Insegnamento a.a. 2008-2009

Obiettivi formativi del corso

Il corso intende fornire gli strumenti concettuali e operativi necessari al monitoraggio e alla previsione dei comportamenti della concorrenza. L'obiettivo è quello di costituire adeguati riferimenti per le scelte strategiche e operative delle imprese sui diversi mercati e settori, nonché di focalizzare una via di apprendimento sistematico per l'impresa, attraverso l'organizzazione delle attività di intelligence sui concorrenti.

Programma sintetico del corso

Il programma è composto da due parti principali come di seguito illustrate:

1. Contenuti dell'analisi strategica e dell'intelligence sui concorrenti:

• Le struttura dell'offerta e la rivalità: il posizionamento entro il settore
• Dotazione di risorse e competenze delle imprese: vincoli e opportunità competitive
• Innovazione e sviluppo di capacità dinamiche

2. Esercitazioni settoriali di competitive analysis:

• Analisi di specifici settori industriali e intelligence sui rispettivi competitor

Descrizione dettagliata delle modalità d'esame

Per i frequentanti
La valutazione avviene mediante:

• assignment di gruppo, basati su field project settoriali
• esame in forma scritta costituito da domande aperte

Non sono previste prove intermedie

Per i non frequentanti
Esame in forma orale

Testi d'esame

Per i frequentanti

• Raccolta di articoli messi a disposizione sul sito della Biblioteca Bocconi (lib.unibocconi.it) nella sezione CourseReserves dedicato al corso.

Letture di supporto

• Grant M. R., (2006), L’analisi strategica per le decisioni aziendali, il Mulino (capp. 3-4-5-8-9-11-13-15);

Per i non frequentanti

• GRANT M. R., L'analisi strategica per le decisioni aziendali, il Mulino, 2006
• GOLFETTO F., Impresa e concorrenza nella nuova economia, EGEA, 2000

Course Objectives

The aim of this course is to provide participants with tools and practical applications for monitoring and forecasting competitors’ actions. The objective is to supply a solid background for strategic choices and to introduce a path of systematic learning through the organization of the competitive intelligence.   

The course is articulated into two main parts:   

• Strategic analysis and competitive intelligence: this part presents a set of conceptual approaches and operational tools for the analysis of competition and of single competitors. The objectives of competitive intelligence are defined according to the principal sources of firms’ performance, as described by managerial literature: industrial structures, firm’s competencies, innovation.  
• Industrial analysis: During this part of the course, participants, organised in teams, are asked to conduct industrial analyses and competitors intelligence on different sectors.  

Pedagocically, the course uses lectures in which tools are introducted, discussions of cases and field projects, in which these tools are applied, both of which require an active involvement by the participants. (Student participation is a formal element in the performance evaluation.)

Course Content Summary

Strategic analysis and competitive intelligence: the sources of firms’ performance and competitive advantage   

• Industrial structures and competition, including mixed forms of competition and collaboration  
• Resources and competences endowments  
• Innovation and dynamic capabilities  
• Objectives and levels for competitive intelligence  

Filed projects on Competitive intelligence   

• Industrial analysis of specific sectors and competitors

Detailed Description of Assessment Methods

Attending students:

• Group assignment
• Final written exam with open questions
• Class participation

Non Attending students:

• Final written exam with open questions
• Oral integration

Textbooks

Attending Students

• BARNEY, J., & HESTERLEY, W.S. Strategic Management and Competitive Advantage: Text and Cases. (2nd Ed.) 2007.
• Articles from Harvard Business Review, MIT Sloan Management Review, etc. are available from the Business Source Complete Database (Library Website, Electronic Resources, databases, alphabetical list, Business Source Complete).

Non attending students

• BARNEY, J., & HESTERLEY, W.S. Strategic Management and ompetitive Advantage: Text and Cases. (2nd Ed.) 2007.
• Articles from Harvard Business Review, MIT Sloan Management Review, etc. are available from the Business Source Complete Database (Library Website, Electronic Resources, databases, alphabetical list, Business Source Complete).
• M. LEIBOLD, G.  PROBST, M. GIBBERT, Strategic Management in the Knowledge Economy (2nd edition). Weinheim and New York: John Wiley and Sons, 2005.