1. Linking ORg. structure to strategy
2. Competitive Advantage
2.1. Strategic importance
2.2. relativ strength
3. Lecture 1 (Global strategy & Industry)
3.1. Frameworks
3.1.1. Porter's 5 Forces
3.1.2. Key Success Factors
3.1.2.1. What do cust want?
3.1.2.2. How do firms stay competitive?
3.1.3. Strategy process Design
3.1.4. CAGE Framework
3.1.5. Strategy Postures
3.1.5.1. GI LR
3.1.6. Strategic Group
3.1.6.1. Y Product
3.1.6.2. X Geography
3.1.6.3. Y Price
3.1.6.4. X breadth product lione
3.1.7. Generic strategies Porter
3.1.7.1. Cost
3.1.7.2. Differentiation
3.1.7.2.1. Product
3.1.7.3. Focus
3.1.8. Alternative Competitive Advantage
3.1.8.1. Service
3.1.8.2. Process
3.2. Memorize
3.2.1. Globalization Drivers
3.2.1.1. Market
3.2.1.2. Cost
3.2.1.3. Government
3.2.1.4. Competitive
3.2.2. Arbitrage
3.2.2.1. Cultural
3.2.2.2. Institutional
3.2.2.3. Geographic
3.2.2.4. Economic
3.2.3. An Economic Perspective on Strategic Success
3.2.3.1. Corporate -> External
3.2.3.2. Biz -> Internal
3.2.4. Industry profitability determinants (5Fs)
3.2.4.1. Value to customer
3.2.4.2. Competitive intensity
3.2.4.3. Bargaining power
3.2.5. Internet Paper Takeaway
3.2.5.1. Internet as a complementary to existing modes to business
3.2.5.2. Porter
3.2.5.2.1. Reducing profitability
3.2.5.2.2. Standardized products
3.2.5.2.3. Reducing costs
3.2.5.2.4. Increases substitution threat
3.2.5.2.5. Removes middlemen
3.2.5.2.6. Reducing switch cost
3.2.6. Differentiation
3.2.6.1. By product
3.2.6.2. By customer segments
3.2.7. 6 Principles of strategic position
3.2.7.1. Goal
3.2.7.2. VP
3.2.7.3. Strategy - Value Chain
3.2.7.4. Trade-Offs
3.2.7.5. Continuitiy
3.3. Article Nr
3.3.1. 1
3.3.2. 2
3.3.3. 3
4. Lecture 2
4.1. Frameworks
4.1.1. RBV of strategy of analysis
4.1.1.1. Resources
4.1.1.1.1. Resources and Capabilities?
4.1.1.2. Capabilites
4.1.1.2.1. Link btw R&G
4.1.1.3. Strategy
4.1.1.3.1. Exploit strength
4.1.1.3.2. Improve weaknesses or outsource
4.1.2. Appraisal of R&C profit potential
4.1.2.1. Extent of CA
4.1.2.1.1. Scarcity
4.1.2.1.2. Relevance
4.1.2.2. Sustainability of CA
4.1.2.2.1. Durability
4.1.2.2.2. Transferability
4.1.2.2.3. Replicability
4.1.2.3. Appropriability (who gets profit)
4.1.2.3.1. Property rights
4.1.2.3.2. Bargaining power
4.1.2.3.3. Embeddedness
4.1.3. VRIO
4.1.3.1. Valuable
4.1.3.2. Rare
4.1.3.3. Inimitable
4.1.3.4. Organization
4.1.4. Porter diamond
4.1.4.1. Factor Conditions
4.1.4.2. Demand Conditions
4.1.4.3. Firm Strategy, Structure and Rivalry (FSR)
4.1.4.4. Related and Supporting Industry (RSI)
4.1.4.4.1. 5 Forces
4.1.5. Competitive ADvantage in International (these 4 things give u CA)
4.1.5.1. KSF
4.1.5.2. Diamond
4.1.5.3. RBV
4.1.6. Outsourcing Matrix (S 25)
4.1.6.1. Y Internalization
4.1.6.1.1. Make
4.1.6.1.2. Buy
4.1.6.2. X
4.1.6.2.1. Foreign Location Spefific Advantage
4.1.7. 4 Step framework customer driven
4.1.7.1. Identify primary customer (PPC)
4.1.7.1.1. Perspective
4.1.7.1.2. Profit
4.1.7.1.3. Capabilities
4.1.7.2. Understand needs (DDP)
4.1.7.2.1. Data analyticsd
4.1.7.2.2. dialogues
4.1.7.2.3. process
4.1.7.3. Allocate resources
4.1.7.3.1. Dedicated Service
4.1.7.3.2. Export knowledge
4.1.7.3.3. Low price
4.1.7.3.4. Local value creation
4.1.7.3.5. Global excellence
4.1.7.4. Make it interactive
4.1.7.4.1. deliver information about assumptions
4.1.7.4.2. used widely by organization
4.1.7.4.3. face to face meetings
4.2. Article Nr
4.2.1. 4
4.2.1.1. Competing on resources
4.2.2. 5
4.2.2.1. Choosing the right customer
4.2.3. 6
4.3. Memorize
4.3.1. Types of Resources
4.3.1.1. Tangible
4.3.1.1.1. Physical
4.3.1.1.2. Financial
4.3.1.2. Intangible
4.3.1.2.1. Technology
4.3.1.2.2. Reputation
4.3.1.3. Human
4.3.1.3.1. HR
4.3.2. Pro/cons of outsourcing
4.3.3. Takeaways
4.3.3.1. Major sources of profitability
4.3.3.1.1. Industry
4.3.3.1.2. CA
4.3.3.2. Global advantage stem from FSA and CSA
4.3.3.3. Outsourcing Value Chain based on CSA and FSA
4.3.4. Condition for valuable resource
4.3.4.1. Inimitable
4.3.4.1.1. cannot copy
4.3.4.2. Durable
4.3.4.2.1. lasts long
4.3.4.3. Appropriable
4.3.4.3.1. who captures profit
4.3.4.4. Substitutable
4.3.4.4.1. easily substitued otherwise?
4.3.4.5. Competitive superior
4.3.5. Strategic implications
4.3.5.1. Invest
4.3.5.1.1. put money to maintain value
4.3.5.2. upgrade
4.3.5.2.1. improve quality
4.3.5.3. leverage
4.3.5.3.1. Expand to new markets
4.3.6. Degree of Globalization
4.3.6.1. Production
4.3.6.1.1. relocation sensitivity
4.3.6.1.2. LSA
4.3.6.2. Regulatory
4.3.6.2.1. Government shit
4.3.6.3. Organizational
4.3.6.3.1. Mgmt
4.3.6.3.2. Incentives
4.3.6.3.3. Union
4.3.7. How to win globally
4.3.7.1. Abandon incremental thinking
4.3.7.2. use resource efficiently
4.3.7.3. Tailor best practices to local conditions
4.3.7.4. Aim for higher quality
5. Lecture 3 (
5.1. Frameworks
5.1.1. Analysis of rival pair (z shape)
5.1.1.1. Cell 1 lowest
5.1.1.2. Cell 2
5.1.1.3. Cell 3
5.1.1.4. Cell 4 highest
5.1.1.5. X Resource Similarity
5.1.1.6. Y Market Commonality
5.1.2. Local EM Firms reaction to MNCs
5.1.2.1. X Competitive Assets
5.1.2.2. Y Industry pressure to globalize
5.1.2.3. types
5.1.2.3.1. Dodger
5.1.2.3.2. Contender
5.1.2.3.3. Defender
5.1.2.3.4. Extender
5.2. Article Nr
5.2.1. 7
5.2.2. 8
5.3. Memorize
5.3.1. Competitive Pressure
5.3.1.1. change rival portfolio
5.3.1.2. Defend Core markets
5.3.1.3. Weaken rivals
5.3.1.4. Divert attention of rivals
5.3.2. Determinants of success competitive strtaegy
5.3.2.1. Initial action
5.3.2.2. anticipation
5.3.2.3. reaction
5.3.3. Collusion competition
5.3.3.1. think 5Fs
5.3.4. Formula pressure
5.3.4.1. Market importance for target firm
5.3.4.1.1. % of total sales of firm in that market
5.3.4.2. size of incursion
5.3.4.2.1. Market share of invader
5.3.5. 5 Stabilizing mechanisms
5.3.5.1. Checks and balances
5.3.5.2. tit for tat
5.3.5.3. shared power
5.3.5.4. polarized bloc
5.3.5.5. collective security arrangement
5.3.5.5.1. CSA
5.3.6. Types of collusion
5.3.6.1. Tacit
5.3.6.1.1. signaling
5.3.6.2. Explicit
5.3.6.3. Mutual Forbearance
5.3.7. Change game equilibrium
5.3.7.1. cooperation
5.3.7.2. deterrence
5.3.7.3. commitment
5.3.7.4. changing industry structure
5.3.7.5. familiarity
5.3.7.6. signaling
5.3.8. Minimize counter attacks odds
5.3.8.1. Motivation
5.3.8.2. Awareness
5.3.8.3. Capability
5.3.9. Relative standing to competitor
5.3.9.1. reactiveness
5.3.9.2. attractiveness
5.3.9.3. relative clout (power)
5.3.10. Main types of attack
5.3.10.1. Onslaught
5.3.10.1.1. attack directly
5.3.10.2. Contest
5.3.10.2.1. focus narrowly
5.3.10.3. Guerilla Campaign
5.3.10.3.1. attack from behind
5.3.10.4. Feint / Thrust
5.3.10.4.1. distracting rival
5.3.10.5. Gambit
5.3.10.5.1. sacrifice an unimportant market
5.3.11. Destabilize pressure system
5.3.11.1. Divide and conquer
5.3.11.1.1. seperate players from mutual forbearance
5.3.11.2. Balancer
5.3.11.2.1. shift between rivals
5.3.11.3. Assimilator
5.3.11.3.1. Buy them
6. Lecture 4
6.1. Build-Buy-Borrow Model
6.1.1. RTCF
6.1.2. BBB
6.2. Frameworks
6.2.1. Three stage model (S curve)
6.2.1.1. X Degree of internationalization
6.2.1.2. Y Performance
6.2.1.3. 3 Stages
6.2.2. Alliance portfolio model
6.2.2.1. Portfolio design
6.2.2.1.1. Align strengths weaknesses an see how they change over time
6.2.2.1.2. Interdependencies of alliances
6.2.2.1.3. Composition
6.2.2.2. Portfolio Management
6.2.2.2.1. Knowledge
6.2.2.2.2. Performance
6.2.2.2.3. Internal Coordination
6.2.2.3. Individual Factors
6.2.2.3.1. Levers
6.2.2.3.2. Exchange
6.2.3. International structural stages model
6.2.3.1. X Foreign sales as % total sales
6.2.3.2. Y Foreign product diversity
6.3. Article Nr
6.3.1. 9
6.3.1.1. Managing JV
6.3.2. 10
6.3.3. 11
6.4. Memorize
6.4.1. Strategy issues
6.4.1.1. Do we have to grow inter.?
6.4.1.1.1. Revenue
6.4.1.1.2. Less Depence
6.4.1.1.3. Leverage
6.4.1.1.4. Talent
6.4.1.1.5. Follow clients
6.4.1.2. When? Market timing
6.4.1.2.1. First mover
6.4.1.2.2. last mover
6.4.1.3. Which markets?
6.4.1.3.1. Market scoring model
6.4.1.4. How to enter
6.4.1.4.1. Entry modes
6.4.2. M&A Process
6.4.3. Risk & Challengers of Strategic Alliances
6.4.4. Measures of JV
6.4.4.1. subjective
6.4.4.2. objective
6.4.5. Issues in JV
6.4.5.1. Performance
6.4.5.1.1. objective
6.4.5.1.2. subjective
6.4.5.2. Knowledge management
6.4.5.3. Governance and control
6.4.5.3.1. Equity
6.4.5.3.2. mgmt responsibility
6.4.5.4. Internationalization
6.4.5.4.1. before deal
6.4.5.5. Valuation
6.4.6. Cultural differences
6.4.7. harmony is not most important measure
6.4.8. Four guidelines for competitive collaboration
6.4.8.1. collaboration is indirect competition
6.4.8.2. Cooperation has limits
6.4.8.3. Learning is important
7. Lecture 5
7.1. Frameworks
7.1.1. X Level of C&R local
7.1.2. Generic Differentiated roles and responsibilites
7.1.2.1. Y Strategic importance of local environment
7.1.2.2. Black Hole
7.1.2.3. Leader
7.1.2.4. Implementor
7.1.2.5. Contributor
7.1.3. Knowledge differentiation
7.1.3.1. X Knowledge inflow
7.1.3.2. Y Knowledge outflow
7.1.3.3. Local innovator
7.1.3.4. Global innovator
7.1.3.5. Integrated player
7.1.3.6. Implementor
7.1.4. International structural stages model
7.1.4.1. X Foreign sales as % total sales
7.1.4.2. Y Foreign product diversity
7.1.5. International structural stages model
7.1.5.1. X Foreign sales as % total sales
7.1.5.2. Y Foreign product diversity
7.2. Article Nr
7.2.1. 12
7.2.1.1. Aligning org. with market
7.2.2. 13
7.2.3. 14
7.3. Memorize
7.3.1. Organizational forms
7.3.1.1. Classic
7.3.1.1.1. Functional
7.3.1.1.2. divisional
7.3.1.1.3. global matrix
7.3.1.2. new
7.3.1.2.1. Transnational network
7.3.1.2.2. Knowledge community
7.3.2. Strategies
7.3.2.1. Global Strategy
7.3.2.1.1. Efficiency / Centralization
7.3.2.1.2. Centralized Hub
7.3.2.1.3. Worldwide product structure
7.3.2.2. International
7.3.2.2.1. Learning / Replication / Centralization
7.3.2.2.2. Coordinated Federation
7.3.2.2.3. International division
7.3.2.3. Multi-domestic
7.3.2.3.1. Responsiveness / Local operatiions
7.3.2.3.2. Decentralized Federation
7.3.2.3.3. Geographic division
7.3.2.4. Transnational
7.3.2.4.1. Mix of everything
7.3.2.4.2. New dimension
7.3.2.4.3. Integrated Network
7.3.2.4.4. Global Matrix
7.3.3. Market orientation
7.3.3.1. Stages
7.3.3.1.1. 1
7.3.3.1.2. 2
7.3.3.1.3. 3
7.3.3.1.4. 4
7.3.3.2. Key advice
7.3.3.2.1. Keep everyone focused on customer experience
7.3.3.2.2. Adjust the pace of alignment process
7.3.3.2.3. Keep realigning
7.3.4. Cycle of Continous change
7.3.4.1. Phases
7.3.4.1.1. Influence
7.3.4.1.2. Authority
7.3.4.1.3. Technology
7.3.4.1.4. Culture
8. Lecture 6 (subsidiaries)
8.1. Frameworks
8.1.1. Subsidiary evolution
8.1.1.1. Power
8.1.1.2. Autonomy
8.1.1.3. Resource dependency theory
8.1.1.4. Inverse U shape
8.1.1.5. Soft control
8.1.1.6. Hard control
8.1.1.7. Limited control
8.1.2. Attention allocation portfolio
8.1.2.1. X Attention given to mrket (external)
8.1.2.2. Y Level of attention (internal)
8.1.2.3. Squeaky wheels
8.1.2.3.1. internal success stories
8.1.2.4. Major markets
8.1.2.4.1. big markets
8.1.2.5. Honey Pots
8.1.2.5.1. market important but limited attention
8.1.2.6. Forgotten markete
8.1.2.6.1. very low
8.2. Article Nr
8.3. Memorize
8.3.1. HQ role
8.3.1.1. strategy
8.3.1.2. roles
8.3.1.3. boundaries
8.3.1.4. resources
8.3.1.5. control
8.3.2. Contradictory instutional logic
8.3.2.1. Enterprise logic
8.3.2.1.1. mission
8.3.2.1.2. strategy
8.3.2.1.3. objectives
8.3.2.1.4. cycle of times
8.3.2.2. domicile logic
8.3.3. Two theories subsidiary power
8.3.3.1. Agency theory
8.3.3.1.1. Loaned power
8.3.3.2. resource dependency theory
8.3.3.2.1. Owned power
8.3.4. Control Strategies
8.3.4.1. Monitoring
8.3.4.2. Financial
8.3.4.3. Non-financial
8.3.4.4. Vertical integration
8.3.4.4.1. Between HQ and subs
8.3.4.5. Horizontal integration
8.3.4.5.1. between subsidiaries
8.3.5. Exec attention
8.3.5.1. Support
8.3.5.2. visibility
8.3.5.3. relative standing
8.3.6. How to attract exec attention
8.3.6.1. Voice
8.3.6.1.1. initatives
8.3.6.1.2. Profile building
8.3.6.2. weight
8.3.6.2.1. size
8.3.6.2.2. performance
8.3.7. Subsidiary initiatives
8.3.7.1. external
8.3.7.1.1. do it themselves
8.3.7.1.2. dont thell HQ
8.3.7.2. internal initiatives
8.3.7.2.1. Tell the HQ
8.3.7.2.2. Official way -> higher mgmt intervenes
8.3.7.2.3. concession to other subsidiary