Professional Documents
Culture Documents
COURSE OUTLINE
Module / sub-module
From Functions to Strategy
Foundations
of
Competitive
Strategy
Industry
Structure
Competitive
Advantage
Competitive
Dynamics
Date
Class
Reading
Corts, Porter, and Rivkin, Introduction to
Competition and Strategy
Porter, What Is Strategy? (Reprint 96608)
Begin to read: Corts and Rivkin, A Note on
Microeconomics for Strategists (N9-799-128)
Prior to
May 10
May 10
May 11
May 12
May 13
May 17
May 19
May 21
May 24
May 25
May 26
June 1
June 2
June 10
June 11
June 14
June 15
June 21
June 23
June 24
June 29
July 1
July 2
July 7
Module summary
July 9
July 12
July 14
July 15
July 19
July 21
July 26
July 27
Conclusion
July 30
Course Wrap-up
Final Exam
August 3
Competition
and Location
Corporate Strategy
Industry Transformation
ADMINISTRATIVE NOTES
Assignments
Assignments for class will be posted on the Course Platform and updated there.
Assignments for each week will be finalized by the preceding Thursday at 5 PM. We will try to
notify you during class of any late changes to the assignments, but the Course Platform is the
definitive source of information. Please check it regularly.
We will use pre-class polls for some cases. The polls are important, and completing the
polls will be treated as part of your class participation.
Grading
Class participation will account for 50% of your grade. At the beginning of the term,
each instructor will discuss how he evaluates participation. We expect you to attend all classes
and be actively engaged in the discussion. In the case of excused absences from class (see the
guidelines provided by the MBA Program Office), please notify your C&S instructor in advance,
if at all possible.
A final exam, based on a case, will account for the remaining 50% of your grade. We
encourage you to prepare for the final exam by writing up your analyses of selected cases during
the course. The cases on Nucor, Airborne Express, Eckerd, and Edward Jones would be
appropriate cases to use as practice for the final exam. For each of these cases, one of the
instructors will hold a lunchtime session to discuss what a good exam might include.
Our goal is that each and every member of the January cohort master the core concepts
of C&S. Accordingly, we will hold a number of lunchtime, course-wide sessions during the term
to reinforce concepts that might be new and puzzling to some students (e.g., microeconomics,
quantitative analyses in C&S). These sessions, which are purely optional, will be scheduled later
in the term.
Visitors
The CEOs of several of the case companies will visit class during the term and share
their perspectives on the discussion. To accommodate their busy calendars, we will occasionally
have to configure the class schedule in odd ways. Please watch the Course Platform for details.
The Use of Data Outside the Case
A strategy case usually addresses a defining moment in a companys life. Consequently,
you may know what choices the company made and how the company fared afterwards.
However, we are interested in the concepts and analyses that should have informed those
choices, not the choices themselves. Also, many companies have made poor strategic decisions.
It is expected that you work purely from the data in the case and not be blinded by what
transpired after the close of the case. It is particularly important that outside information not be
introduced into class discussion because it could undermine the learning of others.
If you are particularly familiar with a company or industry and would like to comment on
the case from that perspective, please let your instructor know this before class.