Strategy Formulation

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Opleiderscore: starstarstarstar_borderstar_border 6,3 Coursera heeft een gemiddelde beoordeling van 6,3 (uit 4 ervaringen)

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Beschrijving

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About this course: The purpose of this course is to present, analyze and discuss the different facets of business strategy formulation. Emphasizing that strategy can be seen as a unified theme that provides coherence and direction to the actions and decisions of a firm, we will cover a variety of business strategy topics concerned with firm positioning in the context of different markets, industries and locations. At the end of the course, you will be able to: - Identify why a strong strategy is essential for the future business success - Formulate a business strategy that suits the needs and visions of your organization - Explain why managers too often formulate sub-optimal strategies …

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Heb je een vraag? Onze adviseurs helpen je graag. Bel ons op 085 7440830 of e-mail naar info@springest.nl.

When you enroll for courses through Coursera you get to choose for a paid plan or for a free plan

  • Free plan: No certicification and/or audit only. You will have access to all course materials except graded items.
  • Paid plan: Commit to earning a Certificate—it's a trusted, shareable way to showcase your new skills.

About this course: The purpose of this course is to present, analyze and discuss the different facets of business strategy formulation. Emphasizing that strategy can be seen as a unified theme that provides coherence and direction to the actions and decisions of a firm, we will cover a variety of business strategy topics concerned with firm positioning in the context of different markets, industries and locations. At the end of the course, you will be able to: - Identify why a strong strategy is essential for the future business success - Formulate a business strategy that suits the needs and visions of your organization - Explain why managers too often formulate sub-optimal strategies - Extrapolate measures to optimize current business strategies Workload: 2-4 hours per week.

Created by:  Copenhagen Business School
  • Taught by:  Marcus Møller Larsen, Assistant Professor, Strategic Management and Globalization

    Department of Strategic Management and Globalization
Basic Info Course 2 of 4 in the Strategic Management and Innovation Specialization Language English How To Pass Pass all graded assignments to complete the course. User Ratings 4.4 stars Average User Rating 4.4See what learners said Coursework

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Copenhagen Business School Centrally located in Copenhagen, the capital of Denmark, Copenhagen Business School (CBS) is one of the largest business schools in Europe with close to 23,000 students. CBS offers world-class research-based degree programs at undergraduate, graduate, and PhD levels as well as executive and other post experience programs.

Syllabus


WEEK 1


Introducing strategy formulation
In the first module of this course, we will examine and discuss the foundations of strategy formulation, emphasizing key concepts such as competitive advantage, value creation, planned vs emerging strategy, and strategic fit.


3 videos, 2 readings expand


  1. Video: Course introduction
  2. Reading: Discussion forum
  3. Video: Defining business strategy
  4. Video: Competitive advantage
  5. Reading: Strategy plans

Graded: Strategy formulation

WEEK 2


Industry analysis



Building on the insights generated in the first session, in the second module we explore different industrial organization frameworks and discuss the importance of industry effects on firm performance. Keywords of this module include competition, industry attractiveness, and the ‘Five forces’-framework.


7 videos, 7 readings, 3 practice quizzes expand


  1. Video: Vestas and the wind turbine industry
  2. Reading: Vestas Wind Turbines
  3. Practice Quiz: Attractiveness of the industry
  4. Video: Business environment
  5. Reading: Aviation trends
  6. Practice Quiz: Aviation trends
  7. Video: Competition from substitutes
  8. Reading: The cost of energy
  9. Video: Threat of entry
  10. Reading: The case of Suzlon
  11. Video: Rivalry between established competitors
  12. Reading: The threat from China?
  13. Video: Bargaining power of buyers
  14. Reading: The vulnerability of the wind turbine industry
  15. Video: Bargaining power of suppliers
  16. Reading: The supplier's fault?
  17. Practice Quiz: Industry attractiveness

Graded: Industry analysis

WEEK 3


Resources and capabilities



The purpose of this session is to understand the role of firm resources and capabilities in building and formulating a strong strategy. In particular, we will discuss concepts such as the value chain, core capabilities, heterogeneous resources, and the VRIO framework.


5 videos, 6 readings, 4 practice quizzes expand


  1. Video: ECCO and the production of shoes
  2. Reading: ECCO's leather tanneries
  3. Practice Quiz: ECCO's leather production
  4. Video: The relationship between resources and competitive advantage
  5. Reading: The resource based view
  6. Video: Firm resources
  7. Reading: Microsoft buying skype
  8. Practice Quiz: Microsoft and Skype
  9. Reading: What would FC Barcelona be without Messi?
  10. Practice Quiz: Lionel Messi
  11. Video: Organizational capabilities
  12. Reading: How firms view organizational capabilities?
  13. Video: Sustaining competitive advantage through resources and capabilities
  14. Reading: VRIO framework
  15. Practice Quiz: Time for reflection

Graded: Resources and capabilities

WEEK 4


Global strategies and the multinational corporation



The opportunities and challenges of operating internationally are substantially different to the domestic context. Thus, to understand strategy in a global context, we focus on the multinational corporation and discuss strategic terms like foreign entry mode, location strategies, global integration/local adaptation, and distance.


4 videos, 4 readings, 3 practice quizzes expand


  1. Video: Carlsberg in China
  2. Reading: Reflections of a CEO
  3. Practice Quiz: Doing business in China
  4. Video: Defining the multinational enterprise
  5. Reading: Definitional problems?
  6. Video: Motives for internationalization
  7. Reading: East India Company and Google
  8. Practice Quiz: East India Company and Google
  9. Video: Integration-responsiveness approach to global strategies
  10. Reading: The balance act between local and global forces
  11. Practice Quiz: The case of the global beer industry

Graded: Global strategies and the multinational corporation

WEEK 5


Strategic decision making
In this module, we will investigate the processes of strategic decision making and explore how this matters for firm performance. We will discuss topics such as ‘bounded rationality’, management politics, and hidden costs.


5 videos, 6 readings, 3 practice quizzes expand


  1. Video: LEGO’s outsourcing journey
  2. Reading: LEGO production
  3. Practice Quiz: LEGO
  4. Video: Homo economicus and bounded rationality
  5. Reading: Bad business decisions
  6. Video: Cognitive limitations
  7. Reading: Cognitive biases
  8. Reading: The Mozart of Chess
  9. Practice Quiz: Decision making
  10. Video: Strategy as forecasting
  11. Reading: Strategy as forecasting
  12. Video: Hidden costs
  13. Reading: The hidden costs of offshore outsourcing
  14. Practice Quiz: Dealing with the hidden costs

Graded: Strategic decision-making

WEEK 6


Formulating a Strategy in a 21st Century Creative Company



Drawing on the content covered in this course, your job is to formulate a strategy for the Danish design company e-Types. Specifically, based on an analysis of the firm and the environment, you should formulate a strong strategy for how e-Types should move forward. Background information on the company and the assignment is provided below.


4 videos, 3 readings expand


  1. Reading: Assignment information
  2. Reading: Video info
  3. Video: Story of e-Types
  4. Video: e-Type business
  5. Reading: A strategic dilemma
  6. Video: Story of e-Types - part II
  7. Video: e-Types dilemma

Graded: Formulating a strategy for e-Types

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