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2016/2017  KAN-CCMVI2053U  Strategic Management - Competitive Strategy

English Title
Strategic Management - Competitive Strategy

Course information
Language English
Course ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration Summer
Start time of the course Summer
Timetable Course schedule will be posted at calendar.cbs.dk
Max. participants 80
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Course instructor - Francesco Di Lorenzo, Ph.D. Assistant Professor, Strategic Management and Globalization department, Copenhagen Business School, fdl.smg@cbs.dk
    Sven Bislev - Department of Intercultural Communication and Management (ICM)
In case of any academic questions related to the course, please contact the course instructor or the academic director, Sven Bislev at sb.ikl@cbs.dk
Main academic disciplines
  • Managerial economics
  • Strategy
Last updated on 30/01/2017
Learning objectives
To achieve the grade 12, students should meet the following learning objectives with no or only minor mistakes or errors: Participants are expected to be able to:
  • assess the attractiveness of an industry
  • assess the competitive advantage of a firm
  • evaluate the optimal scope of activities of a firm
  • evaluate the international strategy of a firm
  • evaluate opportunities to diversify the firm's core businesses
Course prerequisites
Business Bachelor completed
Examination
Strategic Management - Competitive Strategy:
Exam ECTS 7.5
Examination form Written sit-in exam
Individual or group exam Individual exam
Assignment type Written assignment
Duration 4 hours
Grading scale 7-step scale
Examiner(s) One internal examiner
Exam period Summer, Ordinary exam: End of July - beginning of August 2017.

Retake exam: End of September - beginning of October 2017.

3rd attempt (2nd retake) exam: End November - beginning of December 2017.

Exam schedule is available on http://www.cbs.dk/summer http:/​/​www.cbs.dk/​uddannelse/​summer-university-programme/​exam.
Aids allowed to bring to the exam Open book: all written and electronic aids, including internet access
Make-up exam/re-exam
Same examination form as the ordinary exam
If the number of registered candidates for the make-up examination/re-take examination warrants that it may most appropriately be held as an oral examination, the programme office will inform the students that the make-up examination/re-take examination will be held as an oral examination instead.
4 hour written sit-in exam, new exam question
Exam form for 3rd attempt (2nd retake): 72 hours home project assignment, max. 10 pages.
Course content and structure

This course is focused on how to create and sustain advantages in highly competitive business environments. Both qualitative and quantitative analysis skills will be emphasized. We will focus on analytical frameworks and techniques for evaluating industries and for developing successful business strategies. Specifically, we will consider the internal and external factors that determine firms’ chances of success; firms’ offerings and costs relative to competitors; the scope of firm activities; the markets and niches a firm serves, and the capabilities that firms leverage; and scenario-based approaches to strategic management. All of these factors inform our understanding of the relationship between strategic action and competitive advantage.
Students adopt the perspective of a general manager (e.g., of a business unit, a plant, a region, a division, a product line, a company) focused on long-term profitability. We will answer questions typically addressed by senior corporate executives. Two reactions to this challenge are common: (1) “It will be years before I’m a senior executive. Why do I need this course now?” or (2) “This course will accelerate my time-to-senior executive!” You are encouraged to embrace reaction #2.
By considering business situations from the perspective of those who will be supervising your work and/or leading your employers, you will be prepared to deliver high quality work products. This course will prepare you to anticipate the most likely concerns and questions of senior executives making important business decisions.


Class 1: Introduction to course and economic foundations of
Strategy
Class 2: Market Structure and Industry Analysis
Class 3: Core competences and competitive dynamics I
Class 4: Competitive dyanamics II
Class 5: Cost Advantage
Class 6: Dynamic strategic management
feedback activity:
Class 7: Diversification Strategies
Class 8: Vertical Integration
Class 9: International Diversification
Class 10: Competitive advantage transferability
Class 11: Strategic career management
Teaching methods
Discussion in class of the theoretical framework; discussion in class of the cases; exercise in class
Student workload
Preliminary assignment 10 hours
Classroom attendance 33 hours
Preparation 144 hours
Feedback activity 7 hours
Examination 12 hours
Further Information

Preliminary Assignment: To help students get maximum value from ISUP courses, instructors provide a reading or a small number of readings or video clips to be read or viewed before the start of classes with a related task scheduled for class 1 in order to 'jump-start' the learning process.

 

Feedback Activity: A feedback activity defined by the course instructor will take place approx. half-way through the course.

 

Course timetable is available on http://www.cbs.dk/uddannelse/summer-university-programme/courses.
Expected literature

Preliminary literature (must-have)

 

Grant, Robert M.: Contemporary Strategy Analysis: Text and Cases, 8th edt.

http://eu.wiley.com/WileyCDA/WileyTitle/productCd-111994189X.html

 

Cases and articles:

Honda (A), HBS Case #384049

Honda (B), HBS Case #384050

“Cola Wars Continue: Coke and Pepsi in 2010” HBS Case 9-711-462 (2011 revision) by D. Yoffie & R. Kim

“Intel, 1968-2003” by R. Casadesus-Masanell; D. B. Yoffie and S. Mattu, HBS Case 9-703-427

“Lesser Antilles Lines” by Pfeifer & Gelly

“Airborne Express” by Rivkin, HBS Case #9-798-070

“Matching Dell” by Rivkin & Porter, HBS Case #9-799-158

“Dogfight over Europe: Ryanair (A)” by Rivkin, HBS Case 9-700-115

“Pepsico: The challenge of growth through Innovation” by  Venkataraman, S.; Summers, M.

“Bergerac Systems: The Challenge of Backward Integration,” HBS Brief Case #4381

Tesco in Japan” by Perepu, I.; Purkayastha, D.; Maseeha, S.

 

 “WAL-MART in China 2007: future prospects” by Black, S.; Foeste, A.

 

Secondary literature (nice-to-have)

 

Cases and articles:

 

“What is strategy?” by M. Porter

“Crafting strategy” by H. Mintzberg

“Understanding Industry Structure” by M. Porter

“Core Competence of the Corporation” by Prahalad & Hamel

 “The Right Game” by Brandenburger & Nalebuff

“Analyzing Relative Costs” by Rivkin and Halaburda

“From Competitive Advantage to Corporate Strategy” by M Porter

“Scope of the Corporation” by D. Collis, HBS #9-795-139

“Managing global Expansion. A conceptual framework” by Gupta, A.K. and Govindarajan, V.

 

 

 

 

 

 

 

 

 

 

 
Last updated on 30/01/2017