Course 2026-2027 a.y.

Il programma si articola in due parti: la prima analizza il posizionamento competitivo e come il vantaggio competitivo si costruisce o si perde; la seconda si concentra sulle dinamiche evolutive del settore e sul cambiamento strategico, ovvero su come un'azienda può adattarsi e riposizionarsi nel tempo.

1) La strategia competitiva attuale:

• Il concetto di strategia, a livello aziendale e a livello competitivo
• Il sistema di attività
• L’analisi del contesto competitivo
• Il vantaggio competitivo e le sue determinanti
• Le scelte di ambito competitivo
• La difendibilità del vantaggio competitivo.

2) La strategia competitiva futura:

• Il cambiamento del sistema competitivo
• L’ingresso in nuovi business e le strategie di attacco e difesa
• Il rinnovamento strategico

Al termine del corso lo studente sarà in grado di:

• Riconoscere e analizzare le strategie competitive di successo (e quelle di insuccesso) realizzate dalle aziende.
• Analizzare il sistema di attività (correnti e di set up) alla base del vantaggio competitivo.
• Spiegare il rapporto esistente fra decisioni strategiche e risultati (competitivi, reddituali e sociali) attuali e futuri dell’azienda.

Al termine del corso lo studente sarà in grado di:

• Analizzare l’impatto delle scelte strategiche sui risultati (competitivi, reddituali e sociali).
• Valutare l'attrattività economica di un settore.
• Analizzare la strategia di un'azienda nel contesto delle forze competitive e delle dinamiche del proprio settore.
• Identificare le fonti del vantaggio competitivo.
• Valutare la sostenibilità del vantaggio competitivo.
• Applicare i principali concetti della strategia aziendale a casi reali e a decisioni strategiche concrete.
• Sviluppare capacità di lavoro in team nella soluzione di reali problemi strategici,
• Identificare, analizzare a confrontare diverse alternative strategiche

• Lezioni
• Testimonianze (in aula o a distanza)
• Lavori/Assignment di gruppo
• Competizioni/Hackathon

Nel corso vengono utilizzate modalità didattiche integrate: lezioni frontali, discussione di casi aziendali, lavori di gruppo. testimonianze ed esercitazioni in aula.

• Discussione di casi aziendali: a ogni argomento teorico è associato un caso reale, che costituisce la base per la discussione in aula.
• Lavori di gruppo: le analisi dei casi e alcune attività in aula sono in parte svolte in gruppo.
• Business game: simulazione competitiva in cui gli studenti, divisi in team, devono formulare una nuova strategia di ingresso in un settore.
• Testimonianze aziendali: interventi di manager e professionisti esterni, con l'obiettivo di approfondire, attraverso la loro esperienza diretta, specifiche tematiche di strategia aziendale.

Visto il carattere fortemente applicativo del corso, la frequenza alle lezioni è fortemente incoraggiata.

La valutazione per gli studenti frequentanti si basa sui seguenti elementi:

• Esame finale: prova scritta volta a verifica la capacità degli studenti di analizzare un caso aziendale concreto applicando gli strumenti teorici appresi durante il corso.
• Lavori di gruppo: volti a valutare la capacità di lavorare in gruppo e di affrontare problemi strategici reali in modo collaborativo
• Partecipazione in aula: volta a premiare la qualità degli interventi durante le discussioni in aula e le capacità di analisi critica

La valutazione per gli studenti non frequentanti si basa su un esame finale scritto.

L'esame finale ha l'obiettivo di:

• valutare la capacità dello studente di applicare gli argomenti teorici a un caso aziendale concreto.
• valutare la comprensione dei concetti e delle teorie chiave della strategia competitiva e la capacità di esporli in modo sintetico e analitico.

• V. CODA, G. INVERNIZZI, P. RUSSO (2021), La strategia di business, McGraw-Hill
• Casi aziendali discussi in classe e pubblicati su Bboard.
• Slides e materiali pubblicati su Bboard

.

• V. CODA, G. INVERNIZZI, P. RUSSO (2021), La strategia di business, McGraw-Hill
• Casi aziendali discussi in classe e pubblicati su Bboard.
• Slides e materiali pubblicati su Bboard
• Letture/libri aggiuntivi per studenti non frequentanti (si veda il syllabus dettagliato, disponibile all’inizio del corso)

The course focuses on specific topics related to competitive and corporate strategy:

Core concepts in business strategy:

• The notion of competitive advantage.
• The competitive environment.
• Generic strategies.
• Resources and competences.

From competitive advantage to sustainable competitive and corporate advantage:

• Industry Dynamics.
• Vertical Integration.
• Diversification.
• Internationalization.

• Recall the main concepts of business strategy.
  • Economic attractiveness of an industry.
  • A firm’s strategy in the context of the competitive forces and the dynamics of its industry.
  • The sources of a firm’s competitive advantage.
  • The sustainability of a firm’s competitive advantage.
  • A firm’s growth option.
  • The outcomes of strategic decisions.
• Connect and apply those concepts to the understanding of real world cases.

• Apply the main concepts of business strategy to real life cases and strategic decisions.
• Identify the economic attractiveness of an industry.
• Analyze a firm’s strategy in the context of the competitive forces and the dynamics of its industry.
• Identify the sources of a firm’s competitive advantage.
• Assess the sustainability of a firm’s competitive advantage.
• Identify and evaluate a firm’s growth option.
• Measure the outcomes of strategic decisions.
• Develop teamwork skills.
• Produce in-depth strategic analysis of a company.
• Develop presentation skills.
• Work under time pressure.

Lessons are organized as follows:

• For longer sessions half of the lesson is an interactive lecture based on text books as well as examples from the business press and the professor’s work and academic experiences. The other half of the lesson is spent solving a case study in teams (for potential regular sessions one entire session is devoted to theory/lecture and the following session on solving a case study in teams).
• Throughout the class, students may also be asked to answer questions, to interact with the professor and other students, and conduct in-class exercises. The professor is present to discuss problems with students, but the cases must be solved in teams. Students are expected to be familiar with the topic of the day, and ask questions to the professor in order to prepare for case assignments. Lessons always start on time and the professor remains available to answer any questions for the duration of the lesson.
• The last session of the course is dedicated to a competitive business game, played in teams.

Attendance: for attending students, attendance is mandatory for the entire class and is kept by the professor.

With the purpose of measuring the acquisition of the above-mentioned learning outcomes the student assessment is based on the following components:

1. Course Final Exam: the comprehensive final exam in this course is a written exam that tests students’ ability to explain the theoretical arguments learned during the course and to use them to answer questions related to a real business case.
2. Course “Pressure Test”: the pressure test is a timed case assignment to be solved in teams which counts for a fraction of the final grade. The goal of this assessment exercise is to evaluate students’ critical thinking over a firm’s strategic problem.
3. Class presentation: the teams prepare a 15-minute presentation on a company of their choice that faces a business strategy challenge. This project presentation, which contributes to the final grade, is intended to test the students’ ability to work in teams, to speak in public, and to address a real life company problem with the tools they acquired in class.
4. In class case assignments: the goal of these assignments is to foster in class interactions and to apply concepts introduced in the lectures to solve practical business strategy problems.

The assessment method for non-attending students is based on a comprehensive final exam in written form. 

The goal of this final exam is twofold. First, it aims at evaluating the individual student’s ability to apply the theoretical arguments learned for this course to answer questions related to a real business case. Second, it aims at evaluating the students’ understanding of the key concepts and theories of business strategy and the ability to explain them in a concise and analytical manner.

• Case studies and reading materials uploaded on the e-learning platform.
• R. GRANT, Contemporary Strategy Analysis, Wiley, 2021, 11th Edition (selected chapters).

• R. GRANT, Contemporary Strategy Analysis, Wiley, 2021, 11th Edition (selected chapters).

The course focuses on specific topics related to competitive and corporate strategy:

Core concepts in business strategy:

• The Notion of competitive advantage.
• The Institutional and the competitive environment.
• Generic strategies.
• Resources and competences.

From competitive advantage to sustainable competitive advantage:

• Industry Dynamics.
• Vertical Integration.
• Diversification.
• Internationalization.

• Recall the main concepts of business strategy.
• Assess the attractiveness of an industry.
• Explain firm’s strategy in the context of the competitive forces and the dynamics of its industry.
• Understand the sources of a firm’s competitive advantage.
• Analyze the sustainability of a firm’s competitive advantage.
• Explore a firm’s growth options.
• Analyze the outcomes of strategic decisions.

• Apply the main concepts of business strategy to real life cases and strategic decisions.
• Describe the status of attractiveness of an industry.
• Analyze a firm’s strategy in the context of the competitive forces and the dynamics of its industry.
• Identify the sources of a firm’s competitive advantage.
• Assess the sustainability of a firm’s competitive advantage.
• Identify and evaluate a firm’s growth option.
• Measure the outcomes of strategic decisions.
• Develop teamwork skills.
• Produce in-depth but synthetic strategic analysis of a company.
• Develop presentation skills.
• Work under time pressure.

Lessons are organized as follows:

• Half of the lesson is an interactive lecture based on text books as well as examples from the business press and the professor’s work and academic experiences. The other half of the lesson is spent solving a case study in teams (for potential regular sessions one entire session is devoted to theory/lecture and the following session on solving a case study in teams).
• Throughout the class, students may also be asked to answer questions, to interact with the professor and other students, and conduct in-class exercises. The professor is present to discuss problems with students, but the cases must be solved in teams. Students are expected to be familiar with the topic of the day, and ask questions to the professor in order to prepare for case assignments. Lessons always start on time and the professor remains available to answer any questions for the duration of the lesson.

• Attendance: for attending students, attendance is mandatory for the entire class and is kept by the professor

With the purpose of measuring the acquisition of the above-mentioned learning outcomes the student assessment is based on the following components:

1. Course Final Exam: the comprehensive final exam in this course is a written or oral exam that tests students’ ability to explain the theoretical arguments learned during the course and to use them to answer questions related to a real business case.
2. Course “Pressure Test”: the pressure test is a timed case assignment to be solved in teams which counts for a fraction of the final grade.  The goal of this assessment exercise is to evaluate students’ critical thinking over a firm’s strategic problem.
3. Class presentation: the teams prepare a 15-minute presentation on a company of their choice that faces a business strategy challenge. This project presentation, which contributes to the final grade, is intended to test the students’ ability to work in teams, to speak in public, and to address a real life company problem with the tools they acquired in class.
4. In class case assignments: the goal of these assignments is to foster in class interactions and to apply concepts introduced in the lectures to solve practical business strategy problems.

The assessment method for non-attending students is based on a comprehensive final exam in written or oral form.

The goal of this final exam is twofold. First, it aims at evaluating the individual student’s ability to apply the theoretical arguments learned for this course to answer questions related to a real business case. Second, it aims at evaluating the students’ understanding of the key concepts and theories of business strategy and the ability to explain them in a concise and analytical manner.

• Case studies and reading materials uploaded on the e-learning platform.
• R. GRANT, Contemporary Strategy Analysis, Wiley, 2021, 11th Edition (selected chapters).

• R. GRANT, Contemporary Strategy Analysis, Wiley, 2021, 11th Edition (selected chapters).

This course covers fundamental topics in business strategy, including competitive strategy and cooperative strategy. The study of business strategy, can be distinguished from the study of corporate strategy, which deals with the means by which multi-business firms maximize shareholder value through domestic and global expansion, diversification, engagement in mergers and acquisitions and strategic alliances. Competitive strategy deals with the competitiveness of individual businesses, specifying the methods by which firms compete, gain, and sustain competitive advantage in particular industries. Cooperative strategy can be also distinguished from corporate strategy. From a corporate strategy standpoint, alliances can serveas a vehicle for carrying out certain corporate strategies. Cooperative strategy, instead, broadens and extends this perspective to consider alliances as a vehicle for value creation that can complement and perhaps even substitute competitive strategies. In addition, cooperative strategy highlights unique aspects of alliance management.
The course is designed as an introductory course to strategic management, assuming that students have not taken prior courses in strategic management. Topics in corporate strategy are not covered in this course.

1.  Develop an understanding of fundamental concepts in business strategy, such as the roles of industry analysis, resource-based analysis, competitive advantage, alliance formation, partner selection, and value creation and capture in alliances.

2.  Develop an understanding of the inner workings of complex organizations – allowing students to better understand their work environment. 

3.  Develop an awareness of the impact of external environmental forces and internal conditions on competitive strategy

4.  Understand the organizational and environmental factors impacting alliance success.

5.  Become familiar with some of the practical realities of running different types of businesses.

1.  Develop and refine a strategic management point of view – the capacity to view the firm from an overall perspective, in the context of its environment.   

2.  Learn to distinguish between basic causes of business problems and attendant symptoms.

3.  Practice working out business strategies and implementation plans.

4.  Develop habits of orderly, analytical thinking and skill in reporting conclusions effectively in both written and oral form.

• Lectures
• Individual works / Assignments
• Collaborative Works / Assignments
• Interaction/Gamification

The course module will be delivered in class and follow the conventional case teaching methodu sed in leading business schools. The course will offer a tight integration of theoretical readings and case studies that will be used in class discussion to illustrate the conceptual material andanalyze business situations accordingly. Typically, a short frontal presentation by the instructor will summarize and emphasize key aspects of the theoretical readings. A structured discussion ofthe assigned case will follow. Students will be expected to master the theoretical readings and the details of the assigned cases to enable an effective discussion in class. Each session will end with concluding remarks by the instructor.

For attending students, attendance at all class sessions is mandatory, but students are allowed to miss one class session during the course. In case a student has to miss another class session for unforeseen but justifiable reasons, s/he will have to submit an additional case analysis as an individual assignment and the participation score may suffer. Therefore, the grade for attending students is composed of:
1. Class participation and quizzes 20%
2. Five group written case analyses 80%

Class participation enables each student to demonstrate his or her familiarity with the course readings and show how they apply to the case in question. It reveals the application of course knowledge about the specific themese that are part of the course material and support the learning experience of the class. 

With the written group case analysis, the students apply the knwoledge acquired during the course and enhance their learning experience by engaging in discussion and evaluation of firms' competitive conditions and strategic actions, Thus, by anwering the lead questions assigned to each case, the students prepare for class discussion and enhance their expected contribution to that element as well. Overall, the written assignment is enabling students to demonstrate the application of learned material for a specific case, which is the ultimate learning objective of the course. 

Non-attending status is highly discouraged as the main learning benefit comes from the joint discussion of the case in class. Non-attending students will not be assessed based on class participation. Instead, they will individually submit the five written case analyses that will be assigned to them per the course schedule, and their course grade will be determined solely based on these written assignments. 

Therefore, the grade for non-attending students is composed of:
1. Five individual written case analyses 100%

Note: the use of LLMs (AI) for class participation and case analyses is highly discouraged as it defies the learning objectives of the course. 

The main textbook is Robert Grant’s “Contemporary Strategy Analysis”, 10th Edition (Wiley, 2018). Students may use Editions 6-11, with a comparison table available on BlackBoard. Additional materials include articles, book chapters, and case studies, provided on the course webpage. Occasionally, complementary materials may be distributed during class. See course plan for listed readings.