Send More Info
Apply Now
Classroom Login
Call Now
Call Now 855-300-1469

EBA 4498 Strategic Management

Course Description

Incorporates all functional business areas dealing with organizational challenges. Emphasizes decision-making processes related to strategy formulation and implementation in global settings.

Course Objectives

After completing this course, students will be able to

  • Explain the interaction of the various components of a business
  • Integrate the knowledge gained in prior business courses
  • Analyze the environment and identify strategic issues and options
  • Integrate financial, managerial, accounting, marketing, and human resources decisions into a coherent business strategy
  • Explain how to implement strategic plans
  • Explain how to evaluate strategic plan outcomes and how to adjust strategies in response to environmental contingencies

Week 1

Lecture: The Strategic Management Process
Lecture: Developing Strategic Vision, Mission, and Objectives
Lecture: Crafting Strategy


  • Define strategy
  • State the four dependable strategic approaches in gaining a competitive advantage 
  • Discuss the criteria you need to use to understand a company's strategy
  • Explain the benefits of a strategic approach to managing
  • Realize the process of developing strategic vision
  • Determine how to design company-specific strategic visions
  • Identify the elements of strategic vision
  • Translate a strategic vision into objectives
  • Assess the concept of corporate strategy
  • Discuss the concept of business strategy
  • Consider the concepts of functional and operating strategies
  • Create consistencies among the different levels of strategy and unite them
  • Analyze the ethical implications of strategy decisions
  • Describe the notion of strategic intent

Week 2

Lecture: Industry Analysis
Lecture: Competitive Analysis


  • Identify an industry's dominant economic features
  • Analyze the competitive forces in an industry
  • Assess how the competitive structure and forces will impact strategic decisions
  • List the forces that drive change in an industry
  • Ascertain the link between driving forces and strategy
  • Develop strategic group maps
  • Assess the strength of the strategic position of a company in an industry
  • Specify the key factors for competitive success in an industry

Week 3

Lecture: Evaluating Company Resources
Lecture: Evaluating Competitive Capabilities


  • Assess how well a firm's current strategy is working
  • Identify a firm's resource strengths
  • Discuss a firm's resource deficiencies
  • Examine a firm's market opportunities
  • Explore threats to a firm's future profitability
  • Evaluate a company’s resource capabilities and deficiencies with a SWOT analysis
  • Assess the costs and prices of a company in terms of their competitiveness
  • Discuss the concept of value chain and its role in competition
  • Benchmark the costs of key activities
  • Use diverse strategic options for achieving cost competitiveness

Week 4

Lecture: The Five Generic Competitive Strategies


  • Define the term competitive strategy
  • Explain and understand the five generic types of competitive strategies
  • Identify the distinctive features of each one of the five competitive strategies
  • Evaluate when and how to apply each one of the five competitive strategies 

Week 5

Lecture: Vertical Integration Strategies and Competitive Advantage
Lecture: Offensive and Defensive Strategies
Lecture: Strategies in Different Types of Industries


  • Realize the concept of vertical integration
  • Explore the strategic advantages of vertical integration
  • Specify the strategic disadvantages of vertical integration
  • Know when and how to use vertical integration strategies
  • Define cooperative or collaborative strategies
  • Know when and how to use strategic alliances to create competitive advantage
  • List and use offensive strategies to secure competitive advantage
  • Use offensive strategies to match or exceed competitor strengths
  • Employ offensive strategies by capitalizing on competitor weaknesses
  • Plan and use defensive strategies to protect competitive advantage
  • Recognize first mover advantages and disadvantages
  • Plan and use strategies for competing in emerging markets
  • Employ and use strategies for competing in high-velocity, turbulent, and fast-changing markets
  • List and use strategies for competing in maturing industries
  • Recognize and use strategies for competing in stagnant and declining industries
  • Explore and use strategies for competing in fragmented industries 

Week 6

Lecture: Strategies for International Markets
Lecture: Strategies for Leaders and Runner-Up Firms


  • Ascertain why companies are motivated to expand internationally
  • List the challenges in operating internationally
  • Understand the differences between multicountry and global competition
  • Identify the types of international strategies
  • Recognize how and when to use the different types of international strategies
  • Assess when there is a need for strategic alliances to enhance global competitiveness
  • Recognize and apply strategies for industry leaders
  • Apply strategies for runner-up firms
  • Summarize strategies for weak businesses
  • Discuss turnaround strategies for businesses in crisis

Week 7

Lecture: Strategies in Diversified Companies
Lecture: Evaluating Strategies in Diversified Companies
Lecture: Implementing Strategy: Resources and Structure


  • List the four elements of the corporate strategy for a diversified company
  • Identify when and how to diversify
  • Apply the tests for judging a diversification move
  • Identify the key diversification strategies
  • Describe corporate turnaround, retrenchment, and portfolio restructuring strategies
  • Examine multinational diversification strategies
  • Identify corporate strategies
  • Apply the three tests for evaluating industry attractiveness
  • Evaluate the competitive strength of corporate business units
  • Conduct a strategic and resource fit analysis 
  • Define the principles of strategy-implementing tasks
  • Apply the principles of building core competencies and competitive capabilities
  • Match organization structure to strategy
  • Compare the pros and cons of different organizational structures
  • Recognize the trends in organizational structures of the future

Week 8

Lecture: Implementing Strategy: Budgets, Policies, Incentives
Lecture: Implementing Strategy: Culture and Leadership


  • Evaluate how to reallocate resources to match the budgetary and staffing requirements of a new strategy
  • Establish strategy-supporting policies and procedures
  • Institute best practices and mechanisms for continuous improvement
  • Install support systems to enable personnel to perform their tasks
  • Employ motivational practices and incentives to enhance employee commitment to strategy
  • Define what corporate culture is
  • Realize the role that corporate culture plays in strategy
  • Identify the signs of strong and weak cultures
  • Create a fit between culture and strategy
  • Exert strategic leadership
  • Trace where ethical standards come from
  • Identify the three categories of management morality
  • List the drivers of unethical strategies and behavior
  • Discover approaches to managing a company’s ethical conduct
  • Evaluate social and corporate responsibility

The course description, objectives and learning outcomes are subject to change without notice based on enhancements made to the course. December 2013