Advanced Business Strategy

Start Date: 02/23/2020

Course Type: Common Course

Course Link:

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About Course

Advance your strategic analysis skills in this follow-up to Foundations of Business Strategy. In this course, you'll learn the tools to analyze strategy across time (competitive dynamics), industries ( corporate strategy), geographies (international strategy), and institutions (non-market strategy). We'll introduce the tools you need to complete a comprehensive evaluation and understand the strategy dynamics of an industry: Competitive Lifecycle, Internationalization and Stakeholder Analyses, and Diversification Matrices. We'll apply these tools in case studies of industry leaders Disney, Orascom Telecom Holding, Sony, and GE Healthcare India.

Course Syllabus

Studebaker, Remington, Sears, Kodak. Companies that were leaders in their time but failed to adapt to change. In this module, we'll explore the impact of disruptive innovations and how companies can navigate these changes, evolve over time, and avoid the pitfalls of the competitive life cycle. By the end of this module, you will be able to complete a competitive life cycle analysis and apply this tool in a case study of Sony. Let's get started.

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Course Introduction

Advanced Business Strategy In this course, we’ll focus on the policymaking decisions that have the greatest impact on individuals, businesses, and populations at all levels of government. You’ll learn how organizations create, capture, and protect their interests; how competition among businesses is balanced; and how different sources of economic stimulus affect different segments of the population. We’ll also cover the intricacies of individual choice. We’ll emphasize the role of government policy in promoting optimal outcomes across different sectors of the economy, and we’ll look at how competition shapes policy. By the end of this course, you’ll be able to: • Understand how governments make policy, • Apply economic analysis to understand market outcomes, • Apply knowledge of government regulation and policy to understand individual choice, • Apply knowledge of basic concepts of microeconomics to understand population health and population mobility, • Apply knowledge of individual choice theory to understand business decision-making, • Apply knowledge of population health and population mobility to address societal challenges, • Recognize the role of government policy in promoting optimal outcomes across different sectors of the economy, • Identify different sources of economic stimulus and choose the most effective sources to address societal concerns, • Work through problems associated with different sources of economic stimulus and choose the most effective sources to address societal concerns, • Understand how competition shapes policy,

Course Tag

Strategic Management Strategic Thinking Business Strategy business competition

Related Wiki Topic

Article Example
Strategy+Business The publication strategy+business is a business magazine focusing on management issues and corporate strategy. Headquartered in New York, it is published by certain member firms of the PricewaterhouseCoopers network. Prior to the separation of Booz & Company (now Strategy&) from Booz Allen Hamilton in 2008, "strategy+business" was published by Booz Allen Hamilton, which launched the magazine, then titled "Strategy & Business", in 1995. Full issues of "strategy+business" appear in print and digital edition form on a quarterly basis, and other original material is published daily on the website:
Strategy+Business "Strategy+business" also publishes two major studies each year, based on research conducted by Strategy&:
Strategy+Business Management expert and best-selling business author Ram Charan noted, “"strategy+business" has become the best business magazine published anywhere, including "HBR".”
Strategy+Business “In a sea of management journals, "strategy+business" stands out as interesting, wise, and informative,” said Lynda Gratton, professor of management at the London Business School and author of "The Shift".
Strategy+Business After a private equity takeover by the Carlyle Group in 2008, Booz Allen Hamilton was split into two entities. At that time, "strategy+business" became the flagship publication of the global commercial firm, Booz & Company (now known as Strategy&). Strategy& is part of PricewaterhouseCoopers, which acquired the former Booz & Company on April 3, 2014.
International business strategy The three most prevalent philosophies of international business strategy are:
International business strategy International business strategy refers to plans that guide commercial transactions taking place between entities in different countries. Typically, international business strategy refers to the plans and actions of private companies rather than governments; as such, the goal is increased profit.
Strategy+Business Randall Rothenberg succeeded Kurtzman, serving as editor-in-chief between 2000 and 2005. Previously, Rothenberg had been an editor of the "New York Times Magazine" and had also served as the newspaper’s advertising columnist. He redesigned "strategy+business", introduced the “Best Business Books” feature, and expanded coverage of the burgeoning electronic media infrastructure. Rothenberg’s first major issue, which was published in February 2000, was titled “E-Business: Lessons from Planet Earth,” and it contained articles that prophesied the dot-com crash that occurred several months later. During Rothenberg’s tenure, the "strategy+business" staff was formally brought into the Booz Allen Hamilton operation; prior to that, the magazine was a standalone, contracted enterprise.
Strategy+Business "Strategy+business" offers a mix of bylined articles by corporate leaders, business thinkers, academics, researchers, journalists, and PwC and Strategy& consultants. The articles are primarily written for chief executives and other senior managers, with the goal of providing ideas and analysis that can serve as the basis for thoughtful action. “Every major strategic decision is a bet on some theory about the way the world really works,” says Editor-in-Chief Art Kleiner on the company's website. “"Strategy+business" explores those bets and the theories on which they are based. Our objective is to be the leading source for the best ideas in global business — and the resource that best serves CEOs and other strategic thinkers who want to achieve enduring results.”
Strategy+Business The "strategy+business" mission statement appears on the magazine’s website. It states that the magazine is published “for decision makers in businesses and organizations around the world. Our purpose is to illuminate the complex choices that leaders face—in strategy, marketing, operations, human capital, governance, and other domains—and the impact of their decisions.”
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."
Strategy+Business The late Joel Kurtzman, formerly editor-in-chief of the "Harvard Business Review" and a business editor and columnist at the "New York Times"—together with a group of partners at Booz & Company, then part of Booz Allen Hamilton—founded "strategy+business" in 1995. A collection of Kurtzman’s Thought Leader columns was published in book form, "Thought Leaders: Insights on the Future of Business" (Jossey-Bass, 1997). Kurtzman served as editor-in-chief between 1995 and 1999.
Strategy+Business By 2002, the firm’s e-commerce businesses had hit serious headwinds, and the future of "strategy+business" was not certain. But Booz Allen’s partners decided to keep publishing it. Rothenberg began developing what he and Cesare Mainardi (then an influential partner in North America’s commercial practice and a former chief executive officer at Strategy&) called the “functional agenda.” They started to build a body of research and practice around six major functions: strategy and leadership; innovation; organizations and people; marketing and sales; mergers and restructuring; and operations. Many of the regular, annual features in "strategy+business"—including the “Global Innovation 1000” survey of top R&D spenders and the “CEO Succession” report on CEO tenure—date back to this effort.
Strategy+Business "Strategy+business" also publishes an annual feature called “Best Business Books,” one of the few places where business books are evaluated and reviewed systematically. Writers of these essays (who select the books in each category) have included Bethany McLean, Catharine P. Taylor"," Theodore Kinni, Frances Cairncross, Marc Levinson, Ken Favaro, Clive Crook, R. Gopalakrishnan, Sally Helgesen, Krisztina "Z" Holly, Walter Kiechel III, Steven Levy, Nell Minow, James O’Toole, Howard Rheingold, Kenneth Roman, Phil Rosenzweig, Michael Schrage, David Warsh, and Dov Zakheim.
Technology strategy Technology Strategy facilitates the attainment of a company's vision through alignment of its information technology strategy with its business strategy.
Web strategy A web strategy is a long-term strategic business plan indicating how to create and develop a company’s online presence adhering to the business development strategy.
Strategy visualization Strategy visualization is any kind of (semi-artistic) infographics for visualization of a business strategy.
Technology strategy Primary objective of designing Technology Strategy is to make sure that the Business Strategy can be realized through Technology and Technology Investments are aligned to Business. There are frameworks (E.g. ASSIMPLER) to study current and future Business Strategy, assess Business-IT alignment on various parameters, identify gaps,and define Technology Roadmaps and Budgets.
Strategy Modern business strategy emerged as a field of study and practice in the 1960s; prior to that time, the words "strategy" and "competition" rarely appeared in the most prominent management literature.
Business architecture In the 2006 article "Business Architecture: A new paradigm to relate business strategy to ICT," Versteeg & Bouwman explained the relation between business strategy and business architecture. They wrote: