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- to understand the interconnections/relationships among Technology, Market and Product; - to understand what are the key dimensions of a business; - to analyze the piling-up process of Value and the best practices in order to defend it; - to define step-by-step the corporate strategy
MAIN TOPICS The course can be splitted into three parts. The first has a typically macro perspective and the aim is to define the most likely scenarios for the next future. In order to get the point there is a broad analysis of the dynamic specific of Technology (Abernathy Utterback model) Market and product (Dean-Levitt and Rogers models) and Business (Business Life Cycle). Matching and crossing the main evidences of those models we figure out the main aspects of some policies which are the backbone of the corporate strategy, namely: Pricing, segmentation, outsourcing and Integration. In the second part the corporate strategy is the main focus and its settling process is analyzed step-by-step, starting from the risk accepted by the Firm and going down analyzing Focus, vision and mission, seen somehow as the corporate DNA. The third part is actually the most relevant one; geared around the Innovation process and the R&D activity, it is somehow the characterizing attention of the whole course: we assume in facts that main goal of R&D is to settle a monopolistic position, thanks to which the c=r of classic perspective can be overcome, according with the Schumpeterian perspective. Being this the real long-term goal of the Firm the Innovation process is always taken into consideration both at macro and micro level.
Step one: The Macro-scenarios building - up: - Technology Life Cycle; - Product/Adoption process/R&D performances; - Business Life Cycle. Step two: the Business Identification - Market; - Business culture - Servicing specificities; Step three: Business Management - Product identification; - Value piling-up; - The defensive Barriers; Step four: Step-by-Step process - Key areas: Outsourcing; Vertical Integration; Client Management; - Key Policies: Pricing; Segmentation
Robert M. GRANT Contemporary Strategy Analysis J Wiley and sons Publications Recent editions (not older then 2010) For people who attend the classes the notes written by the teacher (Innovare in impresa) and the slides collection could be a useful substitution of the above-mentioned text.
Ultimo aggiornamento 18/02/2019
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- Traditional front classes with the highest interaction with the students; - Presentation of papers prepared by the students (individually or in team); - Long distance sessions focused on an industry dynamics, namely the World Scooter Market;
Written answers to 3-5 open questions related to the topics debated in the class or studied on the recommended text; In case of satisfactory jobs the papers' Author/s could get a specific evaluation which will increase the final grade (in case the written exam in se is positive). The extra grades for the paper expire after one year (deadline: the beginning of the next year course)
A mid-term test will be held; it is strongly suggested to attend it only if the student has the chance to attend classes on a continuous basis. The 2-3 open questions will be referring to the topics debated in the class up to the moment of the mid term exam. In case of positive evaluation the final exam will be focused just on the second part of the program. If the final exam is not successful also the mid-term results decay and the student has to prepare the whole program afresh.