Strategy is important when making managerial decisions that will affect a company’s growth. As a base, students should be familiar with basic procedures of analysis, problem identification and solution planning using the case method. Students will be required to understand frameworks and analytical methods relating not only to strategy but also management. In this course, students will:
– Use case studies and a range of strategic frameworks and fundamental methods to analyze in both qualitative and quantitative terms
– Practice making strategic plans and decisions through an understanding of business attributes and economic viability
– Aim to develop the thought processes necessary for effective strategic planning based on practical situations
This course is intended for those who want to acquire strategic planning skills, and various methods of analysis and develop their managerial decision-making skills. This course is beneficial for those currently in a position to plan strategies based on the company’s strategy, wishing to familiarize themselves with business strategy, or are entrepreneurs who will have to develop strategy.
Eligible for Pre-MBA, learn more.
THEME: Fundamentals of Management Strategy
CASE: Teva Pharmaceutical Industries, Ltd.
THEME: Fundamentals of Management Strategy (Continued)
THEME: Understanding Business Characteristics
CASE: ZARA: Fast Fashion
THEME: Developing Growth Strategies
THEME: Sustainable growth
・ Walmart: Navigating a Changing Retail Landscape
・ Appendix: Amazon.com
THEME: Digital strategy
THEME: Establishing competitive advantage
CASE: SHIMANO’s Challenge
THEME: New business strategy
THEME: Business development
・ Toray’s Advanced Materials and Business Development
・ Reference Material for Teijin and Asahi Kasei Fibers Businesses
THEME: Business development (Continued)
CASE: Toray’s Advanced Materials and Business Development
THEME: Business models in the digital economy
CASE: WILL “LINKEDIN LEARNING” DISRUPT THE EDUCATION LANDSCAPE?
THEME: Business models in the digital economy (Continued)
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