English   Danish

2021/2022  BA-BHAAV5008U  Strategic Analysis

English Title
Strategic Analysis

Course information

Language English
Course ECTS 7.5 ECTS
Type Elective
Level Bachelor
Duration One Quarter
Start time of the course First Quarter
Timetable Course schedule will be posted at calendar.cbs.dk
Max. participants 60
Study board
Study Board for BSc in Economics and Business Administration
Course coordinator
  • Jing Chen - Department of Strategy and Innovation (SI)
Main academic disciplines
  • Entrepreneurship
  • Management
  • Strategy
Teaching methods
  • Blended learning
Last updated on 07-04-2021

Relevant links

Learning objectives
The objective of this course is to introduce students to the role of the “general manager,” who is faced by core strategic choices that concern the long-term performance of the firm, and provide them with the necessary skills to formulate and implement effective strategies. Through this course, students are expected to achieve the following learning outcomes:
  • Understand the fundamental concepts, economic principles and analytical frameworks in strategy
  • Develop the ability to identify strategic challenges faced by firms in various situations
  • Develop the ability to correctly apply the concepts and frameworks towards the analysis of business situations, and articulate sensible solutions
Strategic Analysis:
Exam ECTS 7,5
Examination form Home assignment - written product
Individual or group exam Individual exam
Size of written product Max. 15 pages
Assignment type Essay
Duration Written product to be submitted on specified date and time.
Grading scale 7-point grading scale
Examiner(s) One internal examiner
Exam period Autumn
Make-up exam/re-exam
Same examination form as the ordinary exam
Course content, structure and pedagogical approach

This course provides an introduction to the basic frameworks of modern strategy that aim to help firms establish and sustain competitive advantages. The objective of this course is to introduce students to the role of the “general manager,” who is faced by core strategic choices that concern the long-term performance of the firm, and provide them with the necessary skills to formulate and implement effective strategies.


This course is equally relevant for students who want to work with companies as consultants, attorneys or investors, helping clients understand and solve critical strategic issues. From this course, you’ll learn to think critically and analytically about competitive business situations. You’ll also learn to embrace uncertainty, ambiguity and complexity of these situations, and to help firms improve the decision making process with sensible and actionable solutions.  


Firm performance is jointly determined by external economic and internal organizational forces. As a general manager, he/she needs to have the ability to conduct strategic analysis at both the firm and industrial levels. To help students develop these analytical skills, this course is organized around four questions that are central to firms' strategic decisions:

  • What is the firm’s external environment?
  • What is the firm’s competitive advantage?
  • With whom should the firm compete?
  • How should the firm compete?


To answer these questions, we will cover the following four main topics in this course:

  • Industry analysis: the environment, opportunities, threats, industry competition
  • Firm level strategy: competitive advantage
  • Competitive dynamics
  • Corporate strategy



Description of the teaching methods
This course combines interactive lectures and case analyses. While the lectures provide a synthesized theoretical framework as the guidance for logical thinking, the case analyses offer an opportunity to integrate and apply the theoretical framework in a practical way.
Feedback during the teaching period
Feedback is provided in the following ways:
1. During in-class discussions. During lively in-class discussions based on strategical theories and cases, immediate feedback is given to students' participation regarding how well they understand the key concepts, whether or not they make the right of the analytical model, and whether or not the analysis is performed correctly.

2. During the breaks. The break time is utilized to give students some quick clarifications on the learning points that remain unclear after class discussion.

3. Office hours. Students are encouraged to come to office hours. They can use this time to have more in-depth conversations with the professor about questions regarding strategic analysis. They can receive supervision on the preparation of presentation and final essay. They can also receive feedback on the performance of presentation and final essay, based on the evaluation criteria.
Student workload
Preparation 90 hours
Teaching 38 hours
Examination 86 hours
Expected literature

In addition to cases, the expected literature includes:


Porter, M. 1996. “What Is Strategy?”, Harvard Business Review

Mintzberg, H. 1987. “Crafting strategy”, Harvard Business Review

Porter, M.2007 “Understanding Industry Structure”, Harvard Business Publishing

Prahalad, C.K. and G. Hamel. 1990. “Core Competence of the Corporation”, Harvard Business Review

Ghemawat, P. and J. Rivkin. 2006. “Creating Competitive Advantage”, Harvard Business Publishing

Brandenburger, A. and B. Nalebuff. 1995. “The Right Game: Use Game Theory to Shape Strategy”, Harvard Business Review

Yoffie, D. B. and M.A. Cusumano. 1998. "Judo Strategy: The Competitive Dynamics of Internet Time", Harvard Business Review

D. Collis. 1995. “The Scope of the Corporation”, Harvard Business Publishing

Last updated on 07-04-2021