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KEBU 2025A - Corporate strategy

Type d'enseignement : Seminar

Semester : Spring 2017-2018

Number of hours : 24

Language of tuition : English

Pre-requisite

Students must have completed the course « Introduction to Corporate Strategy » of the Fall Semester

Course Description

The course "corporate strategy" deepens the course of the first semester with the aim of putting the tools into a professional situation. Its goal is to develop the professional skills to solve corporate strategy cases. Through case studies and a group strategic recommendation, the course will enable students to implement key frameworks for strategic thinking.

Teachers

  • KAPLLANI, Edvina (Research Consultant, Accenture Research)
  • LILLIS, Schira (Thought Leadership and Research Principal Director, Accenture Research)
  • ROUSSEAU, Daniel P. (Head of multi-channel customer journeys, Société Générale – France Retail Banking)
  • SZTEJNHORN, Alexis (Directeur Associé, PMP Conseil)

Pedagogical format

The objective of the case study is that students leverage concepts of Corporate Strategy to prepare and present strategic analysis and recommendations for one specific company. Case studies will be prepared and presented in Teams. The Strategic Analysis of economic news requires students to gather relevant up to date information on one specific news and analyze it with the support of the strategic analysis framework. Students shall take turns in presenting on a select news item each week, while those not presenting will be invited to comment and debate the opinions expressed by the speaker. The Action Learning Project is a team work, based on a “real” case study. The objective of the exercise is that students will identify the key issues that the company they study is facing and will elaborate strategic and operational recommendations.

Course validation

Continuous assessment grade

Workload

One seminar (24 hours). Credits : 4.

Required reading

Grant (Robert M.), Contemporary strategy analysis, 7th ed., Blackwell Publishing, 2010

Additional required reading

  • Christensen (Clayton M.), The Innovator's dilemma, Harper, 1997
  • Copeland (Tom), Koller (Tim), Murrin (Jack), McKinsey & Company, Valuation: measuring and managing the value of companies, 3rd ed., John Wiley & Sons Inc, 2000
  • Ghemawat (Pankaj), Redefining Global Strategy, Harvard Business School Press, 2007
  • Khanna (T.), Palepu (K.G.),, Winning in Emerging Markets, HBR Press, 2010
  • Kim (W.) Chan, Mauborgne (Renée), Blue ocean strategy: how to create uncontested market space and make the competition irrelevant, Harvard Business School Press, 2005
  • Mintzberg (Henry), Ahlstrand (Bruce), Lampel (Joseph), Strategy Safari, The Free Press, 1998
  • Porter (Michael E), Competitive advantage: creating and sustaining superior performance, The Free Press, 1998
  • Rumelt (Richard), Good Strategy/Bad Strategy, Profile Books, 2011
  • Mintzberg (Henry), Lampel (Joseph), Quinn (James Brian), Ghoshal (Sumantra) The Strategy Process (SP), 4th ed., Pearson Education Ltd, 2003