6000 - Week 1 - Corporate Strategy Framework - Sept 2015
Transcript of 6000 - Week 1 - Corporate Strategy Framework - Sept 2015
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7/23/2019 6000 - Week 1 - Corporate Strategy Framework - Sept 2015
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Corpor
ateStr
ategyCours
e
Framework
SGM
T6000
Session1
Profe
ssorChar
lesMcMillan
charl
esmcmilla
nsgi@gm
ail.com
September17,2
1-2015
-
7/23/2019 6000 - Week 1 - Corporate Strategy Framework - Sept 2015
2/65Q
uickOverviewofCourse
Manyc
oursenamesBusiness
Strateg
y,
StrategicManag
ement,
CorporateStrate
gy,
Leadershipand
Strateg
y,etc..
Multipleviewpointshistorical,
econom
ic,psych
ological,
organizational;
Multipletools:casestudies,cross-
section
al,longitudinal,au
thorinsights,
statisti
cal,etc.;
DifferentLevels
Functio
nal,Business,
Corporate,
Enterprise.
-
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3/65Se
archingfor
theH
olyGr
ail
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4/65
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5/65
6000CourseF
ramework
Studyo
fStrategy
fortheOr
ganization
as
anIntegratedWhole;
BestPra
cticeOrga
nizationalF
ramewor
kvs.
HowOrganizationsareMana
ged;
Strategy:Integrationofbeh
avioural
science,economic
s,andbas
icstatistics;
CoreTheme:Canadianfir
msdontplay
Hardba
ll.
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SGMT6
000ThreeV
iewpoints
IdealLearning
Experience
Real
Chore=
TooMan
yReadings,
Requir
edCourse
SGM
T601:
Necessary
Fram
eworks
Swee
tSpot
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T
imeFrames:De
cadesSinceEarly1950s
Morecomplexity,GlobalMind-Set
Case
Studies
Theor
yof
TheF
irm
Competitive
Positioning
Corporate
Alignments
BrandValue
Networks,
TimeBased
EvolutionofStrategicMana
gement
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StrategicManagem
ent
Setofd
ecisionsandactions
thatresultin
formula
tionandexecutionofideasand
plansto
achievek
eyobjectives;
Futureorientation
ofafirm,
providing
coordinateddecision,
based
oninterna
l
capabilitiesagains
texternale
nvironmental
benchm
arks;
Strategy
usuallyinvolvesth
reelevels:
Organiz
ational,bu
siness,an
dfunctional.
-
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9/65C
orporateStr
ategy
Models
Industry
Positioning
Value
Positio
ning
Asset
P
ositioning
C
orporate
Strategy
LifeCycles
C
ompetitive
F
orces
Innovations
Sta
rtups
Tra
nsformations
ExploitComp
etencies
StretchAssets
ReinforcingStrengths
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10/65Str
ategicChoice:ForkintheRoad
-
7/23/2019 6000 - Week 1 - Corporate Strategy Framework - Sept 2015
11/65H
istory
ofStr
ategy
Ancient
Writers;
SunTsu
Military
Practitioners:
Caesar,Geng
hisKhan
MilitaryWriters:
Machiav
elli,
VonClaus
ewitz,
Napole
on
KeyConcepts:
Manoeuvre,unityofcommand,
Surprise,deception,
simplicity
Ad
am
Sm
ith
Da
vidRicardo
KarlMarx
Dru
cker
Schumpeter
MaxWeber/
FredTaylo
r
KeyConcepts:Man
agement,
Innovation,Competitiv
eAdvantage,
Inn
ovationHumanP
sychology
Thuswemayknowthattherearefiveessentialsforvictory:
1Hewillw
inwhoknow
swhentofightandwhen
nottofight.
2H
ewillw
inwhoknowshow
tohandlebothsuperiorandinferiorforces.
3Hewillw
inwhosearmyisanim
atedbythesamespiritth
roughoutallitsranks.
4Hewillw
inwho,preparedh
imself,waitstotakethee
nemyunprepared.
5Hewillw
inwhohas
militarycapacityandisno
tinterfered
with
bythesovereign.
Sun
Tzu,
TheArtofWar
http://www.goodreads.com/author/show/1771.Sun_Tzuhttp://www.goodreads.com/author/show/1771.Sun_Tzuhttp://www.goodreads.com/author/show/1771.Sun_Tzuhttp://www.goodreads.com/author/show/1771.Sun_Tzuhttp://www.goodreads.com/author/show/1771.Sun_Tzuhttp://www.goodreads.com/author/show/1771.Sun_Tzuhttp://www.goodreads.com/work/quotes/3200649http://www.goodreads.com/work/quotes/3200649http://www.goodreads.com/work/quotes/3200649http://www.goodreads.com/work/quotes/3200649http://www.goodreads.com/work/quotes/3200649http://www.goodreads.com/work/quotes/3200649http://www.goodreads.com/work/quotes/3200649http://www.goodreads.com/work/quotes/3200649http://www.goodreads.com/work/quotes/3200649http://www.goodreads.com/work/quotes/3200649http://www.goodreads.com/work/quotes/3200649http://www.goodreads.com/work/quotes/3200649http://www.goodreads.com/author/show/1771.Sun_Tzu -
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13/65Strategy
LearningfromHistory
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14/65En
vironme
ntalCha
nge:Vo
latilityI
ndex
http://e.businessinsider.com/3cba.eyj/Ta31MQDhFi1poGqNB6cfe -
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15/65F
ourT
StrategicA
nalysis
Countries
Branding
Promotions
Pro
cesses
Products
Engineering
IT
Tools
Daily,
Weekly
In-House
QCTools
Ca
shflow
Borrowing
Sha
rePrice
-
7/23/2019 6000 - Week 1 - Corporate Strategy Framework - Sept 2015
16/65Vision,S
trategy,and
Tactics
Vision
DiverseAudience
B
roadDirection
LongTerm
Inspirational
Enduring
HighEnergy
Strategy
DecisionMakers
Top
Priorities
Med
iumTerm
De
clarative
Stable
Di
rectional
Tactics
Operations
Exe
cution
ShortTerm
TakingCharge
Cha
nging
M
ap
Leadership,
theOrganization,andC
apacityforChange
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17/65
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18/65Strategy:AMatterof
Timing
-
7/23/2019 6000 - Week 1 - Corporate Strategy Framework - Sept 2015
19/65Glo
balizationand
itsConseque
nces
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20/65S
GTMinBusin
essSchools
Traditionally,majorintegrating
coursetotalv
s.silo-functionalv
iew;
Noone
model
Harvardcasestudy
approa
ch,
highly
theoretical(Chica
go);
Othert
ools:businessplan,studyfirm
(Oslermodel),s
tudynon-business
approa
ches;
Harvard:Spend
atermin
apoor
country.
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21/65T
heBusinessofBusiness
Schools
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22/65
-
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23/65Co
reThesis:Busin
essSch
oolsare
like
Lu
xuryGo
ods:Los
ingTheir
Luste
r
Likefashiongoo
ds,rapid
growth
means
declinein
quality;
Coreproductisdebasedb
ybad
theorie
staughtbyweaktheorists;
MBASc
hoolsfac
eBipolar
Shopping
DisorderWeak
Schools
wantthe
BusinessModeloftheTopSchools,
withou
tthePayoffFew
schoolsm
eet
theLou
isVuittonBrandA
dvantage
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24/65Ma
nagem
ent:T
heNewSourceof
Co
mpara
tiveAdvanta
ge
HugeG
rowthin
BusinessEducation
2000+
Schools
;
ThreeLevelsTop20(M
ostly
Americ
anHarvard,
Wh
arton,plus
LBS,IN
SEAD),next20-3
0butwith
larged
rop,
then
therest
.
TopSc
hoolsenjoy,apartfromFa
culty
sizean
dcriticalm
ass,lo
cation
(financ
ialcenters),firstrate
universitybrand
,andglo
balname
professors.
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P
roductivit
yandMan
agementS
coresbyCountry
Country
OverallScore
Mo
nitoring
Targetin
g
Incentives
SampleSize
Canada
3.1
3
3.3
5
3.0
2
3.0
2
344
USA
3.3
3
3.4
4
3.2
3
3.3
0
695
Britain
2.9
8
3.1
6
2.9
3
2.8
8
762
Sweden
3.1
8
3.5
4
3.2
2
2.8
6
270
Japan
3.1
5
3.2
0
3.2
5
2.9
0
188
Germany
3.1
8
3.4
0
3.2
4
2.9
5
336
SOURCE:AdoptedfromBloomandR
eenen(2010).
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Performance
Time
Strategy
Gap
TheoreticalOutput:
Knowledge,
Change,
ResourceAllocations,
Will,Finan
ce,
Luck A
ctual
Output:
Growth,B
enchmarks
Th
eory:Business
SchoolsImpro
veManagemen
tQuality
-
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29/65SourceofMBAThinking/Course
Content
1970s+
AcademicWorld/IntellectualContent
ConsultingAdap
tation
BestPractice
2000+
BestPrac
tice(FirmsApp
le,
GE,
Toyota,e
tc.)
Consulting
Busines
s
Schools
-
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30/65C
orpora
teStrategyDe
velopm
ent
Be
stPracticeCom
panies
(BestoftheBreed,
BestandtheRest)
Glo
balConsulting
Companies,
Investment
Banks
Busines
sSchools
(FirstTier-Theoretical
Work;SecondTier-
Dissemination
Fac
tories
Journals,
Conferences
Executiv
eEducation,
Publish
ingHouses
Corporate
Universities
MultipleWorkAssignments,Careers,Te
aching,Publis
hing
-
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31/65Aca
demics
vs.
Consultants
Advanta
ges
Well
train
edfromb
es
t
schools;
Academicsarehighly
focused(
butalso
narrow);
FewTime
pressures;
Publicdo
main,
free
fromn
arrowinterests;
Publisho
rPerish;
USDomination
(English)
;
Hierarchy
ofJournals
;
Acce
sstofirmsa
nd
internalcorporate
date
;
Reputationof
Consultants(pra
ctical)
vs.A
cademics(t
oo
abst
ract);
Consultantshave
Talent,resources,and
spee
d;
Hugedatabase
of
benc
hmarks,
indu
stries,andg
lobal
reac
h;
Strongdisseminat
ion
chan
nels,media,
journ
als;
LeadingAcad
emicAdvantages
Leading
ConsultantAdv
antages
-
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32/65Aca
demics
vs.
Consultants
Advanta
ges
Academicstalkto
themselv
esviaunrea
d
journals;
Narrowd
isciplinary
focus;
Toooften
,datadrives
research
topics;
Methodologiesdrive
dataanalysis:survey
s,
cross-sec
tional,Publi
c
statistics;
Hierarchy
ofJournals
andscho
olsinhibit
publicdis
semination.
Revenues,not
intellectualinsight,
drivesbusinessmodel
forc
onsultants;
Prob
lems
olving
drives
cons
ultingplatfo
rms
(e.g.
Competitive
Forc
es,
Process-
Re-
Engineering,
Tim
e-
Base
dCompetition);
Over-generalizationof
findingsfromsp
ecific
indu
stries,
firms;
Mark
etreputatio
n
drivessales
repu
tation.
AcademicD
isadvantages
Consu
ltantsDisadvan
tages
-
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CorporateStrateg
yAndLev
elsofAna
lysis
High
Impact
G
lobal:
Energ
y,Internet,
Technology,
Etc.
R
egional:
e.g.Europe,
Latin
America
Industry
Impacts:
Te
chnology,
F
inancial
Corporate
Strategy
Competitiv
Advantage
-
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34/65C
hanging
Focuso
fCorporateStra
tegy
Price:
Co
stLeadership
Tools:
Scale,Experience
Curves,
C
ostAnalysis,
Indus
trystructurean
d
s
upplycurves
Positioning
Tools:
BCGGrow
th/
ShareMatrix
GEMatrix
McKinsey
7s
Scenario
s
Processes
Tools:
ValueChain
QualityTQM
Balanc
edScore
Board
Resou
rce-Base
T
i m e
People
Tools:
C
ollaboration
Strategic
Alliances
Networks
BlueOcean
C l
d C
i
TheFourPsofStrateg
y:
1970sPriceLowCostLeadership
1980sIndustryPo
sitionandPortfolioAnalysis
1990sOrganization
alProcessesan
dCapabilities
2000+-People,
Networks,Sust
ainability
-
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35/65
NewM
odels:
Synthesisof
MultipleView
s
Recog
nitionoftheGlo
balGam
e;
Extrem
ecomp
lexityandvolatility
ofthe
Externa
lEnvironment;
Needformultipletalents,
viewpoints,un
derstan
dingofcore
streng
ths.
-
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Organi
zationalGrowth
Strategies
Energizing
The
Business
G
oing
International
Leveraging
The
Business
Creating
New
Business
Growth
Strategies
-
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37/65T
hreeW
avesofGlobalization
-
7/23/2019 6000 - Week 1 - Corporate Strategy Framework - Sept 2015
38/65
Countries
andTheWealthCreationProcess
WealthC
reation:
PerCapitaGNP
Factor
Endowme
nts:
D.
Ricar
do
Scale&
Specialization:
A.
Marsh
all
Science-B
ased
Innovation:
Schumpeter
-
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Globalization:AManagem
entGap?
Sourcesof
We
alth:
1.Factor
Endowments
2.Scale
Economies
3.Scienc
eInnovation
Mana
gement
Inno
vation
USA:100,000MBAs
Canada:
7000MBAs
China:10,000MBAs
Globalization
Gap?
PerCapita
G
DP
Impact
-
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-
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Domestic
Environment
Domestic
Domestic
Environme
nt
Environme
nt
ValueCh
ains
sophistic
ation
Adjustm
ent
ValueCh
ain
ValueChainss
sophistic
ation
sophistic
ation
Adjustm
ent
Adjustm
ent
EntryExit
B
arriers
Ad
justment
Entry
EntryExit
Exit
B
arriers
B
arriers
Ad
justment
Adjustment
ountry
rowth
Time
MarketOpenness
MarketOpenness
International
Expansion
International
ExpansionN
ewRulesan
dPlayers
NewRulesan
dPlayers
Global
Competition
Global
Competition
GlobalGrow
thModelforIndustries
GlobalGrow
thModelforIndustr
ies
-
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Flows
of
Resources,
People
and
Informa
tion
amon
g
IndependentUnits
Distributed
Resources
&
Capabilities
TheCorporateCenter
TheCorporateCenter
ComplexCoordinatio
n:
C
ooperation&SharedDe
cision
Making,Culture
InternationalO
rganization
InternationalO
rganization
Operationsabroad
AppendagestoHQ
TightPlanningand
Controllinkages
Assets,
Decisions
Decentr
alized,butHQ
controlled
GlobalOrganization
GlobalOrganization
-
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ORGANIZATIONALPSYC
HOLOGY
ORGANIZATIONALPSYC
HOLOGY
MACRO
-ECON
OMICS
MACRO
-ECON
OMICS
Institutional
Focus
Organization
al
History
Resource-b
ased
Perspective
Entrepreneurial
vision
POLITIC
ALECONOMY
POLITIC
ALECONOMY
1.
Compe
titiv
e
Focus
2.
Tec
hnol
og
ica
l
Pos
ition
ing
3.
Internal
Compete
nces
4.
Organ
izati
ona
l
Effec
tiveness
StrategicPositioning
Organizatio
nalLearning
CoreCompetencies
STRATEGIC
STRATEGIC
OPTIONS
OPTIONS
ORGANIZATIONALPSYC
HOLOGY
ORGANIZATIONALPSYC
HOLOGY
MACRO
-ECON
OMICS
MACRO
-ECON
OMICS
Institutional
Focus
Organization
al
History
Resource-b
ased
Perspective
Entrepreneurial
vision
POLITIC
ALECONOMY
POLITIC
ALECONOMY
1.
Compe
titiv
e
Focus
2.
Tec
hnol
og
ica
l
Pos
ition
ing
3.
Internal
Compete
nces
4.
Organ
izati
ona
l
Effec
tiveness
StrategicPositioning
Organizatio
nalLearning
CoreCompetencies
STRATEGIC
STRATEGIC
OPTIONS
OPTIONS
Glob
alManagement
Glob
alManagementGlobalCompetition
GlobalCompetition
-
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Global
In
tegration
Worldwide
L
earning
National
Responsiveness
Tiltingto
Intern
ational
Tiltingto
Global
Tiltingto
Multinational
-
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45/65E
cosystemC
ollaboration
-
7/23/2019 6000 - Week 1 - Corporate Strategy Framework - Sept 2015
46/65
AUTOIndustry:MBAsv
s.
Engineers
AUTOIndus
try:MBAsv
s.
Engineer
s
-
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47/65Be
nchm
arkso
fGoo
dStra
tegy
A
uniquev
alueproposition;
A
different,tailore
dvalue
chain;
A
ctivitiesinvaluec
hainarealignedand
r
einforce
eachoth
er;
C
learand
understandabletradeoffs
c
hoosingwhatnottodo;
T
hreeCsStrategi
ccontinuity,
c
ommitm
ent,and
constan
t
improvem
ent
-
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48/65StrategyandtheGeneralMan
ager
General
Ma
nagement
Tasks
Vision,
Mission,
Values
Imp
lementation:
People
I
Perform
ance
Measures
Setting
Direction
,
Creating
Strategy
-
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49/65T
heComplexities
ofaBus
inessMo
del
ValueProposition
Target
Segm
ent
Produ
ct/Service
Offering
Revenue
Model
Busine
ssModel
Operat
ingModel
Value
Chain
Cost
Model
Organ
izational
De
sign
-
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50/65
Strategyand
Opera
tions
Strategy
Strong
Flawed
Strong
Operations
Weak
Valu
e
Creation
Bad
M
anagement
Poo
r
Execution
Value
D
estruction
-
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WhyFlawedStrategy?
ProtectedMarke
t
Techno
logyObs
olescence
PoorM
anageme
nt/Leade
rship
Slack:
EasyAcc
esstoRe
sources
BadBu
sinessPlan:ValueProposition
All
oftheAbove
-
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52/65I
mpactofBadStrategie
s
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53/65FiveCompetitiveForce
sofIneffectiveLea
dership
Low
Organizational
Innovation
CapacityToListen
StrongHierarchy
Group
Think
DataD
eterminesAnalysis
Organ
izationalParalysis
Skills&Competencie
s
Lo
ngevity
YesMenCulture
To
pDownBureaucracy
BiasTowardsthePast
CelebratesExecutiv
es
Capacity
ToLearn
SingleLoopDecisions
BudgetsDetermineActio
n
Strong
RulesCulture
ShortT
imeHorizons
CapacityToMotivate
PayIncen
tivesOnly
DaytoDa
yActions
StrongRu
mourMill
HighPsychologicalExit
WorktoR
ule
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BadStr
ategicChoices
-
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Strateg
y:Why
PoorE
xecutio
n?
Deming:85-15
Rule
OrganizationalStructure
,Design
HRT
raining
Techno
logy-Peo
pleSyste
ms,
Interfa
ce
PoorLearningT
ools,
Lea
dership
Myopia
All
oftheAbove
-
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StrategicDile
mmas
for
Managers
G
lobalSyst
emC
ompetition(Oil,
China)
C
ompetitiveDynamic
s(Hardball
S
trategies)
C
reativeDe
struction-
Technology
D
isruption(Schumpeter)
I
nternalDy
namics:C
ulture,
Integration
P
oliticalFra
meworks(ColdWar,
T
errorism,
ThirdWorld,etc.,
Re
gulations,
C
SR)
I
nternet,Communica
tionsRevo
lution
-
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Worst
Strateg
y:
Sweep
ingunderthe
Rug
-
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DefiningtheBusiness
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ization
alRenewal:
Th
eDomain
sofEntre
preneuria
lLeaders
Markets
NewExisting
Existing
DistinctiveCompetenciesNew
Domain
of
Leaders
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Indust
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dball
Deva
stateRiva
lsProfitS
anctuarie
s
Plagiarizewith
Pride,
i.e.
Learn
DeceivetheCo
mpetition
:Surprise
Unlea
shOverw
helmingForce4t
s
Raise
CompetitorsCosts
Tools
ofRuthle
ssIntensity,
Willt
o
Win
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SGMT6000
Twoca
sewrite-upsInd
ividual(5
-6
pagesnoextra
material-Internet
search
needed);
RequiredReadin
gsImp
ortanceo
f
Certain
papers;
GroupProject
endofco
urse;
FinalExam.
Eachse
ssionopeningstudent
questio
ns
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Course
Prepa
ration
CourseText,Readings
Preparation,
Th
inking,C
oreTopics
Outsid
eReadin
gs/Handouts
Cases:Prepara
tion,
Thinking,
Conclu
sions
ClassPreparation:OneLesson
Learned
WritingCases:
ConclusionFocused
GeneralMaterials:Read
ings,
Newsp
apers
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seAna
lysis:Diagno
sisvs.
Symptom
s,
Tac
ticsan
dTools
Compe
titiveAnalysis:FiveForces
Resour
ceBased
:VRIO
PEST
SWOT
FourT
Trade,
technolo
gy,
talen
t,
treasury
5-6Pages,startwithConclusion
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eA
nalysis:Models
atisthebusi
nessmod
elforthis
anization:whataccountsforfailure
ucc
ess?
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ursetool
s:e.g.a)
theories
rfec
tmarket
vs.mono
poly),b)
ectc
ompariso
n(GMvs
.Toyota)
,c)
poratehistor
y(I,
II,I
II),d)
sultingmode
ls(BCG
wth
/market
share,e)
yourown
lanatorymodel.
dels
allowaf
rameworkto
erstanddeta
ilsbycom
parison.