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Home > France > Paris > Programs > Program Overview > Course Requirements > Course Description
Strategy
Ecole Supérieure du Commerce Extérieur (ESCE Paris)
Paris, France
| Subject Area(s) |
Level(s) |
Instruction in |
Credits |
Contact Hours |
Prerequisites |
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Management; Business
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300
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English
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3
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39
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N/A
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Aimed knowledge
Understand strategic management of an organization
* Study the different strategies used by businesses
* Explore the various aspects of strategic business management at the
international level
Aimed skills
At the end of this course, the student will be able to:
* Analyze the components of a global strategy
* Choose the best ratios for strategic analysis
* Understand the notion of external growth
* Wisely choosing partnership
Required knowledge No Required knowledge
Assessment
Continuous Assessment = 50%
Final Exam = 50%
Bibliography
* Koch, R. (2000), The Financial Times Guide to Strategy, London: FT Publishing
* Porter, M. (1999), Competitive Advantage, Free Press
* Thomson, P. & Strickland, V. (2002), Strategic management, McGraw Hill
COURSE CONTENT
Environmental analysis
Definition of strategic management
Designing a strategic plan
Vision, mission and objectives
Strategic analysis ratios
Definition of ratios
Frameworks for competitive strategy (Department of Justice in Washington, Direction Ginirale
de la Concurrence in PARIS, DG 4 in Brussels)
Different analyses
PEST analysis
SWOT analysis (strengths and weaknesses, opportunities and threats)
SPACE analysis of competitive positions (Strategic Position and Action Evaluation, analysis of
the positioning of the company and its products on the life cycle curve)
Michael Porter's diagrams (analysis of five competitive forces, Porter's hexagon and Porter's
diamond)
The company's core competencies and key factors for success, their relation to the SWOT
analysis
Value tree
Synergies, volume strategies, scope strategies
Definition of the value tree
Economic value added (EVA) as a criterion for assessing a strategy
From the value tree to the value chain
Value chain according to Porter
Utility and implementation of a value chain
Benchmarking the value chain
Benchmarking databases: PIMS, American Insurance Industry
Value chain clubs
Benchmarking methods
Benchmarking as a source of competitive advantage
Strategic maneuvers and decisions
The various strategies
Segmentation methods and criteria
Richard Koch and the first BCG matrix
Areas of strategic vulnerability and opportunity
Generic strategies (The prisoner's dilemma, Decision trees and their relationship to PEST
analysis, Differentiation strategies, Diversification strategies)
External growth
Mergers and acquisitions as strategy
Impact on the value chain
Impact on the value tree
Strategic maneuvers
BCG matrices
McKinsey and ADL matrices
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