Note from June 29, 2020
Although we do not yet know how long the social distancing related to the Covid-19 pandemic will last, and regardless of the changes that had to be made in the evaluation of the June 2020 session in relation to what is provided for in this learning unit description, new learnig unit evaluation methods may still be adopted by the teachers; details of these methods have been - or will be - communicated to the students by the teachers, as soon as possible.
Although we do not yet know how long the social distancing related to the Covid-19 pandemic will last, and regardless of the changes that had to be made in the evaluation of the June 2020 session in relation to what is provided for in this learning unit description, new learnig unit evaluation methods may still be adopted by the teachers; details of these methods have been - or will be - communicated to the students by the teachers, as soon as possible.
5 credits
30.0 h
Q1
Teacher(s)
Carlier d'Odeigne Gilles;
Language
English
Main themes
Business Strategy
- To understand the strategic approaches available in an international and complex context
- To understand what drives a company, and its societal role
International Context
- To gain awareness about the global trends and context that impact international organizations
- To identify how to prioritize new geographical markets and how to adapt to succeed
- To identify the different ways to enter foreign markets, with a focus on JV and M&A
- To understand the dynamics of logistics and outsourcing
- To understand how governments impact business
Strategic Vitality
- To understand the dynamics of adoption and agility
- To understand the impact of digitalization and how digital leaders win
To understand what is innovation and what required for an organization to innovate
- To understand the strategic approaches available in an international and complex context
- To understand what drives a company, and its societal role
International Context
- To gain awareness about the global trends and context that impact international organizations
- To identify how to prioritize new geographical markets and how to adapt to succeed
- To identify the different ways to enter foreign markets, with a focus on JV and M&A
- To understand the dynamics of logistics and outsourcing
- To understand how governments impact business
Strategic Vitality
- To understand the dynamics of adoption and agility
- To understand the impact of digitalization and how digital leaders win
To understand what is innovation and what required for an organization to innovate
Aims
At the end of this learning unit, the student is able to : | |
| 1 |
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The contribution of this Teaching Unit to the development and command of the skills and learning outcomes of the programme(s) can be accessed at the end of this sheet, in the section entitled “Programmes/courses offering this Teaching Unit”.
Content
PART II – BUSINESS STRATEGY
1. Key concepts
3. Global context
8. Strategic Vitality
1. Key concepts
•Objective: Provide with a toolbox and a thinking approach
•Theory: Key concepts on strategy + toolbox
•Case Study: Ikea (no preparation required)
2. Purpose of business•Objective: Understand what drives a company and its societal role
•Theory: CSR approaches, bottom of the pyramid
•Case Study: Danimal
PART II – INTERNATIONAL CONTEXT3. Global context
•Objective: Gain awareness about the global context
•Theory: how to read trends and build scenarios
•Case Study: Wine War (no preparation required)
4. Growth and adaptation abroad•Objective: Understand how to prioritize new geographical markets and how to adapt to succeed
•Theory: International expansion strategy, cultural differences, adaptation to local markets
•Case Study: Illy
5. Modes of entry•Objective: Understand the different ways to enter foreign markets
•Theory: Overview of different models, focus on JVs and M&As
•Case Study: Danone-Wahaha
6. Outsourcing & Logistics•Objective: Understand the dynamics of logistics and outsourcing
•Theory: Dynamics of outsourcing, strategic considerations for a logistic player
•Case Study: Lego
7. Regulation of Business•Objective: Understand how governments impact business
•Theory: Relationship between governments and businesses, regulation of new technologies and oligopolies
•Case Study: Uber
PART III – STRATEGIC VITALITY (AGILITY, RENEWAL & INNOVATION)8. Strategic Vitality
•Objective: Understand the dynamics of adoption and agility
•Theory: Change, adaptation, agility
•Case study: Kauflauf
9. Digital Leaders•Objective: Understand the impact of digitalization and how digital leaders win
•Theory: Build-up of customer-centric products & services
•Case Study: Fiat Mio
10. Innovation•Objective: understand what is innovation and what is required for an organization to innovate
•Theory: What is innovation, Innovation strategy, Innovation’s enablers and processes
•Case Study: Mars
Teaching methods
- Lectures
- Case Studies
Evaluation methods
30% is based on individual participation during the course
20% is based on the quality of the papers written on the cases provided
50% is based on the quality of the group assignment
20% is based on the quality of the papers written on the cases provided
50% is based on the quality of the group assignment
Bibliography
· VERBEKE A. (2009), International Business Strategy: Rethinking the Foundations of Global Corporate Success, Cambridge University Press.
· Your Strategy needs a Strategy ' Reeves, Haanaes, Sinha, HBR Press.
· The End of Competitive Advantage: How to Keep Your Strategy Moving as Fast as Your Business by Rita Gunther McGrath, HBR Press.
Competing for the Future ' Gary Hamel & C.K. Prahalad, HBR Press.
· Your Strategy needs a Strategy ' Reeves, Haanaes, Sinha, HBR Press.
· The End of Competitive Advantage: How to Keep Your Strategy Moving as Fast as Your Business by Rita Gunther McGrath, HBR Press.
Competing for the Future ' Gary Hamel & C.K. Prahalad, HBR Press.
Faculty or entity
CLSM
