| Day
1 |
09:00
– 10:30
Product Competition vs. Vision Competition
|
The
first session distinguishes two types
of competition. In product competition,
the focus is on comparing product attributes
and cost of competing products. Vision
competition focuses on comparing the
dynamic formation of ecosystems supporting
different competing visions. You will
use the VCR case to illustrate the important
distinction of these two types of competition
and why vision competition is crucial
in analyzing dynamic corporate strategy. |
| |
10:30
– 11:00
Break
|
|
| |
11:00
– 12:30
Grabber-Holder Dynamics: Creation and
Shaping of Ecosystem |
You will see how
the synergistic interactions of emotion
(grabber) and rationality (holder) can
create shape the dynamic formation of
an ecosystem supporting a grabber vision.
Various cases are used to illustrate
the working of such grabber-holder dynamics.
The Grabber-Holder Dynamics Theory will
be the foundation for studying competition
in different stages of a dynamic market |
| |
12:30
– 02:00
Lunch |
|
| |
02:00
– 03:30
Emerging Technology Product Market |
The dynamic formation
of emerging technology product markets
is studied using the PC case. In this
study, you will learn how different
interpretations of a vision can contribute
to the formation of ecosystems and help
determine a winning formula |
|
03:30
– 04:00
Break |
|
| |
04:30
– 05:30
Emerging Service Market |
You will study the
emerging service market through the
case of the discount store business
in the US. Participants will learn how
the implementation of a business model
to fulfill the same vision can lead
to different ecosystems that would determine
long term competitive advantage. |
| Day
2 |
09:00
– 10:30
Latecomer’s Advantage and
the Invasion Strategy
|
Any latecomer has
an advantage. The issue is how to identify
it and how to implement a successful
invasion strategy to upset the incumbents.
In this session, you will study how
such advantage can be found and implemented
for a successful invasion strategy.
Numerous cases in different industries
and different countries are used to
illustrate how a latecomer can successfully
disrupt the market and gain a strong
position in a mature market |
| |
10:30
– 11:00
Break
|
|
| |
11:30
– 12:30
Gaming Between a Latecomer and
an Incumbent |
When a latecomer
successfully creates a disruption to
upset an incumbent, the latter will
try to contain the disruption or even
to overtake the latecomer. The ability
of the incumbent to respond will determine
the outcome of the game between the
latecomer and incumbent. In this session,
you will study appropriate game strategies
for the latecomer and the incumbents.
This is a working session to analyze
some recent cases. |
| |
12:30
– 02:00
Lunch |
|
| |
02:00
– 03:30
Stagnation and Breakthrough |
Why would a firm
become stagnant in its growth? How can
it break through such stagnation and
induce new growth? Participants will
use the FedEx case to illustrate methodologies
identifying opportunity and developing
a strategy roadmap to implement a breakthrough. |
|
03:30
– 04:00
Break |
|
| |
04:30
– 05:30
Uninterrupted Growth |
This session explores
how a company can propel growth through
a sequence of stagnation and breakthrough.
Every breakthrough enables the company
to find a new level of growth, as illustrated
by the cases of McDonald’s, Intel and
IBM. |
| Day
3 |
09:00
– 10:30
Building of Core Competence in a Dynamic
Environment
|
Participants will
learn how to define the notion of core
competence in a dynamic context. Study
how a firm can turn real danger into
opportunity. You will discover how to
build up core competence by engaging
in dynamic competition in a sequence
of industry disruptions caused by itself
or latecomers. Participants will use
the previous cases to illustrate how
this is achieved. |
| |
10:30
– 11:00
Break
|
|
| |
11:30
– 12:30
Core Competence, Managing Strategic
Assets and Brand Name |
You will see how
implementing core competence and managing
strategic assets would lead to building
of a strong brand name. You will contrast
cases on how companies like Sony, Honda,
and Samsung that have moved from no-name
to brand name will be contrasted with
various Taiwanese OEM companies who
failed to build brand recognition. |
| |
12:30
– 02:00
Lunch |
|
| |
02:00
– 03:30
Diversification, Specialization and
Growth |
You will learn how
a company can grow by two different
approaches: diversification or specialization.
You will learn how to develop core competencies
to reduce risk with either approach
and examine the relative merits of each
strategy. You will also gain insights
from a number of cases that will illustrate
how other companies have successfully
managed these strategies to propel growth.
You will use the GE, Nokia and Samsung
cases to illustrate how a company can
successfully manage diversification
and specialization to propel its growth. |
|
03:30
– 04:00
Break |
|
| |
04:30
– 05:30
Regional Dynamic Development |
You will use the
Grabber-Holder Dynamic Theory to illustrate
how one can create and shape the dynamic
formation of an ecosystem that will
support regional development. The dynamic
formation of Silicon Valley is analyzed
and the class will discuss how this
can be applied to a particular region. |
