Prof. Dr. Harald Hungenberg

                                                       Lehrstuhl für Unternehmensführung
    ...
Reading:     Dess/Lumpkin/Eisner (2008) pp. 154 - 176
                         Grant (2008) pp. - 203 - 221, 223 - 259
   ...
Session 8    Lecture
June 17
             Content:   Corporate Strategy
                        Diversification strategies...
the portfolio. Furthermore, the existing corporate structure was inefficient.
                Klaus Kleinfeld, Löscher’s p...
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SM-SS2009-Course-Program-090418-AK

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SM-SS2009-Course-Program-090418-AK

  1. 1. Prof. Dr. Harald Hungenberg Lehrstuhl für Unternehmensführung Fachbereich Wirtschaftswissenschaften Lange Gasse 20 90403 Nürnberg Strategic Management Course program This course focuses on the fundamental theories, concepts and tools of strategic manage- ment. Typically the term "strategic" management refers to seeing the company and its envi- ronment and considering long-run decisions that affect the company as a whole. The cen- tral aim of the course is to understand the formulation and implementation of business and corporate strategies. The course is composed of two elements: lecture sessions and case study sessions. The lecture sessions (session 1 - 9) are designed to introduce the core theories, concepts and tools of strategic decision making. During the case study sessions (sessions 10 - 11), we will discuss selected case studies in order to further illustrate and apply the content pre- sented in the lectures. For the lecture sessions, all students join one class at the same time (Wednesday 09.45, H5 / EasyCredit-Hörsaal). For the case study sessions, the class will be split into three separate groups (dates and locations, see below; please note that you have to register for the case sessions using the following link: http://www.studon.uni- erlangen.de/studon/goto.php?client_id=StudOn&target=cat_35896) Session 1 Lecture April 22 Content: Fundamentals of strategic management Concept of strategy Strategy process Business strategy Nature and sources of competitive advantages Cost and differentiation advantage Reading: Dess/Lumpkin/Eisner (2008) pp. 4 - 17, 154 - 176 Grant (2008) pp. 3 - 29, 203 - 221 Hungenberg (2008) pp. 1 - 49, 73 - 86, 195 - 210 Session 2 Lecture April 29 Content: Business strategy Cost advantage and low cost / low price strategies Differentiation advantage and differentiation strategies
  2. 2. Reading: Dess/Lumpkin/Eisner (2008) pp. 154 - 176 Grant (2008) pp. - 203 - 221, 223 - 259 Hungenberg (2008) pp. 211 - 262 Session 3 Lecture / case preparation May 6 Content: Introduction on how to work with case studies First information about the cases to be discussed in the case sessions Session 4 Guest Lecture May 13 Guest speaker and topic t.b.d. Session 5 Lecture May 20 Content: Strategy analysis Environmental and industry analysis Analyzing resources and capabilities / value chain analysis Reading: Dess/Lumpkin/Eisner (2008) pp. 36 -113 Grant (2008) pp. 64 - 158 Hungenberg (2008) pp. 87 - 163 Session 6 Lecture May 27 Content: Corporate Strategy Vision and strategic objectives Shareholder value and the concept of parenting advantage Reading: Dess/Lumpkin/Eisner (2008) pp. 17 - 30 Grant (2008) pp. 33 - 45 Hungenberg (2008) pp. 409 - 428, 456 - 469 June 3 No lecture Session 7 Lecture June 10 Content: Corporate Strategy Portfolio planning Diversification strategies as end product of portfolio planning Reading: Dess/Lumpkin/Eisner (2008) pp. 193 - 210 Grant (2008) pp. 393 - 410 Hungenberg (2008) pp. S. 469 - 520
  3. 3. Session 8 Lecture June 17 Content: Corporate Strategy Diversification strategies and diversification success Managing the diversified firm Reading: Dess/Lumpkin/Eisner (2008) pp. 193 - 210 Grant (2008) pp. 393 - 410, 419 - 440 Hungenberg (2008) pp. S. 469 - 520 Session 9 Lecture June 24 Content: Corporate Strategy Mergers and acquisitions as instrument to execute portfolio changes Success of acquisitions Managing the acquisition process Reading: Dess/Lumpkin/Eisner (2008) pp. 210 - 221 Grant (2008) pp. 393 - 410 Hungenberg (2008) pp. S. 520 - 554 Session 10 Case study “The Cleveland Clinic: Growth Strategy 2008” June 30 13.15 - 16.30 (Herrmann-Gutmann-Hörsaal) or July 1 08.00 - 11.15 (0.142) or July 1 13.15 - 16.30 (0.144) The Cleveland Clinic was founded in 1921 by four physicians. Today, it provides a broad range of care covering 120 specialities and subspecial- ties. In 2007, over 3.5 million patient visits were registered at the main campus. The Cleveland Clinic’s operating revenues were $ 4.8 billion in 2007 and operating income reached $ 349 million. The clinic had long at- tracted patients from around the world and established facilities and part- nerships in various countries. The case will be discussed in group work. Session 11 Case study “Siemens Corporate Strategy” July 7 13.15 - 16.30 (Herrmann-Gutmann-Hörsaal) or July 8 08.00 – 11.15 (0.142) or July 8 13.15 - 16.30 (0.144) When Peter Löscher became CEO of Siemens AG, he and the manage- ment of Siemens faced tough decisions concerning the corporate strategy of the German conglomerate. Some business units obviously did not fit
  4. 4. the portfolio. Furthermore, the existing corporate structure was inefficient. Klaus Kleinfeld, Löscher’s predecessor, had already commenced to fun- damentally change Siemens’ corporate structure. However, it was unclear whether Löscher should continue Kleinfeld’s strategy or take a different path. The case will be discussed in group work. Literature Dess, G., Lumpkin, G., Eisner, A.: Strategic Management, 4. Ed., Boston 2008. Grant, R.: Contemporary Strategy Analysis, 6. Ed., Malden 2008. Hungenberg, H.: Strategisches Management in Unternehmen, 5. Ed., Wiesbaden 2008.

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