ĐẠI HỌC FPT CẦN THƠ

International Business Strategy

IBS301m -Course 2: Advanced BS
Session 15 - 17

Dynamic Strategy
 Overview

1 • Course Introduction

2 • Lessons

3 • Tools

4 • Case Study

5 • Case Study Debrief

Dynamic Strategy_Nguyễn Thắng Lợi 2

 Course Introduction

• Course Overview
1

• Course Requirements
2

• Get to Know Your Classmates

3

• Using the Discussion Forums

4

Dynamic Strategy_Nguyễn Thắng Lợi 3

 Course Overview

This course is divided into four modules. Each module contains:

➢ Lessons: These videos provide the core content of the course. In-video
quizzes provide a quick way for you to check whether you understand key
concepts in the video. These in-video quizzes are not graded and are meant
to serve as a helpful tool as you tackle complex content.
➢ Tools: Videos are provided that explain each tool.

Dynamic Strategy_Nguyễn Thắng Lợi 4

 Course Overview
➢ Case study: You'll apply the tools to analyze case studies (from Disney,
Orascom Telecom, Sony Playstation, and GE Healthcare India) and discuss
them in the discussion forum. We encourage you to take advantage of this
informal way to check your understanding of key issues in each case and to
practice with the strategic tools. (At the end of the course you'll complete a
more formal analysis of a firm of your choice and submit it for peer review.)
For the best learning experience, we recommend you analyze and discuss
the case before watching the debrief video. This video explains key points
and covers common analytical missteps to guide your analysis and peer
review.
➢ Quiz: You'll complete a 12-question quiz at the end of each module. At the
end of the quiz, you'll get feedback on your responses to help you
understand why an answer is correct or incorrect.
Dynamic Strategy_Nguyễn Thắng Lợi 5
 Course Overview

In the Resources section of the course (lefthand navigation menu), you

will find copies of the PowerPoint slides and relevant sections of The
Strategist's Toolkit. The full book is available for purchase from Darden
Business Publishing and from Amazon. This book is not required for
successful completion of the course; however, it does provide a much
deeper and more detailed description of the tools and how, when, and
why to use them.
The last module concludes with a peer-reviewed competitive analysis.

Dynamic Strategy_Nguyễn Thắng Lợi 6

 Course Overview
Time Commitment
2-4 hours to complete each module
3-5 hours to complete the peer-reviewed final assignment
Module 1: Dynamic Sony PlayStation case to analyze and
57 min of video 6 brief readings
Strategy discuss, quiz, start final project (optional)
Orascom Telecom case to analyze and
Module 2: International
59 min of video 2 brief readings discuss, quiz, work on final project
Strategy
(optional)
Module 3: Diversification Disney case to analyze and discuss, quiz,
49 min of video 2 brief readings
Strategy work on final project (optional)
Module 4: Stakeholder GE Healthcare India case to analyze and
56 min of video 1 brief reading
Strategy discuss, quiz, finish final project

Introduction to Strategic Analysis _Nguyễn Thắng Lợi 7

 Course Requirements

Course Component Required % Required to Pass

Lessons Yes All

Readings Recommended, but not required NA

In-Video Quizzes Recommended, but not required NA

Module Quizzes Yes 75% on each quiz

Case Studies/Discussion
Recommended, but not required NA
Forums

Practice Peer-review Quiz Recommended, but not required NA

Peer-reviewed Final Project Yes 75%

Introduction to Strategic Analysis _Nguyễn Thắng Lợi 8

 Course Requirements

Assessments
We've carefully designed assessments to deepen your learning and
measure your understanding--to help you master the material and
demonstrate your mastery. Throughout the course you'll have multiple
opportunities to check your understanding and practice skills in ungraded
assignments. You'll also have the chance to demonstrate your skills in
more formal graded assessments.

Introduction to Strategic Analysis _Nguyễn Thắng Lợi 9

 Course Requirements

In-Video Quizzes
These questions are designed to help you check your understanding of the
video content. If you get the question right, it's a good sign that you
understood a tricky concept. If not, pay close attention to the feedback
and review the video to ensure you understand the concepts in it.
Your responses to these questions do not count towards your grade.

Introduction to Strategic Analysis _Nguyễn Thắng Lợi 10

 Course Requirements

End-of-Module Quizzes
At the conclusion of each module, you'll be asked to complete a 12-
question quiz to test your understanding of key module concepts. You
have three chances to pass each quiz; questions vary on each attempt. The
highest score is used to calculate your final grade.
Each quiz constitutes 15% of your final grade. Minimum passing grade:
75%

Introduction to Strategic Analysis _Nguyễn Thắng Lợi 11

 Course Requirements

Case Study Discussions

In each module, you're invited to review and analyze a case to apply
course concepts to a real-world business issue. This is a great way to build
your practical skill set with the analytical tools. We strongly encourage
you to analyze the case and discuss it in the forums before viewing the
case debrief, as we know that the best way to deepen learning is by doing.
Once you've done your analysis, the case debrief reviews some key
concepts--but it does not reveal any "right answer" as there are none--
just well-supported and reasonable interpretations.
These case analyses and discussions are not graded.

Introduction to Strategic Analysis _Nguyễn Thắng Lợi 12

 Course Requirements

Peer-Reviewed Competitive Position Analysis

This culminating assignment provides an opportunity for you to
demonstrate what you've learned by analyzing an organization of your
choice. We suggest you begin the project in the first module and
complete it throughout the course, but you may wait until the final
module to begin. See the module 4 peer-reviewed assignment for more
details. Please note that you need to review three of your classmates'
assignments before the assignment you submitted will be graded.

Introduction to Strategic Analysis _Nguyễn Thắng Lợi 13

 Course Requirements

Reviewing Peer Assignments

Once you've completed your analysis, you'll be asked to peer review at least
three of your classmates' work before receiving a grade on your own assignment.
Remember, your careful review and feedback not only helps your classmate
better understand the material--it helps deepen your understanding as well.
When you are peer reviewing assignments, you may find a blank submission
(nothing uploaded). In such cases, please do not assign any grades. Instead,
click the "Flag this submission" button and indicate "This submission is
incomplete" as the reason for flagging. Once you do this, you will be assigned a
different submission by another classmate to evaluate in place of the blank one.
This assignment (analysis plus peer review) constitutes 40% of your final grade.
Minimum passing grade: 75%
Introduction to Strategic Analysis _Nguyễn Thắng Lợi 14
 Course Requirements

Assessment formula
Final grade = 60% quizzes + 40% peer-reviewed case study
Passing grade = 75%

Introduction to Strategic Analysis _Nguyễn Thắng Lợi 15

 Get to Know Your Classmates

Join the Meet and Greet Discussion Forum

Participating in this forum is optional, but we encourage you to spend a
little time getting to know your classmates, since working with them is an
important part of this course. Establishing personal connections with
other students will make your online learning experience much more
enjoyable and engaging.
Say hello!
Go to the Meet and Greet forum and click the New Thread button to
begin. Use your name and a brief summary as the subject of your post.
For example, Karen Smith: Exploring Career Options and introduce
yourself to your classmates.
Introduction to Strategic Analysis _Nguyễn Thắng Lợi 16
 Get to Know Your Classmates
Where are you from? Let people know your geographic area so you can connect
with nearby classmates and start a country or language thread. You can also
include this information below the body of your post in the "tags" area. For
example, include your state (if living within the United States) or country in the
tags section.
Career and education? Tell your classmates about other courses you've taken,
degrees you hold, and what you do at work.
Hopes? Share your reasons for and expectations from taking this course. What do
you hope to gain?
Other info? Share with us any other information that might help others in the class
find you when searching the forums. What common interests might you share with
your classmates? We have tens of thousands of students enrolled in this course –
put something in your post that will help others with similar interests find you.
Introduction to Strategic Analysis _Nguyễn Thắng Lợi 17
 Get to Know Your Classmates

Find a common interest

Read a few of your classmates' postings. Add your friendly comments--it's
a meet and greet, after all!
Update your profile
While you're at it, you might consider updating your profile, which can be
accessed by clicking the Profile link in the menu that appears when you
click on your name at the top-right corner of this screen. When people
find you in the forums, they can click on your name to view your complete
profile and get to know you more.
(These guidelines for interacting with fellow classmates via the forums
were originally compiled by The University of Illinois.)
Introduction to Strategic Analysis _Nguyễn Thắng Lợi 18
 Using the Discussion Forums

Making Discussions Work for You

Course discussion forums are your chance to interact with thousands of like-
minded individuals around the world. Getting their attention is one way to do
well in this course. Get the most out of the forums by following these tips:
1. Stay on topic in existing forums and threads. In particular, don’t change
the subject in the middle of an existing thread – just start a new topic.
Off-topic posts make it hard for other learners to find information they
need. Post in the most appropriate forum for your topic, and do not post
the same thing in multiple forums.
2. Use the filters at the top of the forum page (Latest, Top, and
Unanswered) to find active, interesting content.
Introduction to Strategic Analysis _Nguyễn Thắng Lợi 19
 Using the Discussion Forums

3. Upvote posts by clicking the Upvote button under any thoughtful,

helpful or interesting post. This is the best way to ensure that quality
posts will be seen by other learners in the course. Upvoting also
increases the likelihood that important questions get addressed and
answered.
4. If you find a particular thread interesting, click the Follow button
under the original post of that thread page. When you follow a post,
you will receive an email notification anytime a new post is made.
5. Be civil. If you disagree, explain your position with respect and refrain
from any and all personal attacks.

Introduction to Strategic Analysis _Nguyễn Thắng Lợi 20

 Using the Discussion Forums
6. Write clearly to make sure you’re understood, even by non-native English
speakers. Try to write full sentences and avoid text-message abbreviations or
slang. Be careful when you use humor and sarcasm as these are easy to
misinterpret.
7. If asking a question, provide as much information as possible, what you’ve
already considered, what you’ve already read, etc.
8. Cite appropriate references when using someone else’s ideas, thoughts, or words.
9. Do not promote your product, service, or business in forums.
10. Invite other learners to extend the discussion. For example, you could say “I
would love to understand what others think.”
11. Do not post personal information about other learners in the forum.
12. Ignore and report spammers.

Introduction to Strategic Analysis _Nguyễn Thắng Lợi 21

 Report Abuse

Report Abuse - Coursera's Code of Conduct prohibits:

• Bullying or threatening other users
• Posting spam or promotional content
• Posting mature content
• Posting assignment solutions (or other violations of the Honor Code)

Introduction to Strategic Analysis _Nguyễn Thắng Lợi 22

 Overview

1 • Course Introduction

2 • Lessons

3 • Tools

4 • Case Study

5 • Case Study Debrief

Dynamic Strategy_Nguyễn Thắng Lợi 23

 Lessons - Introduction to Strategy over Time

Introduction to Strategic Analysis _Nguyễn Thắng Lợi 24

 Lessons - The Dynamic Capabilities Perspective

Introduction to Strategic Analysis _Nguyễn Thắng Lợi 25

 Lessons - Introduction to the Competitive Life Cycle

Introduction to Strategic Analysis _Nguyễn Thắng Lợi 26

 Lessons - Competitive Life Cycle: Common Patterns

Introduction to Strategic Analysis _Nguyễn Thắng Lợi 27

 Lessons - Why Incumbent Firms Fail or Survive

Introduction to Strategic Analysis _Nguyễn Thắng Lợi 28

 Lessons - Competitive Life Cycle Analysis

Introduction to Strategic Analysis _Nguyễn Thắng Lợi 29

 Lessons - Module Lessons

Introduction to Strategic Analysis _Nguyễn Thắng Lợi 30

 Overview

1 • Course Introduction

2 • Lessons

3 • Tools

4 • Case Study

5 • Case Study Debrief

Introduction to Strategic Analysis _Nguyễn Thắng Lợi 31

 Tools - Strategist’s Toolkit: Competitive Life Cycle
Analysis

Introduction to Strategic Analysis _Nguyễn Thắng Lợi 32

 Overview

1 • Course Introduction

2 • Lessons

3 • Tools

4 • Case Study

5 • Case Study Debrief

Introduction to Strategic Analysis _Nguyễn Thắng Lợi 33

 Case Study - Sony PlayStation 4: Aim and Fire

Practice your business strategy skills as you consider the "Sony PlayStation
4: Aim and Fire" abridged case study. Then join the discussion forum to
share your analytical insights into these questions:
▪ Who do you think will win in the next generation of the home video
game industry? Why?
▪ Who are the major competitors in home video game consoles? How
have they faired over the previous generations of consoles?
▪ What factors contribute to a competitor becoming the market leader?
To what extent does being a first mover matter?

Introduction to Strategic Analysis _Nguyễn Thắng Lợi 34

 Case Study - Sony PlayStation 4: Aim and Fire

Practice your business strategy skills as you consider the "Sony PlayStation
4: Aim and Fire" abridged case study. Then join the discussion forum to
share your analytical insights into these questions:
▪ Map the Competitive Life Cycle for game players focusing on the current
generation. Characterize the competitive life cycle, paying special
attention to the nature of competition within the industry over time.
▪ What features and capabilities should Sony incorporate into the Sony
PlayStation 4 in your opinion? Is Sony's decision to launch the PS4 in
December 2013 well timed?

Introduction to Strategic Analysis _Nguyễn Thắng Lợi 35

 Overview

1 • Course Introduction

2 • Lessons

3 • Tools

4 • Case Study

5 • Case Study Debrief

Introduction to Strategic Analysis _Nguyễn Thắng Lợi 36

 Case Study - Sony PlayStation 4 Case Debrief

Dynamic Strategy_Nguyễn Thắng Lợi 37

 E-Commerce
ISC302 - Session 1

Dynamic Strategy_Nguyễn Thắng Lợi 38