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 Executive Program in Corporate Strategy  Top-level executives must possess the latest information on strategy formulation and implementation. The program presents a broad survey of strategy elements so that today’s managers leave the course well equipped to make key strategic decisions. Participants will learn techniques to analyze the industry and organizational dynamics to establish competitive advantage and leverage capabilities and strategic assets.
Program Dates and Fees
| October 11-15, 2010 |
$7,650.00 |
| Jan. 31 – Feb. 4, 2011 |
$7,650.00 |
| June 13-17, 2011 |
$7,650.00 |
| October 10-14, 2011 |
$7,650.00 |
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 During this program you will learn to: - Improve your ability to recognize key strategic issues.
- Assess the value of strategy options.
- Analyze industry structure.
- Apply the five-forces analysis to your organization.
- Identify sources of competitive advantage
- Recognize which competitive advantages can be sustained.
- Predict the impact of industry evolution and better anticipate competitive reactions.
- Use game theory reasoning to analyze strategic decisions.
- Predict competitive responses to various scenarios.
- Use scenario analysis in modeling uncertain, competitive environments.
- Avoid the classic mistakes in thinking about strategy by avoiding buzz words.
- Consider the history of the firm when analyzing strategy.
- Understand how strategy can be used to help predict the future.
- Develop systems and blueprints for coordinating activities across business units and functions.
- Make decisions about entry, based on the company's strategic assets.
- Analyze horizontal strategies that coordinate the sharing of resources and the transfer of knowledge between units.
- Understand vertical integration.
- Analyze diversification strategies.
- Determine organizational requirements of strategy and adapt your organization to a new strategy.
- Integrate creativity into strategy formulation and execution.
- Draw links between strategy formulation and implementation.
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 Who Should Attend The program is designed for upper-middle through senior-level managers who are now or will be deeply involved in the development of strategy at the corporate, business or functional level in their organizations. Appropriate titles would include vice presidents, general managers, strategic planners, consultants, corporate and business planners, and functional directors in areas like marketing, finance, operations and other managers involved in the formulation and implementation of a company's or business unit's strategy. |
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 Topics Outline Industry Analysis and Positioning
Competitive Advantage, Sustainability, and Entry
Corporate Strategy
Strategy Implementation
Competitive Dynamics and Game Theory
Strategic Scenario Analysis
New Venture Strategy: The Role of the General Manager
Technology Strategy
Strategic Thinking |
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 Harry Davis  Harry Davis teaches MBA and executive education courses at the University of Chicago Booth School of Business, where he has been on the faculty since 1963. Dr. Davis received an MA in sociology and a PhD in marketing from Northwestern University. His teaching and research interests lie in the areas of strategy, leadership, and creativity. |
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 Robert H. Gertner  Robert H. Gertner has been a member of the University of Chicago Booth School of Business faculty since 1986. His research activities focus on industrial organization, resource allocation and decision making in organizations, corporate investment, law and economics, and strategic pricing. |
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 John P. Gould  Jack Gould has been a member of the faculty at the University of Chicago Booth School of Business since 1965, where he has taught M.B.A., Executive M.B.A., and Ph.D. courses on a wide range of subjects, from accounting and economics to strategic thinking and creative management. |
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 Marc Knez Professor Marc Knez currently teaches strategy courses in the Chicago Booth full-time and part-time MBA programs. He studies strategic and organizational decision making, strategic planning, and market analysis. His academic research evolved from a focus on applying game theory and decision theory to strategic decision making to a focus on market analysis, strategy development, and organizational structure. |
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 Jim Schrager  Jim Schrager teaches new venture strategy and international strategy courses to MBA students at the University of Chicago Booth School of Business, where he is often ranked as one of the top instructors. He was awarded the Emory Williams Teaching Award in 1996, 2001 and 2007, named as one of the top teachers in Entrepreneurship in the United States by BusinessWeek magazine in 1996. He was selected to give the Convocation address at Chicago in 1999, and again in 2007, and chosen by BusinessWeek as one of the two top professors at Chicago in 2000. |
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 Chad Syverson Chad Syverson teaches MBA courses in Competitive Strategy and Industrial Organization at the University of Chicago Booth School of Business. Before joining the Chicago Booth faculty, Professor Syverson was on the faculty of the University of Chicago Department of Economics. His research spans several topics, with a particular focus on the interactions of firm structure, market structure, and productivity. His work has been published in several top journals and has earned several National Science Foundation Awards, Olin Foundation Grants, and a Brookings Dissertation Fellowship. |
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  Classes are held at the Gleacher Center of the University of Chicago Booth School of Business, 450 North Cityfront Plaza Drive, situated along the Chicago River (one block east of Michigan Avenue), in the heart of the downtown district known as "The Magnificent Mile." The Center is within walking distance from some of Chicago's most exciting retail and entertainment areas. |
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 The course will begin at 8:00am on Monday and end at noon on Friday. |
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 Hotel Accommodations and Reservations
A limited block of rooms have been reserved for a discounted rate at the
InterContinental Chicago
505 N. Michigan Avenue
Chicago, IL 60611
Phone: 801.401.5226 or 800.235.4670 (toll-free)
Fax: 312.321.8725
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"The program exceeded my expectations in the sense that Chicago is focusing on changing a mindset rather than just providing a toolbox. The difference is that you become more the architect rather than the construction worker in strategy development."
- Joost Berting
General Manager
Eastman Chemical EMEA Ltd. |




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Oct 11-Oct 15 '10 Jan 31-Feb 04 '11 Jun 13-Jun 17 '11 Oct 10-Oct 14 '11
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