CORPORATE AND BUSINESS STRATEGY

Module Aim This strategic management course will equip you with the frameworks, tools, and concepts you will need to understand strategy formulation and implementation. This course will help you learn how to manage the firm’s competitive position and development, in order to ensure its long-term survival.

It is designed to enhance your capacity to do the job of a general manager responsible for strategic decisions. Participants are placed in the position of key decision makers (or their advisors) and are asked to solve problems specific to each case.

Syllabus Learning Outcomes Candidates will be able to:

Understand the fundamental aspects of business and corporate strategy;

Identify the important opportunities and challenges facing a business and setting out a course of action for dealing with them;

Generate strategy options for an company, evaluate alternative options, and select the most appropriate strategy;

Acquire familiarity with frameworks and techniques of strategic management, and effectively use these to guide management decision;

Effectively position a firm or a business unit within a globalised competitive environment;

Formulate a strategic plan while considering the organisation’s capabilities and environment; and

Build the necessary capabilities to develop a successful business.

Module Outline and Detailed Syllabuses 1. What is Strategy and the Strategic Management Process?

Defining Strategy

What Is a Competitive Advantage?

How Sustainable are Competitive Advantages?

Emergent vs. Intended Strategies

2. Evaluating a Firm’s External Environment

The General Environment

The Structure-Conduct-Performance Model of Firm Performance

The Five Forces Model of Environmental Threats

Industry Structure & Environmental Opportunities

3. Evaluating a Firm’s Internal Capabilities

The Resource-Based View of the Firm

The VRIO Framework

Imitation and Competitive Dynamics in an Industry

Implications of the Resource-Based View

CORPORATE AND BUSINESS STRATEGY

Internal Analysis in an International Context 4. Cost Leadership

The Value of Cost Leadership

Application to the Five Forces Model

Cost Leadership and Sustained Competitive Advantage

Organising to Implement Cost Leadership

Cost Leadership in an International Context

5. Product Differentiation

The Value of Product Differentiation

Product Differentiation and Sustained Competitive Advantage

Can Firms Implement Product Differentiation and Costs Leadership Simultaneously?

Product Differentiation in an International Context

6. Vertical Integration

What is Vertical Integration?

The Value of Vertical Integration

Vertical Integration and Sustained Competitive Advantage

Organising to Implement Vertical Integration

7. Corporate Diversification

What is Corporate Diversification?

Limited, Related and Unrelated Corporate Diversification

The Value of Corporate Diversification: Economies of Scope

Corporate Diversification and Sustained Competitive Advantage

8. Organising to Implement Corporate Diversification

Organisational Structure and Implementing Corporate Diversification

Management Controls and Implementing Corporate Diversification

Compensation Policies and Implementing Corporate Diversification

Organising to Implement Corporate Diversification in an International Context

9. Strategic Alliances

How Do Strategic Alliances Create Value?

Alliances Threats: Incentives to Cheat on Strategic Alliances

Strategic Alliances and Sustained Competitive Advantage

Organising To Implement Strategic Alliances

CORPORATE AND BUSINESS STRATEGY

10. Mergers and Acquisitions

Definition and Value of Acquisitions

What does Research Say about Returns to Mergers and Acquisition?

Mergers and Acquisitions and Sustained Competitive Advantage

Organising to Implement a Merger and Acquisition