Insegnamento a.a. 2020-2021

Il corso si svolge nelle seguenti parti:

• Introduzione alla Corporate Strategy.
• Le risorse nella Corporate Strategy.
• Le decisioni di portfolio strategy.
• Le alternative di crescita: sviluppo interno, acquisizioni e alleanze.
• Proprietà e decisioni di parenting strategy.
• La trasformazione della Corporate Strategy.

• Identificare i contenuti della Corporate Strategy suddivisi in portfolio strategy e parenting strategy.
• Riconoscere le diverse matrici di portafoglio per presentare e valutare la Corporate Strategy.
• Riconoscere come integrare la Corporate Social Responsibility.
• Scegliere la Corporate Strategy più adatta alle risorse corporate di valore di un’impresa o di un gruppo.
• Applicare correttamente le diverse matrici di portafoglio per presentare e valutare la Corporate Strategy.
• La discussione dei casi avviene ponendo in anticipo alcune domande sulle quali gli studenti possano prepararsi. I casi, scritti per la maggior parte dai docenti del corso, vengono scelti proponendo una varietà di assetti proprietari, portfolio strategy e parenting strategy.
• Il lavoro di gruppo è assegnato a team di cinque studenti che devono analizzare la Corporate Strategy di un’azienda rispondendo ad alcune domande consegnate tempestivamente. I lavori vengono presentati durante le sessioni finali del corso.

Gli studenti che decidono di frequentare assiduamente il corso sono valutati come segue:

• Test online di valutazione individuale svolto a circa metà del corso volto alla verifica del grado di apprendimento delle conoscenze. Tale test è articolato unicamente in domande chiuse o multiple choice e avrà una durata massima di 20 minuti. (max 4 punti)
• Lavori di gruppo: ogni gruppo di studenti, composto da 5 studenti, è valutato sulla base di un lavoro collegiale di analisi e presentazione in aula di casi aziendali assegnati dai docenti. (max 10 punti)
• Esame finale: 2 domande (max 17 punti). Una domanda fa riferimento a un caso non discusso in aula. L’altra domanda fa riferimento ai contenuti teorici del corsoEsame finale scritto.

Il materiale didattico del corso è costituito dal libro:

• G. CORBETTA, P. MOROSETTI, Le vie della crescita. Corporate strategy e diversificazione del business, Egea, Milano, 2018.
• Altri materiali che sono messi a disposizione sul sito del corso (Bboard platform).

Il materiale didattico del corso è costituito dal libro:

• G. CORBETTA, P. MOROSETTI, Le vie della crescita. Corporate strategy e diversificazione del business, Egea, Milano, 2018.
• P. PURANAM, B. VANNESTE, Corporate Strategy. Tools for analysis and decision - making, Cambridge University Press, Cambridge, 2016.

The course is structured in the following parts:

• Introduction to Corporate Strategy.
• Resources in Corporate Strategy.
• Portfolio strategy decisions.
• Growth alternatives: internal development, acquisitions, and alliances.
• Main characteristics and decisions of parenting strategy.
• Transforming Corporate Strategy.

• Identify the contents of Corporate Strategy: portfolio strategy and parenting strategy.
• Recognize the different portfolio matrices that allow to present and evaluate Corporate Strategy.
• Recognize how to integrate Corporate Social Responsibility into Corporate Strategy.
• Identify and describe operational and financial synergies and valuable corporate resources.
• Identify the core business of a company or group.
• Recognize the growth paths of companies with a synergistic-organizational approach.
• Recognize the growth paths of companies with a financial approach.
• Distinguish the alternative approaches to growth as internal development, alliances, and acquisitions.
• Recognize the different implementation phases of M&A operations.
• Recognize the different implementation phases of strategic alliances.
• Recognize the impact of the geographical context in the Corporate Strategy.
• Distinguish the different ownership structures and identify their impact on Corporate Strategy choices.
• Recognize the different roles and functioning of boards of directors.
• Recognize the different roles and functioning of Corporate Headquarters.
• Recognize the positive and negative Leadership models.
• Describe the different phases of a company's strategic and organizational transformation.

• Choose the Corporate Strategy that is best suited to a firm’s corporate resources.
• Apply the different portfolio matrices correctly to present and evaluate Corporate Strategy.
• Assess the corporate resources of a company or a group.
• Apply the possible different definitions of core business.
• Measure the conglomerate discount.
• Evaluate M&A transactions using the various tools presented in the course.
• Demonstrate recognition of the motivations of strategic alliances.
• Compare the advantages and disadvantages of the various ownership structures.
• Design an effective and efficient Board of Directors.
• Designing the structure of the Corporate Headquarters also according to the different modes of relationship between these and the individual business units.
• Compare the advantages and disadvantages of the different models of Leadership.
• Design a successful strategic and organizational transformation by overcoming resistance to change.
• Learn to work in a group of students defending opinions and learning from the opinions of others.
• Learn how to effectively present the set of slides related to the work of your team.

• Face-to-face lectures
• Guest speaker's talks (in class or in distance)
• Case studies /Incidents (traditional, online)
• Group assignments

Besides class lectures, the course includes guest lectures on specific themes.

• The discussion of cases revolves around discussion questions that allow students to prepare in advance. The cases are chosen with the aim of proposing a variety of ownership structures, portfolio strategy and parenting strategy. Depending on the contribution given by each student to the discussion of cases, at the end of the course an additional point is assigned in the final evaluation.
• The group work is assigned to teams of five students who have to analyze the Corporate Strategy of a company by answering some questions. The works are presented during the final sessions of the course.

Students who decide to attend the course assiduously are evaluated as follows:

• Online Individual Test (max 4 points).
• Group work: each group of students is evaluated on the basis of a collective work of analysis and presentation in the classroom of business cases (max 10 points).
• Written final exam: 2 open questions (max 17 points).

The evaluation of students who choose the non-attending method is based on the same contents of the students attending.

• Unlike attending students, non-attending students are required to submit an individual work consisting of a Word document aimed at analyzing the case of a multi-business enterprise. Individual work must be delivered no later than one week before the date on which the final exam is to be held. It is the responsibility of the non-attending student to ask the subject matter of the individual work (max 6 points).
• The final exam for non-attending students includes, in addition to what is expected for attending students, one question on an additional book (in total max 25 points). 

• G. CORBETTA, P. MOROSETTI, Corporate Strategy for a sustainable growth, EGEA, 2020.
• Course materials on the course Bboard platform.

• G. CORBETTA, P. MOROSETTI, Corporate Strategy for a sustainable growth, EGEA, 2020.
• P. PURANAM, B. VANNESTE, Corporate strategy. Tools for analysis and decision making, Cambridge University Press, 2016.
• Course materials on the course Bboard platform.