Advanced Competitive Strategy

Start Date: 12/13/2020

Course Type: Common Course

Course Link:

About Course

Advanced Competitive Strategy will introduce new topics and modules with even more real world examples and opportunities for student interaction than in the previous course Competitive Strategy ( In Advanced Competitive Strategy, we will look at how companies can build up and maintain their customer base by increasing switching costs and facilitating strategic customer lock-ins. We will find out how firms can increase their profits by pursuing suitable price discrimination and product differentiation strategies. We will look at examples of what is acceptable behavior under the premises of EU competition and US antitrust policies and discover exciting ways of how companies can increase their returns by strategically making use of network effects and economies of size. We will further intensify our newly acquired knowledge about network effects and discuss strategies that are explicitly tailored to network markets. We will analyze the workings of mergers and acquisitions and, moreover, support you in considering alternative strategies that can help companies grow organically.

Course Syllabus

In this module we will look at strategies that can help us maintain our customer base. For this, we will take an analytical approach that helps us understand the point at which our customers will switch to a competitors and the amount of money a competitor is willing to spend to acquire our customers. Based on this understanding, we will derive applicable strategies that can help us lock in our customers strategically. We will do this by keeping in mind that also customers may apply their own strategies to avoid lock in and further, that our competitors will seek to apply strategies in the pursuit of making our customers theirs.

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Course Introduction

Advanced Competitive Strategy - Value In this course, you will learn the strategic concepts behind high-tech businesses and how they use advanced valuation methods. You will learn about the different valuation methodologies and the different ways firms use to measure value. You will also learn about the basic principles behind valuing companies and how to measure value. The course will also cover methods companies use to attract, retain, and promote employees. You will also learn about different methods used to measure value and different types of transactions that firms engage in to attract and retain customers. This course covers various valuation techniques, including multiple methodologies, and covers methods used by firms to attract and retain customers. Together, you will learn to utilize advanced techniques for valuation and to use techniques to measure value. You will also learn how to measure value in a manner consistent with sound business decision-making. You will learn how to use multiple methodologies and multi-period cash methodologies for value measurement. You will also learn the basics of stock analysis and discounted cash flow methodologies. Finally, you will learn how to construct multi-period cash flows that are more meaningful to investors. You will also learn how to construct discounted cash flow methodologies that are more meaningful to investors. Upon successful completion of this course, you will be able to: 1. Learn how to construct multiple-period cash flows and multi-period discounted cash flow methodologies that are more meaningful to investors 2.

Course Tag

Pricing Strategic Management Marketing Competitiveness

Related Wiki Topic

Article Example
Competitive advantage The quotes above signify competitive advantage as the ability to stay ahead of present or potential competition. Also, it provides the understanding that resources held by a firm and the business strategy will have a profound impact on generating competitive advantage. Powell (2001, p. 132) views business strategy as the tool that manipulates resources and creates competitive advantage, hence viable business strategy may not be adequate unless it possesses control over unique resources that have the ability to create such a unique advantage.
Strategy dynamics The ‘industry forces’ paradigm was established most firmly by Michael Porter, (1980) in his seminal book ‘Competitive Strategy’, the ideas of which still form the basis of strategy analysis in many consulting firms and investment companies.
Technology strategy The United States identified the need to implement a technology strategy in order to restore the country's competitive edge. In 1983 Project Socrates, a US Defense Intelligence Agency program, was established to develop a national technology strategy policy.
Bowman's Strategy Clock By looking at the different combinations of price and perceived value, you can begin to choose a position of competitive advantage that makes sense for you and your organization’s competencies. This is a powerful way of looking at how to establish and sustain a competitive position in a market driven economy. By understanding these eight basic strategic positions of Bowman’s Strategy Clock, you can analyze and evaluate your current strategy and determine if adjustments might improve your overall competitive position.
Strategic and Competitive Intelligence Professionals On July 8, 2010 the SCIP board of directors voted to officially change the organization's name from "Society of Competitive Intelligence Professionals" to "Strategic and Competitive Intelligence Professionals". According to SCIP, this modification reflects the developing evolution of the competitive intelligence (CI) profession to support executive decision-making and firmly acknowledges the relationship between competitive intelligence and strategy.
Competitive advantage Successfully implemented strategies will lift a firm to superior performance by facilitating the firm with competitive advantage to outperform current or potential players (Passemard and Calantone 2000, p. 18). To gain competitive advantage, a business strategy of a firm manipulates the various resources over which it has direct control and these resources have the ability to generate competitive advantage (Reed and Fillippi 1990 cited by Rijamampianina 2003, p. 362). Superior performance outcomes and superiority in production resources reflect competitive advantage (Day and Wesley 1988 cited by Lau 2002, p. 125).
Advanced manufacturing Other sources define advanced manufacturers as those that "succeed" in today's competitive environment. One source states that: "What differentiates certain companies is a unique ability to create a competitive advantage in this environment. These manufacturers think and do faster and, by definition, these advantages make them advanced." (Industrial College of the Armed Forces) The White House survey lists some experts as defining advanced manufacturing "solely by advances that led to decreased cost or increased productivity." (PCAST)
Strategy+Business “For a true strategy junkie, "strategy+business" is an invaluable resource—lots of great thinking, all in one place. Many of the field’s most important ideas first saw the light of day here,” remarked Rita Gunther McGrath, author of "The End of Competitive Advantage."
Competitive advantage The term competitive advantage refers to the ability gained through attributes and resources to perform at a higher level than others in the same industry or market (Christensen and Fahey 1984, Kay 1994, Porter 1980 cited by Chacarbaghi and Lynch 1999, p. 45). The study of this advantage has attracted profound research interest due to contemporary issues regarding superior performance levels of firms in today's competitive market. "A firm is said to have a competitive advantage when it is implementing a value creating strategy not simultaneously being implemented by any current or potential player" (Barney 1991 cited by Clulow et al.2003, p. 221).
Competitive antagonist A competitive antagonist can be reversible competitive antagonist or irreversible competitive antagonist.
Advanced metrics Advanced metrics were first posited in the mid-1900s, and Earnshaw Cook was one its earliest practitioners. Cook's research for his 1964 work, "Percentage Baseball" was the first publication siting advanced metrics to garner national media attention. Despite the competitive advantage offered by advanced metrics, the practice was unanimously dismissed by major sports organizations for most of the twentieth century.
Military strategy The evolution of military strategy continued in the American Civil War (1861–65). The practice of strategy was advanced by generals such as Robert E. Lee, Ulysses S. Grant and William Tecumseh Sherman, all of whom had been influenced by the feats of Napoleon (Thomas "Stonewall" Jackson was said to have carried a book of Napoleon's maxims with him.)
Military strategy Strategy in the post Cold War is characterized by a number of potent powers in a multipolar array and has come to be defined by the hyperpower status of the United States, which is increasingly relying on advanced technology to minimize casualties and improve efficiency. The technological leaps brought by the Digital Revolution are essential for this strategy.
Trading strategy An automated trading strategy wraps trading formulas into automated order and execution systems. Advanced computer modeling techniques, combined with electronic access to world market data and information, enable traders using a trading strategy to have a unique market vantage point. A trading strategy can automate all or part of your investment portfolio. Computer trading models can be adjusted for either conservative or aggressive trading styles.
Advanced materials industry in China As an important part of the national sustainable development strategy, the development of advanced materials is advancing the competitive nature and state of the art for Chinese industry. The State has put advanced materials high on its development agenda for the next decade and listed it among the key high-tech industry sectors that would be given priority for development by the State Council. At present, the pace of building China's advanced materials industry is accelerating. Advanced materials have been key fields in China's national R&D system (National High Technology Research and Development Program (863 Program) and National Basic Research Program (973 Program)).
Competitive heterogeneity In summary, a theory of competitive heterogeneity seeks to explain why firms do not converge on a single best way of doing things as predicted by simple microeconomics. The RBV contains one approach. In recent years capability theories have expanded RBV logic. Recently, more work that focuses on heterogeneity has been published in strategy journals.
Competitive intelligence The literature associated with the field of competitive intelligence is best exemplified by the detailed bibliographies that were published in the Society of Competitive Intelligence Professionals' refereed academic journal called "The Journal of Competitive Intelligence and Management". Although elements of organizational intelligence collection have been a part of business for many years, the history of competitive intelligence arguably began in the U.S. in the 1970s, although the literature on the field pre-dates this time by at least several decades. In 1980, Michael Porter published the study "Competitive-Strategy: Techniques for Analyzing Industries and Competitors" which is widely viewed as the foundation of modern competitive intelligence. This has since been extended most notably by the pair of Craig Fleisher and Babette Bensoussan, who through several popular books on competitive analysis have added 48 commonly applied competitive intelligence analysis techniques to the practitioner's tool box. In 1985, Leonard Fuld published his best selling book dedicated to competitor intelligence. However, the institutionalization of CI as a formal activity among American corporations can be traced to 1988, when Ben and Tamar Gilad published the first organizational model of a formal corporate CI function, which was then adopted widely by US companies. The first professional certification program (CIP) was created in 1996 with the establishment of The Fuld-Gilad-Herring Academy of Competitive Intelligence in Cambridge, Massachusetts.
Global strategy Global strategy as defined in business terms is an organization's strategic guide to globalization. A sound global strategy should address these questions: what must be (versus what is) the extent of market presence in the world's major markets? How to build the necessary global presence? What must be AND (versus what is) the optimal locations around the world for the various value chain activities? How to run global presence into global competitive advantage?
Marketing strategy Marketing strategy has the fundamental goal of increasing sales and achieving a sustainable competitive advantage. Marketing strategy includes all basic, short-term, and long-term activities in the field of marketing that deal with the analysis of the strategic initial situation of a company and the formulation, evaluation and selection of market-oriented strategies and therefore contribute to the goals of the company and its marketing objectives.
Strategy Henry Mintzberg from McGill University defined strategy as a pattern in a stream of decisions to contrast with a view of strategy as planning, while Max McKeown (2011) argues that "strategy is about shaping the future" and is the human attempt to get to "desirable ends with available means". Dr. Vladimir Kvint defines strategy as "a system of finding, formulating, and developing a doctrine that will ensure long-term success if followed faithfully."