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1、CorporateStrategyAnalysisSyllabusCorporateStrategyAnalysisMBA,2011PreliminarySyllabusProfessorRodolpheDurandCOURSEOVERVIEWThiscoursefocusesonthestrategicmanagementandunderstandingofmulti-product,multi-locationandmulti-businessfirms.Weexaminethefollowingtopics:1.Whydowehavefirms?2.Whatdetermine
2、sfirmboundaries?3.Whydowehavemulti-businessfirms?4.Howdomulti-businessfirmscreateordestroyvalue?5.Howaremulti-businessfirmsmanaged?WhereasBusinessStrategyAnalysisfocusesonstrategicallymanagingindividualbusinesses,CorporateStrategyAnalysisfocusesonthestrategicmanagementofissuesspecifictothemult
3、i-businessfirm.Forexample,corporatestrategyissuesforDisneymightincludewhetherornotDisneyshouldownarangeofbusinesses(includingthemeparks,restaurants,televisionnetworks,etc.),howthosebusinessesshouldbeentered(e.g.,internaldevelopment,jointventures,acquisitions,etc.),andhowtheycanbesynergisticall
4、ycombinedtocreatevalue.BusinessstrategyforDisneywouldincludeissuessuchashowtheABCnetworkshouldbepositionedvis-à-visitscompetitors,orhowthecompetitiveadvantageofDisney’sthemeparksshouldbemaintained.COURSESTANDARDSThegreatestvaluefromgraduateeducationisseldomrealizedimmediatelyupongraduation.Suc
5、hvalueisrealizedoveralifetime,andcomesnotfromhavinga“bagoftricks”butratherfromdevelopinganalytical,andproblem-solving,skills.Oneofthemostvaluableabilitiesthatyoucandevelopandsharpeningraduateschoolistheabilitytothinkcriticallyandstrategically,andtospeakandwriteinalogicalandcompellingmanner.Acc
6、ordingly,youareresponsibleforalargeportionofyourowndevelopment.Youarerequirednotonlytoattendclasses,butalsotocarefullyprepareforeachclassandcontributeactivelytoclassdiscussion.Thecompressednatureofthecoursemakesitcrucialthatyoupreparetheassignedmaterialforeveryclass.1CorporateStrategyAnalysisS
7、yllabusCOURSEGRADINGGradingwillbebasedonthefollowing:Participation(andin-classactivities)25%IndividualCaseAnalysis40%GroupPresentation35%Participation.Iwilluseanumberofin-classactivitiestoexploreconceptsandtoolsusedinthecourse.Youreffor
