Course Overview
Competitive strategy deals with the most significant decisions that compa- nies make in the marketplace, including entry into a market, product positioning, pricing, investments, technology choice and acquisitions. This course provides tools and concepts for analyzing these decisions and for designing business strat- egies that help firms make above-normal profits in the long run. Throughout the course, there is an emphasis on how firms interact with existing or potential competitors and other parties in the market. The tools and concepts used to understand this interaction are partly those of the traditional field of Strategic Management, but more importantly those of modern microeconomics, especially the field of Industrial Organization. The first half of the course looks at the “big picture” and covers industry analysis, value creation and competitive advan- tage, and integration and diversification decisions. The second half of the course focuses on strategic interaction among firms, and covers specific topics such as the dynamics of price competition in oligopolies, commitment strategies of firms, entry and exit, networks and standards, and technological competition. The course is largely case-based. About one third of all classes are lectures; the other two thirds are case discussions.
Key Takeaways
- Implicit assumptions in and critical components of a strategic plan
- Cost, value, and niche-based strategies
- Industry-level profitability shifters and their implication for firm outcomes and strategy
- Firm strategies to create and sustain a competitive advantage and the role of resources and capabilities
- Product-market positioning strategies
- Strategies for growth: organic, acquisition, product innovation, synergistic investments, and international expansion
- Market-disruption strategies – the impact of technology
- Ethical implications of strategies
Interested in learning more? Reach out for more information on our course offerings.