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The main goals of the course are: 1. To analyze different patterns the business could follow in its evolution, in order to get the main rules of what in some ways could be called The Business Life Cycle; 2. To understand the strategic priorities in each stage of the cycle; 3. To recognize the symptoms of the evolution from one stage to another, given that the strengths of one could be the weaknesses of the following; 4. To settle a strategy, consistent with the scenario the business has to deal with.
Detailed program
Detailed program: 1. Strategy in the Management Business Schools: a short history of the most important theories on our subject. 2. To understand the correct borders of the market/industry the business is in; a. The most probable opportunities and threats of the sector; b. The criteria to measure the value of the business; c. The effects of the most related sectors; 3. Analysis of the economic environment: a. Long-term trend and key macro-variables will be studied in order to understand which play a major role in the definition of most probable scenarios; 4. Diagnosis of the most critical variables: a. The focus on the dynamics of technology, market, finance and environmental rules will help to understand if there is the possibility to influence their next evolution and, in this case, who will be able to make it and in which extent; 5. Definition of the actual business strategy: a. The comparison among different opportunities allows to chose which one is the most consistent with the resources, the organization and the timing of a specific business, so to be able to understand why the same opportunities are good chance for one player, while they are threatening for another. b. The Porter's Model: c. The outsourcing chain and related strategy; d. The transactional costs; e. The vertical integration strategy; f. The clients, their bargaining power and the opportunities offered by an effective cooperation; g. The product: its functional definition. 6. The innovation process: a. The innovation content of a product; b. The main players in the innovation process; c. The evaluation of a new technology; d. The strategic role of Proprietary know-how and their Defensibility; 7. The main dimensionsof a business strategy: a. Its vision; b. Its focalization; c. Its mission.
Teaching strategy
Classes are aimed to discuss actual situations, in order to magnify the experience value, both of teacher and students. If the calendar gives the chance, meeting with entrepreneurs will be organized. On a voluntary basis, some groups of students can be arranged, in order to focus them on specific topics, to be debated in the papers mentioned above(see: Exam methodology).
Needed pre-requisites
None
Suggested text: Robert GRANT Contemporary Strategy Analysis7th edition John Wiley and son. Though not mandatory, the class material could be of great help.
Exam methodology: Written answers to some questions, related to the main topics discussed during the classes. On a fully voluntary basis, it's possible to write a paper, whose title and organizational details have to be defined in advance with the teacher. The evaluation of this paper, if positive, will contribute to define the final vote. In order to pass the exam, the written answers' evaluation must be equal or higher then 18 over 30 (i.e.: before adding the paper's one). By no means the paper can substitute the written answers to the above-mentioned questions.