3 Internal Analysis II Resource Based View, Strategic Commitment and Competitive Advantage Case Google’s Mission, Ethical Principles, and Involvement in China. P 52-53. Chapter 4 of Hill & Jones. Jay Barney, 1995, Looking inside for competitive advantage? Academy of Management Executive, 9:4, pp Case Discussion in Class: Answer questions at end of case and analyze. 4 Internal Analysis III Organization Design and Structure Presentation Phase 1 report. Each team has 10 minutes + 5 minutes of Q&A Chapter 9 of Hill & Jones. Submit Phase 1 report Analysis of the client’s value chain and business model. What creates or destroys value? Opportunities for efficiency gains. 5 Macroenvironment Analysis Regulatory and Technological Change as Drivers of Strategic Options. Mini Case The Pharmaceutical Industry. P 79-80. Chapter 3 of Hill & Jones (pages 73-77). Ron Adner and Daniel Levinthal, 2002, The emergence of emerging technology, California Management Review, 45:1, P 50-66. Case Discussion in Class: Answer questions at end of case and analyze. 6 Industry Analysis I Introduction to the model’. Dynamic situations and limitations. Chapter 3 of Hill & Jones (pages 58-73). 7 Industry Analysis II Rivalry and Substitutes: Analyzing Competitors. Theory of Games. Mini Case IKEA-The Global Retailer. P 169-170. Peter J. Coughlan, Debbie Freier, and Patrick Kaiho Lee, 2001, Competitor Analysis: Anticipating Competitive Actions, HBS Publishing. Case Discussion in Class: Answer questions at end of case and analyze.
8 Industry Analysis III Threat of Entry: Entry by Weak Competitors: Judo Strategy. Incumbent Response. Market Entry Games. Mini Case United Technologies Has an ACE in Its Pocket. P 197-198. David B. Yoffie and Michael A. Cusumano, 1999, Judo Strategy: The Competitive Dynamics of Internet Time, Harvard Business Review. Case Discussion in Class: Answer questions at end of case and analyze. 9 Industry Analysis IV Summary Presentation Phase 2 report. Each team has 10 minutes + 5 minutes of Q&A. Submit Phase 2 report Assessment of the current state and predictions about future developments in the industry that will impact the company. Includes Porter’s 5-forces model, competitor analysis, and an analysis of the market for the client’s products or services. 10 Business Strategy I Cost Leadership Strategy: Systems Interdependencies. Path Dependencies. Preemption to Imitation. Mini Case Nike’s Business-Level Strategies. P 142-143. Chapter 5 of Hill & Jones. Kathleen Eisenhardt and Donald Sull, 2001, Strategy as Simple Rules, Harvard Business Review. Case Discussion in Class: Answer questions at end of case and analyze. 11 Business Strategy II Differentiation Strategy: Distinctive Competencies. Chapter 5 of Hill & Jones. David A. Soberman, 2003, The Role of Differentiation in Markets Driven by Advertising, California Management Review. Dial, Jay and Kevin J. Murphy, “Incentives, Downsizing, and Value Creation at General Dynamics,” Journal of Financial Economics. Case Discussion in Class: Answer questions at end of case and analyze.
12 Corporate Strategy I Growth Through Diversification: Portfolio and Real Options Approaches. Mini Case Strategy Implementation at Dell Computer.P 258-259. David Harding and Sam Rovit, 2004, Building Deals on Bedrock, Harvard Business Review. Clayton M. Christensen, Michael E. Raynor, and Matthew C. Verlinden, 2001, Skate to Where the Money Will Be, Harvard Business Review. Discussion of Phase 1 and Phase 2 reports with recommendations for generating strategic options. 13 Corporate Strategy II Cooperative Strategy and Alliances. HBS Case Xerox and Fuji-Xerox, HBS Publishing. Mini Case Oracle’s Growing Portfolio of Businesses. P Richard Normann and Rafael Ramirez, 1993, From Value Chain to Value Constellation, Harvard Business Review. James Bamford, David Ernst, and David G. Fubini, 2004, Launching a Joint Venture, Harvard Business Review. George Baker, 1992. “Beatrice: A Study in the Creation and Destruction of Value.” Journal of Finance. Case Preparation Questions: 1. What role has Fuji Xerox played in Xerox’s Global Strategy? How do you expect this role to change in the future? 2. Is Fuji Xerox a successful joint venture in 1990? How do you measure its performance? 3. What were the key success factors in these alliances in the past? Do you expect these factors to change in the future? 4. Consider the different options for reorganization listed in Exhibit 11. Select one option in each functional area and be prepared to explain why you prefer it over the others.
14 Corporate Strategy I Securing Competitive Advantage Through Vertical Integration. HBS Case The HP-Cisco Alliance (A), HBS Publishing. Chapter 7 of Hill & Jones. David J. Collis, 1995, The Scope of the Corporation; HBS Publishing. Michael Dell and Joan Magretta, 1998, The Power of Virtual Integration, Harvard Business Review. Jean-Francois Hennart, 1993. "Explaining the 'Swollen Middle': Why Most Transactions are a Mix of Market and Hierarchy," Organization Science. Case Preparation Questions: 1. What are the challenges facing Jim Heal and Mike Thomas? 2. What are Heal’s and Thomas’s bases of power? What influence tactics are available to them? 3. If you were appointed to an alliance manager position at HP or Cisco, what would your action plan be? How would you prioritize your actions? 4. If you were Steinhilber or Russell, what kinds of structural interventions would you pursue to enable your alliance organization to function effectively? 15 Final Presentation. Each team has 15 minutes + 6 minutes of Q&A Sponsors invited to attend and comment. Submit Final Consulting Report. Submit Peer Evaluation for Consulting Project.