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About the course
Companies are under constant pressure to increase enterprise value. This pressure has led to ill-advised expansion decisions by some of the most successful companies from Walmart and Cisco to Dell. If Michael Dell had dissolved his company in 2004 instead of expanding its portfolio, he would have avoided a precipitous decline of his organization’s value. In contrast, in 1997, Dell made a bleak appraisal of Apple’s fortunes. He advised Apple to dissolve the company and give the money back to the shareholders. Instead, Apple expanded into the iPod and iPhone - revolutionizing the digital marketplace. Kodak invented the digital camera that ultimately led to its demise. But Fuji managed to successfully expand into a host of different industries and thrive, including entering a reimagined film business.
So what’s the right decision for your organization? How can you expand your boundaries with the least possible risk while making your customers and shareholders happy? Your success lies in evaluating and leveraging your current core capabilities while identifying potential new markets. Based on 30 years of research, this experiential learning workshop will give you the tools to learn from the companies that have successfully expanded their boundaries and to avoid the mistakes made by those who failed.
- Review of competitive strategy
- How to know when to stop expanding beyond your natural size
- Imagine the future - plan a successful expansion with a back to the future mindset
- Build critical capabilities in-house by being your own toughest customer
- Identify new businesses where you can leverage these critical capabilities
- Co-opt customer, stakeholders and competitors to
- use your capabilites in business
As a result of attending this program, participants will:
- Have the ability to reevaluate and leverage their core capabilities
- Identify markets with a high probability of success
- Learn how to drive innovation to enter an "adjacent" market
- Maximize the full potential of their business by identifying a low risk expansion
- Learn when and how to adapt, expand or exit through evaluation of case studies
- Be able to visualize and choose from a bigger palette of options and execute these with help from stakeholders, customers and even competitors
Who should attend
Executives and managers who have direct or indirect responsibility for the formulation and/or implementation of strategies that affect their organization's growth and market value. Functional managers from business development, new product development, mergers and acquistions, marketing, operations, finance, human resources, or IT, or professionals moving into those roles.
Trust the experts
Sayan Chatterjee, PhD, is one of the leading scholars in the area of strategic management, corporate diversification, and mergers and acquisitions. He has published articles in leading academic and practitioner journals, and his research is used in PhD and MBA programs at most leading schools. Ch...