| Lectures and exercises |
hours |
| Topics |
Specific contents |
|
| Introduction |
Definition, the process of formulating a strategy, context framework. |
2
|
| Industry analysis |
The 5 competitive forces model. Factors influencing the competitive intensity and dynamics. |
4
|
| Basic strategies |
Basic strategies: characteristics and requirements. The risks of these basic strategies. |
2
|
| Analysis of competitors |
The identification of the potential competitive profile. Previsions on the future competitive behaviours. |
2
|
| Emergent, mature, and declining industries |
Determinants and obstacles to industry growth. Long-term changes. The product life cycle. Strategy in emerging industries: characteristics, constraints, strategic alternatives, and entry time. The transition of the industry to maturity: characteristics, traps, and organisational implications. Strategies in declining industries: characteristics, competitive options, alternatives. |
2
|
| Strategic innovation management |
Inventions and innovations, the innovation process, profitability of innovation, the appropriability of innovation rents, strategies of exploitation |
4
|
| Strategies in fragmented industries |
Factors causing fragmentation, possible alternatives, the “blocked” industries, how to deal with fragmentation, strategic traps. |
2
|
| Resources and competences based strategies |
Resource-based objectives, the role of the analysis of resources in strategy formulation, types of resources and competences, identification of distinctive resources and competences of the firm, market imperfections. |
2
|
| Portfolio Analysis |
Boston and MacKinsey approaches to portfolio analyses |
4
|
| The business growth |
Growth strategies: intensive, integrative, diversification. Advantages and disadvantages of vertical integration. Concentric and pure diversification. Growth forms. |
2
|
| Business Planning |
Business description. Organisational, operational, economical and financial plan. |
8
|
| Global industries and International Strategic Management |
Internationalization processes: antecedents and consequences. Global and multi-domestic strategies. International operations strategies. International sourcing and manufacturing: definitions, determinants and obstacles, developmental stages. Sourcing in China and India. |
6
|
| Total hours for lectures and exercises |
40 |
| for exercises only |
|
|
Further educational activities
|
hours
|
| Labs |
|
| Tutorials / Seminars |
10 |
| Workshops |
|
| Guided tours |
|
| |
|
| Total hours for further educational activities |
10 |
| Total hours |
50
|