Competitive Strategy

Start Date: 02/23/2020

Course Type: Common Course

Course Link: https://www.coursera.org/learn/competitive-strategy

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About Course

In this six-module course, you will learn how businesses and organizations behave in situations in which strategic decisions are interdependent, i.e. where my actions affect my competitors' profits and vice versa. Using the basic tools of game theory, we will analyse how businesses choose strategies to attain competitive advantage. This course is also available in Chinese. Please go to our course catalog to access the Chinese version of Competitive Strategy.

Course Syllabus

In this module, we introduce the basic concepts of game theory and use strategic games to learn competitor analysis. We answer “what is a strategy?” and look at the different ways to determine a best or dominant strategy. We also discuss the concepts of Nash Equilibrium and Prisoners’ Dilemma - and learn that it is important to anticipate and take into consideration the actions of the other players. Lastly, we analyse what happens when we change the game from simultaneous (where everybody acts at the same time) to sequential (where players move after each other).

Deep Learning Specialization on Coursera

Course Introduction

Competitive Strategy in International Business Competition can be a powerful force for good in international business. Whether you are considering a new venture, entering a partnership, or working with an existing firm, competition can help you to better compete in the global marketplace. In this competitive environment, it is important to develop a strategic analysis and forecast of competitors. This course will provide you with that opportunity. We will cover topics such as market analysis, strategic forecast, competitive landscape analysis, and competitive dynamics. This is the third course in the specialization Competitive Strategy and International Business. The specialization covers a number of topics including strategy, organization, networks, relationships, and what's next in business. It is the third course in the specialization as a whole. It is designed to help you build the foundation for all your future business endeavors. You'll learn to appreciate competition and its inherent volatility. You'll also learn to approach the business from a competitive perspective. We'll look at the competitive landscape both domestically and internationally.Domestic Competitive Environment International Competitive Environment International Partnerships Competition and Markets Conceptual Design: The Foundational Principles of Art & Design An introduction to the field of conceptual design. The course will explore the basic conceptual framework of art and design, and its relationship to the disciplines of art, architecture, and of course, art practice.In this course you will get hands-on experience of a conceptual art

Course Tag

Strategic Management Game Theory Competition (Economics) Strategic Thinking

Related Wiki Topic

Article Example
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.
Strategic management Porter wrote in 1980 that formulation of competitive strategy includes consideration of four key elements:
Strategic planning Michael Porter wrote in 1980 that formulation of competitive strategy includes consideration of four key elements:
360 v. Tencent Yu Fei, CEO of Langezhiyang International Sales Consultant Principal, speculates that the dispute is resulted from poor competitive strategy.
Teleperformance The company was honored with the 2015 Frost & Sullivan Award for Competitive Strategy Innovation and Leadership in Europe.
Movitel, SA 2013 - Movitel receives the award for Competitive Strategy Leadership by the Company for Research and Consultancy Frost & Sullivan;
Bowman's Strategy Clock The strategy clock is a tool that has a bias towards helping to direct competitive strategy to increase market share. Positions above the fair value line should increase share, positions below will probably cause market share to fall. Its prescriptions are not so clear on the profit impact of moves around the customer matrix.
Yagil Weinberg As an experienced entrepreneur and educator, Dr. Weinberg founded the Center for Middle East Competitive Strategy (CMECS)- together with Prof. Michael Porter.
Alog Datacenters In 2013, Alog received the Competitive Strategy Innovation & Leadership award from Frost & Sullivan, an international consulting and market intelligence firm in the category of major Brazilian Colocation company.
Graduate School of International Corporate Strategy Professor Porter has donated his time for these speeches and for many other joint efforts over the years. The Graduate School of International Corporate Strategy at Hitotsubashi University proposed to establish a new prize in appreciation of Professor Porter's generosity and in support of his lifelong dedication to the development of the theory and practice of competitive strategy.
Operations management Operations strategy concerns policies and plans of use of the firm productive resources with the aim of supporting long term competitive strategy. Metrics in operations management can be broadly classified into efficiency metrics and effectiveness metrics. Effectiveness metrics involve:
Offset strategy An offset is some means of asymmetrically compensating for a disadvantage, particularly in a military competition. Rather than match an opponent in an unfavorable competition, changing the competition to more favorable footing enables the application of strengths to a problem that is otherwise either unwinnable or winnable only at unacceptable cost. An offset strategy consequently seeks to deliberately change an unattractive competition to one more advantageous for the implementer. In this way, an offset strategy is a type of competitive strategy that seeks to maintain advantage over potential adversaries over long periods of time while preserving peace where possible.
Strategic information system Michael E. Porter, Professor of Business Administration, Harvard Business School, has addressed his ideas in two keystone books. Competitive Strategy: Techniques for Analyzing Industries and Competitors, and his newer book, Competitive Advantage, present a framework for helping firms actually create and sustain a competitive advantage in their industry in either cost or differentiation. Dr. Porter’s theories on competitive advantage are not tied to information systems, but are used by others to involve information services technologies. In his book, Dr. Porter says that there are two central questions in competitive strategy:
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.
Strategic information system Some of the key ideas of storefront writers are summarized. These include Michael E. Porter's Competitive Advantage and the Value Chain, Charles Wiseman’s Strategic Perspective View and the Strategic Planning Process, F. Warren McFarlan’s Competitive Strategy with examples of Information Service’s Roles, and Gregory Parson’s Information Technology Management at the industry-, firm-, and at the strategy level.
Columbia Games Block games are not limited to war themes, "Last Spike" is a competitive strategy block games based on the Golden spike completing the First Transcontinental Railroad in the USA.
João Barion after graduating in business, Barion attended several courses in various areas and institutions. On the last year (2011) attended a course in Business Communication at Harvard University and Psychology, Project Management, Competitive Strategy for dynamic environments at Boston University.
Profit margin Profit margin is an indicator of a company's pricing strategies and how well it controls costs. Differences in competitive strategy and product mix cause the profit margin to vary among different companies.
Michael Porter Michael Porter is the author of 18 books and numerous articles including "Competitive Strategy", "Competitive Advantage", "Competitive Advantage of Nations", and "On Competition". A six-time winner of the McKinsey Award for the best "Harvard Business Review" article of the year, Professor Porter is the most cited author in business and economics.
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.