the steps in evaluating the strategy of a diversified company.
- Distinguish between the models used to evaluate business-unit competitive strength.
- Summarize the four main strategy alternatives after a company.
- Distinguish among multinational diversification strategies.
Lecture: Managing Internal Operations
Lecture: Creating a Global Brand: BP
Lecture: Strategy Implementation and Executing the Strategy
Lecture: Structuring the Work Effort
- List the Eight Components of the Strategy Execution Process.
- Determine a framework for executing strategy.
- Explain the three components of building an organization capable of proficient strategy execution.
- Discuss the core concepts of staffing the organization.
- Summarize the three-stage process of developing and strengthening competencies and capabilities.
- Explain how we get from competencies and capabilities to competitive advantage.
- Determine how structuring the work effort can promote successful strategy execution.
- Demonstrate the advantages and disadvantages of centralized versus decentralized decision making.
- Define current organizational trends and actions that promote good strategy execution.
- Distinguish from benchmarking and best-practice implementation to operating excellence.
- Summarize adopting best practices and striving for continuous improvement.
- Explain information technology support requirements for good strategy.
- Evaluate tying rewards and incentives to good strategy implementation.
Lecture: Strategic Leadership
Lecture: Corporate Culture and Leadership
- Discuss the process of instilling a corporate culture that promotes good strategy execution.
- Summarize the key features of a company’s corporate culture.
- Distinguish between strong versus weak cultures.
- Explain how leaders can change a problem culture.
- Determine some of the ingredients required to effectively lead the strategy execution process.
- Explain the leadership challenge of making corrective adjustments.
The course description, objectives and learning outcomes are subject to change without notice based on enhancements made to the course. March 2012