Strategy Management

Weekly Report
Session1
Deliverables for each session

Session 2
Start with knowing the company’s history, at the ‘corporate’ level first and then
at the level of the business. The company’s history must include the birth, the
evolution, the turning points (and their causes) and the current situation of the
company. The company’s history often provides useful insights about how the
company is now working and why.

Session 3
We have learned about external analysis in Session 2. Applying this frameworks,
conduct a macro-environmental (PESTEL) analysis, industry analysis (Porter’s
Five Forces) and identify the strategic groups. Be careful, you have only to focus
on one business unit (‘strategic business unit’ (SBU), ‘business’), not on the
whole portfolio.

Session 4
What are the resources and capabilities your company has and how do they
contribute to the sustainable competitive advantage? Look at the evolution of
dynamic capabilities in the given market.

Session 5 - 6
Consider the generic strategies discussed to your company (session IV). What
competitive strategies have been developed by the business? What have been the
consequences? Have the strategies resulted in successes, failures, or has it been a
mixed bag of success and failure?
What is your firm’s identity and how does it impact the competition? Does the
firm’s strategy impact the boundary of the offerings the firm provide? Why?

Session 7 - 8
How does advances in technology impact your company? What stage of
Technology S-Curve is it on and what does it mean to market competition? How
is your company engaged in innovation? (What kind of innovation?) And what is
the implication to market competition in this industry?