eSTRATEGY: GBUS 814
Professors
Samuel Bodily & S. Venkataraman
_______________________________________________________________________
Course
Description and Background
In
this course, we focus on the intersection of competitive strategy of the
firm and the digital space, examining issues central to the long- and
short-term competitive position of a firm in a digital world.
We will explore fundamental strategy
issues that arise in eBusiness, including: (1) the role and deficiencies
of traditional strategy concepts in the digital, web-based economy; (2)
new strategy concepts, frameworks and business models appropriate to the
digital economy; and (3) the drivers of industry structure and rivalry in
the web-enabled world.
By the end of the course students will (1) become familiar with core
organizing theories and frameworks that might inform strategy making in
the digital, knowledge-based economy; (2) discuss specific strategies for
migration to the web and corporate transformation; (3) provide an
opportunity for participants to evaluate their own eStrategy interests.
The course is divided
into three parts. In the first part of the course, we focus on building
the conceptual foundations of strategy and competitive advantage as it
derives from the firm’s strategic investments, capabilities and relative
position in a digital world. In this part of the course, which comprises
the first half of the course, the emphasis is on the theory and best
practices of strategy making and competitive advantage in the digital
world. In the second part of the course, you will (in groups) pick a
topic from a list of concepts at the intersection of strategy and the
digital world and begin a concept paper. You will present your early
ideas and receive feedback from the class and instructors in this middle
section, making use of the building blocks from the first part of the
course. This will be the basis for drilling more deeply into your topic.
The final third of the course will feature key practitioners and capstone
cases that build on the foundational material introduced earlier in the
course. We will end the course with a written group position paper on the
same core strategy concept that you presented in the middle part of the
course.
Course Objectives
The
current syllabus includes the necessary materials for a working knowledge
in the area of strategy and competitive advantage in the digital world.
To maximize learning the course adopts a variety of methods, including a
set of readings, case studies, group preparation and presentation, group
concept paper, and speakers. The fundamental pedagogical objectives of
the course are:
(1)
understand the sources of sustainable competitive advantage in a rapidly
changing, highly technical, highly competitive, global, and digital world;
(2)
meaningfully apply fundamental concepts in strategy and competitive
advantage to particular contexts;
(3)
become an “expert” in at least one eStrategy domain.
Course
Materials
You will receive
every two weeks or so a packet from Darden Educational Materials Services
containing the required readings, cases, and assignment
questions, which will also be available on the course web page (see
link below). From time to time we may distribute relevant articles and
supplementary reading in class or make materials available on the course
web page.
Group
Work, Power Point Presentations, and Final Concept Paper
eStrategy is
designed to be an active, "hands on" learning experience. You are
expected to choose, research, develop, and then present and write about a
core concept in eStrategy. You will perform the work in groups of three to
five students. You can choose a core concept topic from the menu given at
the end of this syllabus. We would already have seen these concepts in
the readings and discussed them in class when you write your paper. The
objective is to drill deep and acquire additional insight and knowledge
into eStrategy.
You may choose
the people with whom you work and your group’s topic, with a maximum of
two teams on any particular topic—let us know your group and topic,
first-come, first-served. There will be two outputs of this research: an
interim power point presentation on the 9th or 10th
session. And a final paper, which is due on May 8. We have built in a
workday without class preparation to enable you to spend quality time on
your project.
Course Resources
Course Web Site:
We encourage you to use the course website for all aspects of the course:
http://faculty.darden.virginia.edu/bodilys/estrat/index.htm.
The site contains the
schedule, assignments, and resources to help you research and develop your
concept paper, including articles, web links and other knowledge
resources. In addition, this site also allows you create a web board for
your own concept paper group, to streamline your work in the group.
Evaluation & Grading
There are several
bases for evaluating performance. The results of your case analyses,
contribution to class learning, group presentation, and final concept
paper together provide ample checks on your mastery of course concepts and
content. The grading structure is as follows:
% |
COURSE GRADE
COMPONENTS GRADE BASIS |
|
|
|
|
20 |
GROUP
PRESENTATION GROUP
|
40 |
FINAL GROUP CONCEPT
PAPER GROUP |
40 |
CLASS PARTICIPATION
INDIVIDUAL |
At term end, all
students’ course point totals will be rank-ordered and individual grades
will be given based on natural “break-points”. The final grade
distribution is expected to conform to Darden norms, unless there are
exceptional circumstances (such as outstanding performance by the entire
class; or sub-par performance by entire class when measured against
historical standards).
Concept
Paper Topics
1. Is the value chain concept passé?
Why, or why not? What new concept or framework would be useful to
understand value creation and capture in the digital world? Apply the
framework using examples.
2.
Has the Internet affected the way we assess industry
attractiveness? Are the five forces outdated? If so, suggest a new
framework for assessing the attractiveness of online industries, and
demonstrate with examples. Under what circumstances does the creator of
value capture the value in online businesses? Will the value end up going
to customers or will companies be able to reap a share of it?
3.
How should companies manage cannibalization/channel conflict
(e.g., books bought at Barnes and Nobles retail stores vs. books bought at
bn.com)? Under what circumstances do companies cannibalize or not
cannibalize business lines as they migrate to the web? What concepts or
frameworks would you suggest to guide managers in their migration to the
web? Demonstrate with successful and unsuccessful examples.
4.
Consider the challenges of a bricks and mortar company manager who wants to
create an integrated (online/offline) business. What challenges
does she face? Develop a systematic framework, or method, for classifying
and dealing with these challenges. Illustrate your ideas with examples.
5.
How has the internet changed (or will change) the strategy of firms
and institutions delivering education? What new value is created by the
Internet? How can organizations offering e-learning opportunities
capture the value? Illustrate with examples. In writing on this topic,
you may consider one or more of the questions asked in the other topics,
applied within the context of distance learning.
6.
What are the strengths and weaknesses in the strategy of
content-driven businesses (e.g., online publishers)? How and under
what circumstances can content providers make money online? Illustrate
with examples.
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