Course 2005-2006 a.y.



Department of Management and Technology

Course taught in English

Go to class group/s: 31
GM-LS (6 credits - II sem. - AI) - MM-LS (6 credits - II sem. - AI) - OSI-LS (6 credits - II sem. - AI) - AFC-LS (6 credits - II sem. - AI) - CLAPI-LS (6 credits - II sem. - AI) - CLEFIN-LS (6 credits - II sem. - AI) - CLELI-LS (6 credits - II sem. - AI) - CLEACC-LS (6 credits - II sem. - AI) - DES-LS (6 credits - II sem. - AI) - CLEMIT-LS (6 credits - II sem. - AI) - CLG-LS (6 credits - II sem. - AI)
Course Director:

Classes: 31 (II sem.)

Course Objectives

This course is intended for those who are interested in taking responsibility for the overall strategy of a business unit or corporation as well as for those  who are interested in  exploring new themes and techniques, namely  competitive intelligence  and scenario building and planning.  It is also aimed at students who would like to work in strategic planning groups within companies or serve as outside consultants.

This course was developed to:

  • provide new techniques and tools for strategic management;
  • offer an opportunity to apply new tools and techniques in business practices
  • stimulate classroom learning by analysing and discussing in-depth case studies;
  • offer a learning experience with a sense of collaboration and community to make students more confident with their academic background.

Course Content Summary

The course consists of two modules.

First Module: Competitive intelligence

The subject of this module is competitive intelligence performed by applying tools and techniques, most of them already learned in the previous academic years.
By attending this course, students are able to identify in a specific industry the competitive strategies of competitors, as well as to explore how value chains have been designed or re-designed, how resources and competences have been managed to make innovation effective and how sustainable is the business model from a strategic, financial, and social point of view.

Key points of the module are:

  • Competitive intelligence: content, tool and process;
  • Business model analysis;
  • Case study: Competitive intelligence in financial service industry;
  • Case study: Competitive intelligence in consumer goods industry;
  • Case study: Competitive intelligence in industrial goods industry.

Second Module: Scenario Building and Planning

The subject of this module is the approach to strategic management by means of scenarios. The term "scenarios" refers to a set of methodologies and techniques which have been worked out in the last 35 years or so with the aim of giving to executives the possibility of elaborating and implementing their strategies on an extended basis. By attending this course, students are able to master the essential tools of Scenario Building & Planning in the frame of strategic analysis.

The main topics of the course are the following:

  • A general introduction to ideas and techniques applied in Scenario Building and Planning: The case of Royal Dutch Shell and the oil shocks of the Seventies;
  • Intuitive logics: The case of the future of the European textile industry;
  • Trend impact analysis: The case of the man-made fibers in Italy / The case of the prospect of evolution of the music recording industry in Italy;
  • Cross- impact analysis: a) probabilistic approach, The case of the demand of petrol for motor transport in Italy in 2010; b) verbal approach, The case of the global industry of the machinery for the manufacturing of lenses / The case of the Internet service providers;
  • Scenario Planning in particular: The daily newspaper and electronics information case / The case of scenarios for organizations in the 21st century.

Detailed Description of Assessment Methods

Attending  students

  • 50% written exam aimed at assessing participants' skills in applying concepts, models and theories to a real case;
  •  50% team and individual assignments.

Non attending students
Oral exam.


Required readings

  • A. Martelli, P.Morosetti, Course Package - Cases and Readings, Milano, EGEA, 2006.
  • M. Lindgren, H. Bandhold, Scenario planning. The link between future and strategy, Palgrave, 2003.

 Additional required readings for non attending students 

  • K. Van der Heijden, Scenarios. The Art of Strategic Conversation, New York, John Wiley & Sons, 1996.
Exam textbooks & Online Articles (check availability at the Library)
Last change 28/06/2005 00:00