ICI-33 - Development and Implementation of Dynamic Competitive Strategies

Developing competitive strategies today to be successful tomorrow

How can a company assert itself in dynamic markets and benefit from competitive advantages from this environment? The art of successful strategy development lies within a continuous build-up of knowledge and the right timing, speed and sequence, when implementing this strategy. An optimal strategy for dynamic markets results from a combination of the achievement of current objectives and the manoeuvrability potential of the business. A business strategy has to ensure that the full current market potential is tapped and that new products and services are generated at an early stage.

Workshop foci

The benefits of "dynamic competitive strategies"

• Difference between "dynamic" and "classical" competitive strategies
• How do dynamic competitive strategies influ­ence the competitiveness of a business? (Corporate Intelligence)
• Strategic development cycle
  

Analysis of your own company and its environment: Where do you stand and in which direction do you want to go?

• How do you position your business in the market?
• Strength-weakness analysis, analy­sis of competitive dynamics, competitor pro­filing, trends and market scenarios
• Visualization of business strategies with strat­egy maps and balanced scorecards
  

Intelligence - the requirement

• How knowledge on markets and competitors can be used when formulating dynamic busi­ness strategies
• Continuous Competitive Intelligence, identify­ing and evaluating opportunities and risks
  

Methods to develop dynamic competitive strategies

• Tools, techniques: Business War Gaming (BWG), real option planning, dynamic scenario planning, early warning
• Formulation of a strategy
• Implementation of strategy with a Balanced Score­card (BSC)
  

Case study

• Apply the shown tools and techniques in or­der to formulate a dynamic competitive strat­egy for a business. (The case study will be distributed for individual preparation before the workshop.)
  

Readings

• Blue Ocean Strategy (by W. Chan Kim and Renée Mauborgne)
• Competitive Strategy (by Michael E. Porter)
• Competitive Advantage (by Michael E. Porter)
• Competing on the Edge (by Shona L. Brown and Kathleen M. Eisenhardt)
• Seeing What's Next (by Clayton M. Christensen, Erik A. Roth and Scott D. Anthony)
• Strategic Supremacy (by Richard A. D'aveni, Robert Gunther, Joni Cole)
• Clausewitz on Strategy (by Tiha von Ghyczy, Christopher Bassford and Bolko von Oetinger)

More Information

• Online registration
• All Workshops, Dates, Fees
• PDF-Catalog
• Speaker: Tovstiga