Business Strategy and Competitive Advantage

  7 August - 17 September, 2017
  Gurugram, India


Maintaining a competitive advantage takes more than great timing or a single solution. Sustainable advantage requires a well-designed and well-executed strategy. This course was created to give you the tools and frameworks you need to develop and execute a successful strategy.

You’ll learn how to evaluate your own strategy, as well as how to locate sources of potential competitive advantage from a perspective that encompasses the internal, external, and dynamic fit of your strategy. You’ll also learn how to enhance your ability to assess the strategic impact of the moves of your competitors and how to maintain competitive advantage, understand the general drivers that create and sustain competitive advantage and how to identify organizational barriers to change.

By the end of this course, you’ll be able to assess and redesign your current strategy and develop plans for effective implementation to give your firm a competitive advantage.

What will you learn

  • Evaluate your strategic environment in the present and the future
  • Identify the differences between organizational effectiveness and strategic positioning
  • Map core and supporting activities of your firm and how they interact with each other
  • Locate organizational barriers to strategy implementation and organizational change
  • Engage in a strategic planning process that works

Value Added Services

Board Room Strategy Simulator

The "Board Room Strategy Simulator" offers an opportunity to apply your newfound knowledge of Completive Strategy in a dynamic environment competing for the highest share price against other program participants.

In this 7-round interactive online simulation, each participant takes critical decisions for their firm in a quest to grow shareholder value. By playing various roles such as Chief Executive Officer, Chief Finance Officer, Chief Marketing Officer, Chief Sales Officer, Chief Production Officer and Chief Research Officer, they develop an appreciation for how other teams function and the decisions that they manage.

Through this, participants develop a broader perspective about how organizations formulate strategy and coordinate tactics across a variety of departments and functions. This holistic view of the organization prepares participants to tackle real world business situations, including a far deeper appreciation for the competitive dynamics within their customer’s business as well as their own.

Simulation Decisions Deadlines at 11:55PM IST on 23, 27 & 30 September and 4, 7, 11 & 14 October.

Corporate Lessons from Military Strategy

"The Art of War" is the definitive book on military strategy. Written 2,500 years ago by the legendary Chinese general Sun Tzu (孙子), this work continues to influence a wide variety of modern endeavors including politics, warfare, sports and business. In business circles, the book's popularity continues to grow as managers and leaders increasingly seek to apply its principles to their modern challenges. For example, “the enemy” maps to the competition. “Troop maneuvering tactics” maps to agility. “Effective use of spies” maps to competitive intelligence.

This four-part interactive online lecture series integrates lessons from the Art of War as they apply to modern business competition as well as the Board Room Strategy Simulator.

Live Online Sessions from 8:00-9:00 AM IST: 9 & 23 Sept. as well as 7, 14 & 15 Oct.

Course Syllabi

Module 1: Analyze your firm’s internal fit
  • What is strategy?
  • The difference between organizational effectiveness and strategy
  • The importance of tradeoffs
  • The value chain
  • Interactions among strategic choices
  • Mapping your firm’s activity system
Module 2: Analyze your firm’s external fit
  • The concept of “value”
  • Industry analysis
  • Willingness-to-pay and cost drivers for different customer segments
  • Your value proposition
  • Strategic Positioning
Module 3: Maintaining your firm’s dynamic fit
  • The origins of your firm’s strategy
  • Drivers of strategy evolution
  • Disruptive technological changes
  • Barriers to organizational change (perception, knowledge, motivation, and coordination challenges)
Module 4: Creating new strategies and initiatives
  • Creating new strategic possibilities
  • Identifying conditions for success for each possibility
  • Designing empirical tests
  • Selecting strategic possibilities
  • Important shifts in mindsets

Meet the Instructor and Facilitator


Nicolaj Siggelkow

David M. Knott Professor of Management

Co-Director of the Mack Institute for Innovation Management

The Wharton School of the University of Pennsylvania

Nicolaj Siggelkow is the David M. Knott Professor of Management, and a Co-Director of the Mack Institute for Innovation Management at the Wharton School, University of Pennsylvania.

Professor Siggelkow has been the recipient of multiple MBA and Undergraduate Excellence in Teaching Awards


Joseph A Hopper

Joseph A Hopper is an educator and consultant who helps businesses grow their top and bottom lines by 50-100% using the Theory of Constraints (TOC). The Theory of Constraints is a management philosophy introduced by Dr. Eliyahu Goldratt in his bestselling business novel "The Goal."

Prior to this, he was a Director at the Indian School of Business (ISB) in Hyderabad and managed the Wharton Global Consulting Practicum which delivered high-profile consulting engagements to clients around the world.
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