executive MBA subject 17

Global Strategy

Year 2, term D. 4.0 ECTS, about 100 hours, 5 parts. Part 1 is free.

task, condition, standard

What you will be able to do

Task, condition and standard

Task

Write a strategy research paper recommending a global strategy for a firm.

Condition

Given industry data and the firm's current position in at least three regions.

Standard

Industry analysis, advantage, expansion and corporate choices are linked and backed by evidence.

Who it is for: Senior managers who shape where and how a firm competes worldwide.

how this subject works

Free entry, voice and your learning style

Part 1 is free to try. Read it, listen to it and answer it before you decide. Join the programme, or this subject on its own, to open the other parts.

Listen. Every part has a Listen button that reads it aloud.
Speak or type. Answer each part by talking (press Speak) or by typing. Your answers stay on this device only.
Learn your way. Every part has a See, Hear, Do and Read-and-write route. Not sure which suits you? Take the eight-question learning-style check.

5 parts

The parts, with worked examples

Part 1 Strategy foundations 20 hUnderstand: explain

Strategy is choosing where to compete and how to win, and what not to do.

Where to play and how to win
A clear advantage: lower cost or higher value
Trade-offs: saying no

Worked example: Worked-example figures, in your currency. A firm with 6% margin against an industry average of 10% has no clear advantage. A rival at 15% charges 10% more for faster service.

Activity: Write your firm's strategy in two sentences: where and how.

Standard: Both parts clear and consistent with results.

Learn your way

See. Sketch "strategy foundations" as a picture: boxes, arrows and the key number.
Hear. Press Listen, or explain the worked example aloud to someone.
Do. Do the activity with your own work or a practice case.
Read and write. Write the idea in three lines in your own words below.

Your answer. Write your firm's strategy in two sentences: where and how.

Part 2 Industry and competitive analysis 20 hAnalyse: assess

Industry profits depend on the power of buyers and suppliers, threats from new entrants and substitutes, and rivalry.

Five forces shape average profit
Rate each force low, medium or high
Find where your firm can reduce a force

Worked example: Worked-example figures, in your currency. Buyers: high (3 customers buy 60%). Suppliers: low. Entrants: medium. Substitutes: low. Rivalry: high. Expect average margins below 10%.

Activity: Rate the five forces for one industry with evidence.

Standard: All five rated with a fact each.

Learn your way

See. Sketch "industry and competitive analysis" as a picture: boxes, arrows and the key number.
Hear. Press Listen, or explain the worked example aloud to someone.
Do. Do the activity with your own work or a practice case.
Read and write. Write the idea in three lines in your own words below.

Your answer. Rate the five forces for one industry with evidence.

Part 3 Global expansion strategy 20 hEvaluate: choose

Firms balance pressure to cut costs globally with pressure to adapt locally. The balance points to a global, local or mixed model.

Global: standard product, low cost
Local: adapted product, higher cost
Mixed: shared platform, local finish

Worked example: Worked-example figures, in your currency. A shared platform costs 5m once; local finish costs 0.5m per country. For 6 countries: 5 + 3 = 8m, against 6 separate products at 2m each = 12m.

Activity: Recommend a global, local or mixed model for one product.

Standard: Model chosen with a cost comparison.

Learn your way

See. Sketch "global expansion strategy" as a picture: boxes, arrows and the key number.
Hear. Press Listen, or explain the worked example aloud to someone.
Do. Do the activity with your own work or a practice case.
Read and write. Write the idea in three lines in your own words below.

Your answer. Recommend a global, local or mixed model for one product.

Part 4 Corporate strategy and alliances 20 hEvaluate: decide scope

Corporate strategy decides which businesses to be in and how to grow them: build, buy or partner.

Related businesses share skills and costs
Acquisitions often overpay
Alliances share risk but need trust

Worked example: Worked-example figures, in your currency. A target earns 20m; the buyer pays 300m, 15 times earnings. Earning 8% on the price means 24m a year, so 4m of extra savings a year are needed just to break even on the deal.

Activity: Compare build, buy and partner for one growth move.

Standard: All three compared on cost, speed and risk.

Learn your way

See. Sketch "corporate strategy and alliances" as a picture: boxes, arrows and the key number.
Hear. Press Listen, or explain the worked example aloud to someone.
Do. Do the activity with your own work or a practice case.
Read and write. Write the idea in three lines in your own words below.

Your answer. Compare build, buy and partner for one growth move.

Part 5 Strategy research project 20 hCreate: research and write

Bring the analysis together into a research-based recommendation with sources and a clear structure.

Question, evidence, analysis, recommendation
Use at least five reliable sources
State limits and next steps

Worked example: Worked-example figures, in your currency. Opening: "Adopt a shared platform with local finish in 6 countries, saving 4m against separate products, and partner in the two hardest markets."

Activity: Write a research paper of about 3,000 words.

Standard: Clear question, sourced evidence, consistent recommendation.

Learn your way

See. Sketch "strategy research project" as a picture: boxes, arrows and the key number.
Hear. Press Listen, or explain the worked example aloud to someone.
Do. Do the activity with your own work or a practice case.
Read and write. Write the idea in three lines in your own words below.

Your answer. Write a research paper of about 3,000 words.

ten checks

Check yourself

Say or write your answer first, then read the model answer.

Q1. What two questions define a strategy?
Model answer: Where to play and how to win. (Covered in part 1: Strategy foundations.)
Q2. Margin 6% against an average of 10%: advantage?
Model answer: No. (Covered in part 1: Strategy foundations.)
Q3. Name the five forces.
Model answer: Buyers, suppliers, new entrants, substitutes, rivalry. (Covered in part 2: Industry and competitive analysis.)
Q4. 3 customers buy 60%. Buyer power?
Model answer: High. (Covered in part 2: Industry and competitive analysis.)
Q5. Platform 5m plus 0.5m in 6 countries. Total?
Model answer: 8m. (Covered in part 3: Global expansion strategy.)
Q6. When does a local model make sense?
Model answer: When customer needs differ a lot by country. (Covered in part 3: Global expansion strategy.)
Q7. Name three ways to grow.
Model answer: Build, buy, partner. (Covered in part 4: Corporate strategy and alliances.)
Q8. Pay 300m for 20m earnings. Multiple?
Model answer: 15 times. (Covered in part 4: Corporate strategy and alliances.)
Q9. Why do acquisitions often fail?
Model answer: Buyers overpay and savings are smaller than planned. (Covered in part 4: Corporate strategy and alliances.)
Q10. What four parts does a research paper have?
Model answer: Question, evidence, analysis, recommendation. (Covered in part 5: Strategy research project.)

slides L1 to L7

The seven-level ladder, slide by slide

Slide 1: L1 What strategy is. Choices and trade-offs. Speaker note: Say: put "what strategy is" in one sentence and give one example from work. Check: ask one learner to say it back in their own words. Mistake: moving on before the numbers are clear.
Slide 2: L2 Advantage. Cost or value. Speaker note: Say: put "advantage" in one sentence and give one example from work. Check: ask one learner to say it back in their own words. Mistake: moving on before the numbers are clear.
Slide 3: L3 Industries. Five forces. Speaker note: Say: put "industries" in one sentence and give one example from work. Check: ask one learner to say it back in their own words. Mistake: moving on before the numbers are clear.
Slide 4: L4 Going global. Global, local, mixed. Speaker note: Say: put "going global" in one sentence and give one example from work. Check: ask one learner to say it back in their own words. Mistake: moving on before the numbers are clear.
Slide 5: L5 Corporate scope. Build, buy, partner. Speaker note: Say: put "corporate scope" in one sentence and give one example from work. Check: ask one learner to say it back in their own words. Mistake: moving on before the numbers are clear.
Slide 6: L6 Research. Evidence and sources. Speaker note: Say: put "research" in one sentence and give one example from work. Check: ask one learner to say it back in their own words. Mistake: moving on before the numbers are clear.
Slide 7: L7 Strategy leadership. A board-ready global strategy. Speaker note: Say: put "strategy leadership" in one sentence and give one example from work. Check: ask one learner to say it back in their own words. Mistake: moving on before the numbers are clear.

how it is judged

Marking rubric

Marking rubric (Not yet, Meets, Exceeds)
Criterion	Not yet	Meets	Exceeds
Accuracy	Several figures or facts are wrong.	Main figures are correct and the working is shown.	Figures are correct and checked a second way.
Use of global strategy tools	Tools are named but not used.	The right tools are used for each step.	Tools are adapted to the case and their limits are stated.
Recommendation	No clear answer.	A clear answer backed by the analysis.	A clear answer that also says what would change it.
Communication	Hard to follow.	Answer first, clear and short.	Clear, short and persuasive under questions.

jobs this leads to

Where this takes you

Strategy director. Leads strategy work.
Corporate development manager. Plans acquisitions and alliances.
Management consultant. Advises firms on strategy.

language

Choose your language

This subject is in English first. Choose any language and the page is translated for you by machine, with the English kept as the official text.

Keep going

All subjects Previous: Managerial Economics Next: Fundamentals of Global Energy Business

Draft for review. Not live. Credit values are aligned with the European credit system for orientation only and are not an accreditation.