The objectives of the course are:
- To develop the ability to think strategically about a business organization, its business position and how it can gain its sustainable competitive advantage.
- To build skills in conducting strategic analysis in a variety of competitive situations and provide a strong understanding of the competitive challenges of the global marketplace
- To gain experience in developing business strategy, reasoning carefully about strategic options, using what-if analysis to evaluate action alternatives and make strategic decisions.
At the end of the course, learners will be able to:
1. Provide an overview of global strategy concepts as they apply to international business, strategies, and market structures including multinational enterprises (MNEs) and nongovernmental organizations (NGOs).
2. Differentiate strategies of developed economies of the Triad (North America, Western Europe, and Japan) and emerging economies of the world (with a focus on BRIC-Brazil, Russia, India, and China)
3. Illustrate the three tiers the global economic pyramid and the competitive challenges for markets at each level.
4. Define basic terms involving industry competition.
5. List and explain the significance of each of the forces in the "five forces framework" first advocated by Harvard professor Michael Porter, to address industry-based view of strategy.
6. Compare Porter's three generic strategies of intended to strengthen the focal firm's position relative to the five competitive forces: (1) cost leadership, (2) differentiation, and (3) focus.
7. Explain what firm resources and capabilities are and their relevance in Value Chain Analysis.
8. Analyze the value, rarity, imitability, and organizational (VRIO) aspects of resources and capabilities and their application.
9. Describe the emerging institution-based view of strategy (in addition to the traditional industry-based and resource-based views) .
10. Discuss the role of the institutions, cultures, and ethics in an institution-based strategy.
11. Illustrate a comprehensive model of entrepreneurship for Small and medium-sized enterprises (SME).
12. Review the five most popular strategies of entrepreneurial firms for entering foreign markets while remaining a domestic firm.
13. Articulate a comprehensive model of foreign market entries addressing how to choose, when to enter, where to enter and how to manifest a new firm within a foreign market.
14. Compare and contrast first and late movers into a foreign market.
15. Formulate definitions involved with describing strategic alliances and networks (SAN).
16. Categorize the basic kinds of SANs including their benefits and disadvantages.
17. Construct terms of competitive dynamics, strategy as action, and marketplace signaling.
18. Identify the drivers for attacks, counterattacks, and signaling in global markets.
19. Review the terms needed to understand product diversification, geographical diversification, and their intersection.
20. Codify the basics of mergers, acquisitions, and restructuring.
21. List the four basic configurations of multinational strategies and structures
22. Describe the Comprehensive Model of Multinational Strategy, Structure, and Learning.
23. Differentiate various ownership patterns and their impact on corporate governance, those who govern, and the conflicts emerging from governance.
24. Elaborate on the comprehensive model of corporate governance.
25. Develop a comprehensive model of corporate social responsibility
26. Appraise three leading debates concerning corporate social responsibility Learn about corporate social responsibility (CSR).
1. Provide an overview of global strategy concepts as they apply to international business, strategies, and market structures including multinational enterprises (MNEs) and nongovernmental organizations (NGOs).
2. Differentiate strategies of developed economies of the Triad (North America, Western Europe, and Japan) and emerging economies of the world (with a focus on BRIC-Brazil, Russia, India, and China)
3. Illustrate the three tiers the global economic pyramid and the competitive challenges for markets at each level.
4. Define basic terms involving industry competition.
5. List and explain the significance of each of the forces in the "five forces framework" first advocated by Harvard professor Michael Porter, to address industry-based view of strategy.
6. Compare Porter's three generic strategies of intended to strengthen the focal firm's position relative to the five competitive forces: (1) cost leadership, (2) differentiation, and (3) focus.