This highly interactive program is aimed at developing participants’ ability to think strategically, analyze the competitive environment, and recommend firm positioning and value creation. In this course, we will explore the underlying theory and frameworks that provide the foundations of a successful business strategy and provide the tools participants need to understand that strategy: SWOT, Competitor, Environmental, Porter’s Five Forces, and Capability Analysis. In addition, our experienced facilitators would discuss other topics that include (but not limited to) Strategy Maps.
The program would close after the delegates have been taken through the application of these tools in case studies consisting of industry leaders Google, Redhook, Piaggio and Apple.
| Venues | Dublin | London | Dubai | Edmonton (CAN) | Lagos/Abuja |
|---|---|---|---|---|---|
| Dates | TBD | TBD | TBD | TBD | TBD |
| Cost | $3,900 | per | participant | (USD) | (=N=) |
In this Module, we would discuss the meaning and importance of business strategy to organizations’ competitive positioning. Participants will learn about strategic analysis and the SWOT, competitor, and environmental analysis tools and then apply these tools in the Google case study.
The lessons in Module 2 is aimed at exploring how to assess an industry’s structure and how the competitive dynamics in an industry affect profitability. We’ll go into depth with a common and highly influential analytical framework (Porter’s Five Forces Tool). Participants will get a chance to apply this tool in the Redhook case study.
In Module 3, we would examine the tangible and intangible assets that form an organization’s strength. Participants would gain deeper insights into how to complete Capability Analysis and how to use such analysis to guide decision-making. Participants will get a chance to apply this tool as it relates to the Apple case study.
In these lessons, we would explore firms’ competitive positioning relative to rivals and analyze the advantages and disadvantages of four generic competitive positions firms occupy. Furthermore, we would use the easy and intuitive tool of Strategy Maps to visually communicate information about firm positioning, and discuss which position is best for a particular firm to see maximum value. Finally, the participants would have the opportunity to apply lessons from the Piaggio case study.