Strategic management: Be competitive

Start Date: 05/19/2019

Course Type: Common Course

Course Link:

Explore 1600+ online courses from top universities. Join Coursera today to learn data science, programming, business strategy, and more.

About Course

The ability to think strategically in today’s global, high-tech business environment is critical to ensuring your organisation survives – and grows – into the future. By breaking down business strategy and value creation to its essential elements, you’ll develop your strategic thinking skills. And through structured learning activities including video lectures, quizzes, discussion prompts and written assessments you’ll discover how to improve your organisation’s competitiveness. This course focuses on the key principles behind the latest thinking in value co-creation, strategy and marketing, and teaches you how to apply them. By learning how to continuously plan, monitor, analyse and assess all that is necessary for an organisation to meet its goals and objectives, you will be better prepared to take your organisation forward in a viable strategic direction.

Course Syllabus

The importance of value for competitive strategy
Know your Customers and Competitors
Know your industry
Know your competitive options

Deep Learning Specialization on Coursera

Course Introduction

The ability to think strategically in today’s global, high-tech business environment is critical to ensuring your organisation survives – and grows –

Course Tag

Related Wiki Topic

Article Example
Strategic management In 1980, Porter defined the two types of competitive advantage an organization can achieve relative to its rivals: lower cost or differentiation. This advantage derives from attribute(s) that allow an organization to outperform its competition, such as superior market position, skills, or resources. In Porter's view, strategic management should be concerned with building and sustaining competitive advantage.
Strategic information system Wiseman points out that although the use of information systems may not always lead to competitive advantage, it can serve as an important tool in the firm’s strategic plan. Strategic systems must not be discovered haphazardly. Those who would be competitive leaders must develop a systematic approach for identifying strategic information systems (SIS) opportunities. Both business management and information management must be involved.
Strategic management Strategic management provides overall direction to the enterprise and involves specifying the organization's objectives, developing policies and plans designed to achieve these objectives, and then allocating resources to implement the plans. Academics and practicing managers have developed numerous models and frameworks to assist in strategic decision making in the context of complex environments and competitive dynamics. Strategic management is not static in nature; the models often include a feedback loop to monitor execution and inform the next round of planning.
Competitive intelligence Competitive intelligence has been influenced by national strategic intelligence. Although national intelligence was researched 50 years ago, competitive intelligence was introduced during the 1990s. Competitive-intelligence professionals can learn from national-intelligence experts, especially in the analysis of complex situations. Competitive intelligence may be confused with (or seen to overlap) environmental scanning, business intelligence and market research. Craig Fleisher questions the appropriateness of the term, comparing it to business intelligence, competitor intelligence, knowledge management, market intelligence, marketing research and strategic intelligence.
Strategic management In 1985, Professor Ellen Earle-Chaffee summarized what she thought were the main elements of strategic management theory where consensus generally existed as of the 1970s, writing that strategic management:
Strategic management Running the day-to-day operations of the business is often referred to as "operations management" or specific terms for key departments or functions, such as "logistics management" or "marketing management," which take over once strategic management decisions are implemented.
Strategic management Strategic management involves the related concepts of strategic planning and strategic thinking. Strategic planning is analytical in nature and refers to formalized procedures to produce the data and analyses used as inputs for strategic thinking, which synthesizes the data resulting in the strategy. Strategic planning may also refer to control mechanisms used to implement the strategy once it is determined. In other words, strategic planning happens "around" the strategic thinking or strategy making activity.
Strategic Management Society The Strategic Management Fellows are a group of individuals so elected because of their substantial contribution to the field of strategic management. There are currently 62 fellows.
Strategic Enrollment Management According to Bontrager and Kerlin , common misconceptions and sometimes barriers to implementing or moving strategic enrollment management forward within an institution are that strategic enrollment management is:
Strategic management Corporate strategy involves answering a key question from a portfolio perspective: "What business should we be in?" Business strategy involves answering the question: "How shall we compete in this business?" In management theory and practice, a further distinction is often made between strategic management and operational management. Operational management is concerned primarily with improving efficiency and controlling costs within the boundaries set by the organization's strategy.
Strategic management In 1999, Constantinos Markides reexamined the nature of strategic planning. He described strategy formation and implementation as an ongoing, never-ending, integrated process requiring continuous reassessment and reformation. Strategic management is planned and emergent, dynamic and interactive.
Strategic management David Teece pioneered research on resource-based strategic management and the dynamic capabilities perspective, defined as “the ability to integrate, build, and reconfigure internal and external competencies to address rapidly changing environments". His 1997 paper (with Gary Pisano and Amy Shuen) "Dynamic Capabilities and Strategic Management" was the most cited paper in economics and business for the period from 1995 to 2005.
Strategic management A number of strategists use scenario planning techniques to deal with change. The way Peter Schwartz put it in 1991 is that strategic outcomes cannot be known in advance so the sources of competitive advantage cannot be predetermined. The fast changing business environment is too uncertain for us to find sustainable value in formulas of excellence or competitive advantage. Instead, scenario planning is a technique in which multiple outcomes can be developed, their implications assessed, and their likeliness of occurrence evaluated. According to Pierre Wack, scenario planning is about insight, complexity, and subtlety, not about formal analysis and numbers.
Strategic Management Society The Strategic Management Society (SMS) is a professional society for the advancement of strategic management.The society consists of nearly 3,000 members representing various backgrounds and perspectives from more than eighty different countries. Membership, composed of academics, business practitioners, and consultants, focuses on the development and dissemination of insights on the strategic management process, as well as on fostering contacts and interchange around the world. The society has been credited with being a seminal factor in the development of strategic management as a legitimate field of scholarly endeavor.The SMS publishes the Strategic Management Journal, Strategic Entrepreneurship Journal and the Global Strategy Journal.
Strategic Enrollment Management Some of the components of Strategic Enrollment Management include:
Strategic financial management Strategic financial management refers to study of finance with a long term view considering the strategic goals of the enterprise. Financial management is nowadays increasingly referred to as "Strategic Financial Management" so as to give it an increased frame of reference.
Strategic Enrollment Management But it wasn’t until 1990 that AACRAO established the term, “Strategic Enrollment Management”, and started the first annual SEM conference, specifically focused on pressing issues and effective practices in Strategic Enrollment Management. Beginning in 2009, AACRAO developed the first SEM Award of Excellence to recognize outstanding achievement and visionary leadership in Strategic Enrollment Management.
Strategic Management Society The SMS Book Series is published in cooperation with Wiley-Blackwell and focuses on cutting edge concepts/topics in strategic management theory and practice. The books emphasize building and maintaining bridges between theory and practice in strategic management. The work published generates and tests theories of strategic management and it demonstrates how to learn, understand and apply these theories in practice.
Strategic and Competitive Intelligence Professionals The Strategic and Competitive Intelligence Professionals (SCIP), formerly the Society of Competitive Intelligence Professionals, is a global nonprofit membership community of "business experts across industry, academia, and government who come together to build and share strategic intelligence, research decision-support tools, processes and analytics capabilities." SCIP is one of the only global membership organizations in the field of competitive intelligence (CI) and business strategy and organizes an annual international meeting and exposition.
Design management In the management community the topics of management theory, positioning strategy, brand management, strategic management, advertisement, competitive strategy, leadership, business ethics, mass customization, core competencies, strategic intent, reputation management, and system theory were discussed. Main issues and debates in design management included the topics of design leadership, design thinking, and corporate identity; plus the involvement of design management at the operational, tactical, and strategic levels.