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BUSINESS S TRATEGY

Spring 2012 Monday 9 12h Room U91 Purpose Business Strategy is a core course in
Spring 2012
Monday 9 12h
Room U91
Purpose
Business Strategy is a core course in the Strategy and Organization master and its focus is on how
to apply strategy theory within firms. The aim of the course is to provide students with basic and
advanced conceptual frameworks of business strategy. The course combines both an introduction
into conceptual aspects of strategic management and the practical application of these concepts in
the context of a business firm. Readings therefore include scholarly journal articles as well as
practitioner articles. The course heavily relies on business case studies to illustrate the strategic
context of firms and to provide an opportunity to apply strategy theory to real world problems.
Content Key areas
The course is initiated with the question of how value can be created and, more importantly how
value can be converted into competitive advantage of the firm. This leads to the general issue of
how firms can build and sustain competitive advantage. The course will also discuss new and
emerging concepts developed around the notions of complementarities and fit. This discussion
includes attributes of changing environments which provides students with concepts and ideas for
analyzing and adapting towards dynamic environments.
Goals description
The aim of the course is that students, by participation in this course, can understand, evaluate and
apply current state of the art research in the field of applied strategy, compare and relate latest
research findings and frameworks in strategy, develop skills relevant for problem solving in a
strategic setting within firms, use the theories discussed in this course to analyze and reflect
strategic topics in a master thesis, in particular in empirical settings such as case studies, examine
and solve strategic problems in a managerial context.

Form of instruction

3 hours weekly in 15 weeks; case studies may be bundled in half day lectures.

Lectures, case studies, student presentations, class discussion and exam in English.

Form of examination Five hour written examination. All materials allowed. External, 7 step scale.
Form of examination
Five hour written examination. All materials allowed. External, 7 step scale.

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Examination conditions Before taking the exam the student has to pass one assignment that is given in the beginning of the semester. The assignment must be passed before the final exam. The assignment is written in a group but is evaluated individually. The group members must prepare a statement that outlines each individualPs contribution to the assignment. The assignment is evaluated internally on a pass/fail basis. Each student will get up to three attempts to pass the assignment before the final exam. The purpose of the assignments is to test the studentPs analytical skills in the course subject.

Lecturers Stephan Billinger (SBI) Department of Marketing & Management Nils Stieglitz (NST) Department
Lecturers
Stephan Billinger (SBI) Department of Marketing & Management
Nils Stieglitz (NST) Department of Marketing & Management

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C

OURSE OVERVIEW

 

N

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DATE

THEME

LEC .

 

MODULE 1: PREVIEW

1.

 

06.02.12

Course introduction and logistics Case: Robin Hood (will be provided in class)

SBI

 

MODULE 2: TOOLS OF BUSINESS STRATEGY ANALYSIS

 

2.

13.02.12

The Concept of Strategy (chapter 1) Case: Madonna

SBI

3.

20.02.12

Goals, Values, and Performance (chapter 2) Case: Starbucks

SBI

4.

27.02.12

Industry Analysis (chapter 3) Case: US Airline Industry in 2009

SBI

5.

05.03.12

Competitive Interactions (chapter 4) Case: Ford Motor Company in 2009

SBI

6.

 

12.03.12

Resource Analysis and Development (chapter 5, 6) Case: Wal Mart Inc., 2009

SBI

 

7.

19.03.12

Strategy Implementation (chapter 17) Case: GE and Jeff Immelt 2009

SBI

 

MODULE 3: ANALYSIS OF COMPETITIVE ADVANTAGE

 

8.

26.03.12

Nature & Sources of Competitive Advantage (chapter 8) Case: AirAsia

NST

9.

02.04.12

Cost Advantage & Differentiation advantage (chapter 9, 10) Case: Harley Davidson, January 2009

SBI

 

MODULE 4: BUSINESS STRATEGIES IN DIFFERENT CONTEXTS

 

10.

16.04.12

Industry Evolution & Strategic Change (chapter 11) Case: Eastman Kodak

NST

11.

23.04.12

Technology based Industries and the Management of Innovations (chapter 12) Case: Rivalry in Video Games

NST

12.

30.04.12

Strategy making in mature industries (chapter 13) Case: New York Times

NST

13.

07.05.12

Strategy making in small business firms Case: tba

NST

14.

14.05.12

Strategic decision making in action Case: tba

NST

 

MODULE 5: WRAPPING UP

15.

21.05.12

Wrap up & preparation for the examination

NST

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READING LIST

Note: Grant 2010 -Contemporary strategy analysis6 refers to the textbook for the entire course. Unless otherwise stated, the cases are from this book.

References: Robert Grant, Contemporary Strategy Analysis (combined text and cases), John Wiley & Sons,
References:
Robert Grant, Contemporary Strategy Analysis (combined text and cases), John Wiley &
Sons, Inc., 7th edition, 2010.
MODULE 1: PREVIEW
No. 1: Course introduction and logistics
Ghemawat, P. 1991. Commitment, Ch. 4 & 5, pp. 53 107.
Christensen, Clayton M.; Raynor, Michael E. 2003. Why Hard Nosed Executives Should
Care About Management Theory. Harvard Business Review, Sep2003, Vol. 81 Issue 9: 66
74.
Minicase: Robin Hood (will be provided in class)
MODULE 2: TOOLS OF BUSINESS STRATEGY ANALYSIS
No. 2: Classic strategic thought in management
Grant 2010. Chapter 1
Ghemawat, Pankaj. 2002. Competition and Business Strategy in Historical Perspective.
Business History Review 76: 37 74.
Case: Madonna
No. 3: Goals, Values, and Performance
Grant 2010. Chapter 2
Porter, Michael E.; Kramer, Mark R. 2006. Strategy & Society: The Link Between
Competitive Advantage and Corporate Social Responsibility. Harvard Business Review,
2006, Vol. 84 Issue 12, p78 92.
Case: Starbucks

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No. 4: Industry Analysis

Grant 2010. Chapter 3

Porter, Michael E. 2008. The five competitive forces that shape strategy. Harvard Business Review, Vol.
Porter, Michael E. 2008. The five competitive forces that shape strategy. Harvard Business
Review, Vol. 86 Issue 1, p78 93
Case: US Airline industry in 2009
No. 5: Competitive interactions
Grant 2010. Chapter 4
Brandenburger, A.M. and B.J. Nalebuff 1995. dThe Right Game: Use Game Theory to Shape
Strategy. Harvard Business Review: 73 (July August), pp. 57 73.
Case: Ford Motor Company in 2009
Wiggins RR, Ruefli TW. 2002. Sustained competitive advantage: Temporal dynamics and
the incidence and persistence of superior economic performance. Organization Science: Vol.
13
Issue 1, p.82 105 (optional)
No. 6: Resource analysis and development
Grant 2010. Chapter 5 and 6
Barney J. 1991. Firm resources and sustained competitive advantage. Journal of
Management: Vol. 17 Issue 1: p.99 120.
Case: Wal Mart Inc., 2009.
Peteraf, M.A. 1993. The Cornerstones of Competitive Advantage: A Resource Based
View, Strategic Management Journal: Vol. 14, p. 179 191 ( optional)
No. 7: Strategy Implementation
Grant 2010. Chapter 17
Kaplan, R.S. and D. P. Norton 1996. Linking the Balanced Scorecard to Strategy. California
Management Review: 39, pp. 53 79.
Case: General Electrics and and Jeff Immelt 2009

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MODULE 3: ANALYSIS OF COMPETITIVE ADVANTAGE

No. 8: The Nature and Sources of Competitive Advantage

Grant 2010, Chapter 8

Kim, W. Chan, Mauborgne, Renée. 2005. Blue Ocean Strategy: From Theory to Practice California Management Review, Spring2005, Vol. 47 Issue 3: 105 121

Lieberman, M., D. Montgomery 1998. First Mover (Dis)Advantages: Retrospective and Link with the Resource
Lieberman, M., D. Montgomery 1998. First Mover (Dis)Advantages: Retrospective and
Link with the Resource based View, Strategic Management Journal 19: 1111 1125 ( optional).
Case: AirAsia

No. 9: Cost and Differentiation Advantage

Grant 2010, Chapter 9 and 10 Ghemawat, P. 2001. Strategy and the Business Landscape, Prentice
Grant 2010, Chapter 9 and 10
Ghemawat, P. 2001. Strategy and the Business Landscape, Prentice Hall: Upper Saddle
River, pp. 61 72 (available on Blackboard)
Case: Harley Davidson, January 2009
MODULE 4: BUSINESS STRATEGIES IN DIFFERENT CONTEXTS
No. 10: Industry Evolution and Strategic Change
Grant 2010, Chapter 11
Christensen, Clayton M.; Raynor, Michael; Verlinden, Matt. 2001. Skate to Where the
Money Will Be. Harvard Business Review, Nov2001, Vol. 79 Issue 10: 72 81
Lenox, Michael, Scott Rockart, & Arie Lewin. 2007. Interdependency, Competition, and
Industry Dynamics.
Management Science. 53(4): 599 615 ( optional ).
Case: Eastman Kodak
No. 11: Technology based Industries and the Management of Innovations
Grant 2010, Chapter 12
Shapiro, Carl; Varian, Hal R. 1999. The Art of Standards Wars. California Management
Review, Winter99, Vol. 41 Issue 2: 8 32

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Henderson, Rebecca M. and Kim B. Clark. 1990. dArchitectural Innovation: The

Reconfiguration of Existing Product Technologies and the Failure of Established Firms.f

Administrative Science Quarterly 35: 9h30 (

optional ).

Case: Rivalry in Video Games

No. 12: Strategy making in mature industries

Grant 2010, Chapter 13 Courtney, Hugh, Jane Kirkland, and Patrick Viguerie. 1997. dStrategy Under
Grant 2010, Chapter 13
Courtney, Hugh, Jane Kirkland, and Patrick Viguerie. 1997. dStrategy Under Uncertainty.f
Harvard Business Review (November December): 67h79.
del Sol, Patricio; Ghemawat, Pankaj. 1999. Strategic Valuation of Investment under
Competition. Interfaces, Nov/Dec99, Vol. 29 Issue 6: 42 56
Case: New York Times
No. 13: Strategy making in small business firms
Case: TCR (will be made available ob Blackboard)
No. 14: Strategic decision making in action
No readings required
MODULE 5: WRAPPING UP
No. 15: Wrap up & preparation for the examination

Sample exam case will be provided in class

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