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How does a corporation create economic value through its multimarket activities?
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How must the corporation be structured and managed to realize the benefits of itsmultimarket activities?
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When should those activities be undertaken inside the corporation, rather than accessedthrough contracts, joint ventures or strategic alliances?The course will offer analytical frameworks developed to address these questions andwill examine how these frameworks apply in concrete business situations.
COURSE FORMAT
The majority of class time will be devoted to the analysis and discussion of corporatestrategy and global competition cases. Short lectures (and selected videotapes) willalso be used to elaborate on key theoretical models and frameworks or to reinforcecrucial concepts. These lectures, however, will be subordinate to the case analysis.Cases provide a natural "test-bed" for theory and provide vivid examples that aidmemory of concepts.The case method also gives students a chance to deal with ambiguity. Most cases donot have obvious "right" answers. Managers must be able to function in situationswhere the right answer is not known, without falling into the trap of assuming thatany answer is as good as another. Some analyses and proposed strategies are clearlywrong, and some are clearly better than others. A popular phrase in case analysisclasses is "There are
no
right answers, but there are
wrong
answers." Case discussiontechniques provide a chance to learn the
meaning
of analytical rigor in situations otherthan open-and-shut problems
.
Preparing
It is important you understand basic strategy concepts such as:
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Industry analysis
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General environment analysis
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Competence
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Value chain analysis
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Generic strategies
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Corporate and business strategy
These are the fundamental underpinnings of the field and should have been covered in yourcourses so far.
COURSE EVALUATION
Course grades will be determined by students’ relative performance on the following threecourse components:
Course Participation
30%
2
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