Achieving Sustainable Competitive Advantage

Strategic Management
in School Management:
Chapter 1: What is Strategy?
Insights and Strategies for Success
Andreas
Andreas Chang, Chang
8 Juni 2024
Facebook’s New Name : Meta
 Course Learning Outcomes

On successful completion of this course, student will be able to:

Conduct appropriate strategy analysis on management issues both in individual and

LO1
team settings.

LO2 Apply appropriate approaches and techniques in strategy formulation.

LO3 Formulate innovative business strategies which include operational excellence.

Develop the strategy implementation plan – including corporate governance and

LO4
business ethics practices.

LO5 Communicate e ective business and management ideas in verbal and written form.
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 Assessment Summary

No. Components Percentage LO 1 LO 2 LO 3 LO 4 LO 5

1 Case Study Presentation 20%

Due date: Week 13
2 Mid Exam 30%

3 Fina Project 40%

4 Class Participation 10%

Total 100%
 Final Project
Session 13 - Learning Outcomes
On successful completion of this course, student will be able to:

LO1 Conduct appropriate strategy analysis on management issues in a team setting.

LO2 Apply appropriate approaches and techniques in strategy formulation

LO3 Formulate innovative business strategies which include operational excellence

Develop the strategy implementation plan – including corporate governance and

LO4
business ethics practices

LO5 Communicate e ective business and management ideas in verbal and written form

Group of 3
Due Date : Week 13
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 Final Project
Pro ciency Level
Learning
Assessment Indicators Poor Average Good Excellent
Outcomes (D-1) (C-2) (B-3) (A-4)
Detailed outline, in-
Good and detailed
Not demonstrated, depth justi cation of
1. Conduct appropriate strategy analysis on Adequate description outline, clear and
limited description of problem, high
management issues in a team setting. of problem statement justi able problem and
problem statement relevance to the
relevance to business
business
1.1. Executive Summary
1.2. Introduction
Not demonstrated,
Adequate description Good and detailed Detailed and in-depth
2. Apply appropriate approaches and techniques in limited description of
of strategic analysis strategic analysis tools justi cation of strategic
strategy formulation strategic analysis tools
tools applied. applied. analysis tools applied.
applied.
2.1. External and Industry
Analysis
2.2. Internal Analisys
Appropriate and
Adequate level of Good level of
Poor innovativeness on excellent level of
3. Formulate innovative business strategies which innovativeness on the innovativeness on the
the proposed innovativeness on the
include operational excellence proposed proposed
recommendation proposed
recommendation recommendation
recommendation
3.1. Strategy Formulation
4. Develop the strategy implementation plan - Unconnected elements Patchy construction, Well constructed and Original and excellently
including corporate governance and business with common ideas, common ideas, feasible model, constructed business
ethics practices feasibility is low somehow feasible. somehow original models, highly feasible
4.1. Recommendation
4.2. Implementation Issues
4.3 Conclusion
Excellent presentation
Adequate presentation Good and clear of the project and
5. Communicate effective business and
Poor presentation of verbal and written presentation of verbal discussion, clear and
management ideas in verbal and written forms
skills and written skills appropriate language
used
5.1. Fluency of presentation
5.2. Time management
5.3. Organization
5.4. Equal participation of all
group members
5.5. Ability to elicit and answer
questions
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 Chapter 1
THE ROLE OF STRATEGY

01 L.O.1: Explain the role of strategy in a rm’s quest for competitive advantage.
1.1. What is a strategy?
1.2. What is a good strategy?
1.3. Diagnosis of competitive challenge, crafting a guiding policy, and coherent actions

COMPETITIVE ADVANTAGE

02
L.O. 2: De ne competitive advantage, sustainable competitive advantage, competitive disadvantage an
competitive parity
2.1. What is competitive advantage?
2.2. The Red Queen Effect in Business Competition
3.3. What is not a strategy?

SHAREHOLDER STRATEGY AND SCA

03 L.O.3: Assess The Relationship Between Stakeholder Strategy and Sustainable Competitive Advantage
3.1. What is value creation?
3.2. What is stakeholders?
3.3. What is stakeholder strategy

STAKEHOLDER IMPACT ANALYSIS

04 L.O. 4: Conduct a stakeholder impact analysis

4.1. De nition of stakeholder impact analysis
4.2. 5 steps in stakeholder impact analysis
4.3. Pyramid of Corporate Social Responsibility and ESG

AFI STRATEGY FRAMEWORK

05 L.O. 5: Apply the Analysis, Formulation Implementation (AFI) Strategy Framework

5.1. De nition of AFI Strategy Framework
5.2. Key Topics and Questions of the AFI Strategy Framework
5.3. Implication for Leaders
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 THE ROLE OF STRATEGY

01 L.O.1: Explain the role of strategy in a rm’s quest for competitive advantage.
1.1. What is a strategy?
1.2. Stakeholders and Competitive Advantage.
1.3. AFI Strategy Framework
1.4. Implication for strategic leaders

What is Strategy?

What is strategic
management?
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 THE ROLE OF STRATEGY

01 L.O.1: Explain the role of strategy in a rm’s quest for competitive advantage.
1.1. What is a strategy?
1.2. Stakeholders and Competitive Advantage.
1.3. AFI Strategy Framework
1.4. Implication for strategic leaders

Pre-test
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 THE ROLE OF STRATEGY

01 L.O.1: Explain the role of strategy in a rm’s quest for competitive advantage.
1.1. What is a strategy?
1.2. Stakeholders and Competitive Advantage.
1.3. AFI Strategy Framework
1.4. Implication for strategic leaders

Tesla
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 THE ROLE OF STRATEGY

01 L.O.1: Explain the role of strategy in a rm’s quest for competitive advantage.
1.1. What is a strategy?
1.2. Stakeholders and Competitive Advantage.
1.3. AFI Strategy Framework
1.4. Implication for strategic leaders

A
Analysis

F
Formulation

I
Implementation

This framework :
• Explains and predicts differences in firms performance
• Helps leaders formulate and implement a strategy that can result in superior
performance
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 THE ROLE OF STRATEGY

01 L.O.1: Explain the role of strategy in a rm’s quest for competitive advantage.
1.1. What is a strategy?
1.2. Stakeholders and Competitive Advantage.
1.3. AFI Strategy Framework
1.4. Implication for strategic leaders

Part 3: Implementation
11.Organizational Design: Part 1: Analysis
Structure, Culture, and 1. What is strategy?
Control 2. Strategic Leadership Managing the
12.Corporate Governance and Strategy Process
Business Ethics

Getting Started Part 1: Analysis

3. External Analysis:
Industry Structure,
Competitive Forces, and
External and Strategic Groups
Implementation Internal 4. Internal Analysis:
Gaining and Analysis Resources, Capabilities
and Core Competencies
Sustaining
5. Competitive Advantage,
Competitive Firm Performance, and
Advantage Business Models

Part 2: Formulation Part 2: Formulation

8. Corporate Strategy: 6. Business Strategy:
Vertical Integration and Formulation: Formulation:
Differentiation, Cost
Diversification Corporate Business Leadership, and Blue
9. Corporate Strategy: Strategy Strategy Oceans.
Strategic Alliances, 7. Business Strategy:
Mergers, and Innovation,
Acquisitions Entrepreneurship, and
10.Global Strategy: Platforms
Competing Around the
World
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 THE ROLE OF STRATEGY

01
L.O.1: Explain the role of strategy in a rm’s quest for competitive
advantage.
1.1. What is a strategy?
1.2. What is a good strategy?
1.3. Diagnosis of competitive challenge, crafting a guiding policy,
and coherent actions

Strategic Management
Strategic Management is an integra ve management
eld that combines analysis, formula on and
implanta on in the quest for compe ve advantage.
(Rothaemer, F.T., 2024)

Mastery of Strategic Management

• View a rm in its en rety.
• Think like a General Manager
• Posi on your organiza on for superior
performance.
(Rothaemer, F.T., 2024)

A Strategy
A Strategy is a set of goal-directed and integrated
ac ons a rm takes to gain and sustain superior
performance rela ve to compe tors.
(McGrath, R.G., 2013)
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 THE ROLE OF STRATEGY

01
L.O.1: Explain the role of strategy in a rm’s quest for competitive
advantage.
1.1. What is a strategy?
1.2. What is a good strategy?
1.3. Diagnosis of competitive challenge, crafting a guiding policy,
and coherent actions

A Good Strategy
A good strategy enables a rms to achieve superior
performance and sustainable compe ve advantage
rela ve to its compe tors in any compe ve situa on.
(Rothaemer, F.T., 2024)

Three elements of a good strategy

A F I
A diagnosis to A guiding policy to A set of coherent
iden fy compe ve address the ac ons to
challenge. (Firm’s compe ve implement the rm’s
external and internal challenge through guiding policy.
environment) strategy formula on. (Rothaemer, F.T., 2024)
(Rothaemer, F.T., 2024)
thaemer, F.T., 2024)

ANALYSIS FORMULATION IMPLEMENTATION

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 THE ROLE OF STRATEGY

01
L.O.1: Explain the role of strategy in a rm’s quest for competitive
advantage.
1.1. What is a strategy?
1.2. What is a good strategy?
1.3. Diagnosis of competitive challenge, crafting a guiding policy,
and coherent actions

Tesla’s Case

A Guiding Policy
• Tesla is building cost-competitive mass-market vehicles
• They have made significant investments in lithium-ion
battery production
• They have just broken ground for another factory in
Shanghai, China

100% Interna onal

Experience 02 Involve students in
passionate and
collabora ve projects

Coherent Ac ons The Compe ve

Crea ve,
Tesla is attempting to ramp up adap ve,
inquisi ve,
A rac ve and Challenge
a ordable
production volumes to achieve analy cal and
detail – oriented
Binus
• Tesla must produce a rac ve and
economies of scale. Internatio
a ordable vehicles using its new
Tesla has made some of its nal
technology
propriety technology available 03
to the public
01 • It also needs the required
Project Based Recharging
infrastructure for electric vehicles.
Learning Sta ons
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 Chapter 1
THE ROLE OF STRATEGY

01 L.O.1: Explain the role of strategy in a rm’s quest for competitive advantage.
1.1. What is a strategy?
1.2. What is a good strategy?
1.3. Diagnosis of competitive challenge, crafting a guiding policy, and coherent actions

COMPETITIVE ADVANTAGE

02
L.O. 2: De ne competitive advantage, sustainable competitive advantage, competitive disadvantage an
competitive parity
2.1. What is competitive advantage?
2.2. The Red Queen Effect in Business Competition
3.3. What is not a strategy?

SHAREHOLDER STRATEGY AND SCA

03 L.O.3: Assess The Relationship Between Stakeholder Strategy and Sustainable Competitive Advantage
3.1. What is value creation?
3.2. What is stakeholders?
3.3. What is stakeholder strategy

STAKEHOLDER IMPACT ANALYSIS

04 L.O. 4: Conduct a stakeholder impact analysis

4.1. De nition of stakeholder impact analysis
4.2. 5 steps in stakeholder impact analysis
4.3. Pyramid of Corporate Social Responsibility and ESG

AFI STRATEGY FRAMEWORK

05 L.O. 5: Apply the Analysis, Formulation Implementation (AFI) Strategy Framework

5.1. De nition of AFI Strategy Framework
5.2. Key Topics and Questions of the AFI Strategy Framework
5.3. Implication for Leaders
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 COMPETITIVE ADVANTAGE

02 L.O. 2:: De ne competitive advantage, sustainable

competitive advantage, competitive disadvantage an
competitive parity

Compe ve Advantage
Superior Performance rela ve to other compe tors in
the same industry or the industry average

Sustainable Compe ve Advantage

Outperforming compe tors or the industry average
over a prolonged period of me

Compe ve Disadvantage
Underperformance rela ve to other compe tors in
the same industry or the industry average

Compe ve Parity
Performance of two or more rms at the same level
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 COMPETITIVE ADVANTAGE

02 L.O. 2:: De ne competitive advantage, sustainable

competitive advantage, competitive disadvantage an
competitive parity

Two Distinct Strategies

from the Basis of
01 Differentiation
Strategy
Competitive Advantage

• A rm provide goods or
services that consumers
value more than its
competitor’ o erings, but
• at a similar cost.
Cost
02 Leadership
Strategy

• A rm furnishes goods
or services similar to
those of competitors,
but
• at a lower cost
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 COMPETITIVE ADVANTAGE

02 L.O. 2:: De ne competitive advantage, sustainable

competitive advantage, competitive disadvantage an
competitive parity

RED QUEEN EFFECT IN BUSINESS

COMPETITION
Everyone runs faster, but there are no changes in
rela ve strategic posi ons.

Grandiose Statements are not

Strategies
“Our strategy is to win”,
“ We will be number one”

A Failure to Face Compe ve

Challenge is not a Strategy
If leaders fail to fail to de ne a clear compe ve
challenge, employees have no way of assessing
whether they are making progress in addressing it

Opera onal E ec veness,

Compe ve Benchmarking, and
Other Tac cal Tools
are not Strategies.
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 THE ROLE OF STRATEGY

01
L.O.1: Explain the role of strategy in a rm’s quest for competitive
advantage.
1.1. What is a strategy?
1.2. What is a good strategy?
1.3. Diagnosis of competitive challenge, crafting a guiding policy,
and coherent actions

A Good Strategy
A good strategy enables a rms to achieve superior
performance and sustainable compe ve advantage
rela ve to its compe tors in any compe ve situa on.
(Rothaemer, F.T., 2024)

Three elements of a good strategy

A F I
A diagnosis to A guiding policy to A set of coherent
iden fy compe ve address the ac ons to
challenge. (Firm’s compe ve implement the rm’s
external and internal challenge through guiding policy.
environment) strategy formula on. (Rothaemer, F.T., 2024)
(Rothaemer, F.T., 2024)
thaemer, F.T., 2024)

ANALYSIS FORMULATION IMPLEMENTATION

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 COMPETITIVE ADVANTAGE

02 L.O. 2:: De ne competitive advantage, sustainable

competitive advantage, competitive disadvantage an
competitive parity
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 Chapter 1
THE ROLE OF STRATEGY

01 L.O.1: Explain the role of strategy in a rm’s quest for competitive advantage.
1.1. What is a strategy?
1.2. What is a good strategy?
1.3. Diagnosis of competitive challenge, crafting a guiding policy, and coherent actions

COMPETITIVE ADVANTAGE

02
L.O. 2: De ne competitive advantage, sustainable competitive advantage, competitive disadvantage an
competitive parity
2.1. What is competitive advantage?
2.2. The Red Queen Effect in Business Competition
3.3. What is not a strategy?

SHAREHOLDER STRATEGY AND SCA

03 L.O.3: Assess The Relationship Between Stakeholder Strategy and Sustainable Competitive Advantage
3.1. What is value creation?
3.2. What is stakeholders?
3.3. What is stakeholder strategy

STAKEHOLDER IMPACT ANALYSIS

04 L.O. 4: Conduct a stakeholder impact analysis

4.1. De nition of stakeholder impact analysis
4.2. 5 steps in stakeholder impact analysis
4.3. Pyramid of Corporate Social Responsibility and ESG

AFI STRATEGY FRAMEWORK

05 L.O. 5: Apply the Analysis, Formulation Implementation (AFI) Strategy Framework

5.1. De nition of AFI Strategy Framework
5.2. Key Topics and Questions of the AFI Strategy Framework
5.3. Implication for Leaders
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 SHAREHOLDER STRATEGY & CA

03 L.O.3: Assess The Relationship Between Stakeholder Strategy and

Sustainable Competitive Advantage
3.1. What is value creation?
3.2. What is stakeholders?
3.3. What is stakeholder strategy?

Value Crea on
Occurs when companies with a good strategy are
able to provide products or services to consumers at
a price point that they can a ord while keeping their
costs keeping their costs in check, thus making a
pro t at the same me
(Rothaemer, F.T., 2024)

Stakeholders
Organiza ons, groups, and individuals that can afaect
or are a ected by a rm’s ac ons
(Rothaemer, F.T., 2024)

Stakeholder Strategy
An approach to strategy formula on that considers
all of the company’s stakeholders, not just its
shareholders.
(Rothaemer, F.T., 2024)
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 SHAREHOLDER STRATEGY & CA

03 L.O.3: Assess The Relationship Between Stakeholder Strategy and

Sustainable Competitive Advantage
3.1. What is value creation?
3.2. What is stakeholders?
3.3. What is stakeholder strategy?

Value Crea on
Occurs when companies with a good strategy are
able to provide products or services to consumers at
a price point that they can a ord while keeping their
costs keeping their costs in check, thus making a
pro t at the same me
(Rothaemer, F.T., 2024)

Provide products or Costs

services that are
similar to the
competitors at a
lower price The rewards of superior
Value value creation:
Provide products or Innovation
Pro tability and
services that Market share
consumers value more
highly than those of its
competitors Buyer
Value

Kim, W. C., & Mauborgne, R. (1997). Value innovation. Havard Business Review, 1.
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 THE ROLE OF STRATEGY

03 L.O.3: Assess The Relationship Between Stakeholder Strategy

and Sustainable Competitive Advantage
1.1. What is value creation?
1.2. What is stakeholders?
1.3. What is stakeholder strategy

Value Creation

Companies w Two comm

good strateg
ith a Value creatio o n
y are n
lays the found features are th
able to provid ation for e
e a successful pertinent in s
products or s economy: trategic
ervices to • Education management
, despite
consumers: • Infrastructu of successful
• At a price p re and
oint that • Public safe failure of firm
they can affo ty s:
rd • Healthcare Managerial a
• That enable , clean ctions,
the water, and and stakehold
company to m • Air ers
ake a related benef
profit its
 SHAREHOLDER STRATEGY & CA

03 L.O.3: Assess The Relationship Between Stakeholder Strategy and

Sustainable Competitive Advantage
3.1. What is value creation?
3.2. What is stakeholders?
3.3. What is stakeholder strategy?

Stakeholders
Organiza ons, groups, and individuals that can a ect
or are a ected by a rm’s ac ons
(Rothaemer, F.T., 2024)

Benefit

Benefit
External
Stakeholders Internal
• Customers Stakeholders
• Suppliers • Employees
• Alliance • Stockholders
Partners • Board
• Creditors Members
• Unions
• Communities
• Governments
• Media
Contributions

Contributions
1. Internal and External Stakeholders in Exchange Relationship with a Firm
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 Chapter 1
THE ROLE OF STRATEGY

01 L.O.1: Explain the role of strategy in a rm’s quest for competitive advantage.
1.1. What is a strategy?
1.2. What is a good strategy?
1.3. Diagnosis of competitive challenge, crafting a guiding policy, and coherent actions

COMPETITIVE ADVANTAGE

02
L.O. 2: De ne competitive advantage, sustainable competitive advantage, competitive disadvantage an
competitive parity
2.1. What is competitive advantage?
2.2. The Red Queen Effect in Business Competition
3.3. What is not a strategy?

SHAREHOLDER STRATEGY AND SCA

03 L.O.3: Assess The Relationship Between Stakeholder Strategy and Sustainable Competitive Advantage
3.1. What is value creation?
3.2. What is stakeholders?
3.3. What is stakeholder strategy

STAKEHOLDER IMPACT ANALYSIS

04 L.O. 4: Conduct a stakeholder impact analysis

4.1. De nition of stakeholder impact analysis
4.2. 5 steps in stakeholder impact analysis
4.3. Pyramid of Corporate Social Responsibility and ESG

AFI STRATEGY FRAMEWORK

05 L.O. 5: Apply the Analysis, Formulation Implementation (AFI) Strategy Framework

5.1. De nition of AFI Strategy Framework
5.2. Key Topics and Questions of the AFI Strategy Framework
5.3. Implication for Leaders
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 THE ROLE OF STRATEGY

04
L.O.1: Explain the role of strategy in a rm’s quest for competitive
advantage.
1.1. What is a strategy?
1.2. What is a good strategy?
1.3. Diagnosis of competitive challenge, crafting a guiding policy,
and coherent actions

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 THE ROLE OF STRATEGY

04
L.O.1: Explain the role of strategy in a rm’s quest for competitive
advantage.
1.1. What is a strategy?
1.2. What is a good strategy?
1.3. Diagnosis of competitive challenge, crafting a guiding policy,
and coherent actions

Stakeholders Strategy
Stakeholders strategy is an approach to strategy
formula on that considers all of the company’s
stakeholders, not just its shareholders.
(Rothaemer, F.T., 2024)

Stakeholders Impact Analysis

A decision tool with which managers can recognize,
priori ze and address the needs of di erent
stakeholders enabling the rm to achieve compe ve
advantage while ac ng as a good corporate ci zen.
Rothaemer, F.T., 2024)
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 THE ROLE OF STRATEGY

04
L.O.1: Explain the role of strategy in a rm’s quest for competitive
advantage.
1.1. What is a strategy?
1.2. What is a good strategy?
1.3. Diagnosis of competitive challenge, crafting a guiding policy,
and coherent actions

Three Crucial Stakeholder Attributes

Power Legitimacy Urgency

A Stakeholder When a A Stakeholder

has power stakeholder’s has an urgent
over a claim is claim when it
company perceived as requires a
when it can legally valid or company’s
get the rm to otherwise immediate
do something appropriate that attention and
that it would stakeholder response.
not otherwise has a legitimate
do. claim.

(Eesley, C, and M.J. Lenox, 2006)

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 THE ROLE OF STRATEGY

04
L.O.1: Explain the role of strategy in a rm’s quest for competitive
advantage.
1.1. What is a strategy?
1.2. What is a good strategy?
1.3. Diagnosis of competitive challenge, crafting a guiding policy,
and coherent actions

Stakeholder Strategy
An approach to strategy formula on that considers all of
the company’s stakeholders, not just its shareholders.
(Rothaemer, F.T., 2024)

An integra ve approach to managing a diverse set of

stakeholders to gain and sustain compe ve advantage.
(Rothaemer, F.T., 2021)

1 2 3
Increase
Cooperative trust Cancel lead
stakeholders lowers to great
reveal important business adaptability
Benefits

information transaction and flexibility

cost

4 5 More
predictable
and stable
returns
Stronger
reputation
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 STAKEHOLDER IMPACT ANALYSIS

04 L.O. 4: Conduct a stakeholder impact analysis

4.1. De nition of stakeholder impact analysis
4.2. 5 steps in stakeholder impact analysis
4.3. Pyramid of Corporate Social Responsibility and ESG

Stakeholder Impact Analysis

Stakeholder Impact Strategy helps to recognize, prioritize and address
stakeholder needs

Step 1 Who are the stakeholders?

What are our stakeholders interests

Step 2 and claims?

What opportunities and threats do

Step 3 our stakeholders present?

What economic, legal, ethical,

Step 4 philanthropic responsibilities do we have
to our stakeholders?

What should we do to effectively address

Step 5 the stakeholders concerns?
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 STAKEHOLDER IMPACT ANALYSIS

04 L.O. 4: Conduct a stakeholder impact analysis

4.1. De nition of stakeholder impact analysis
4.2. 5 steps in stakeholder impact analysis
4.3. Pyramid of Corporate Social Responsibility and ESG

Philanthropic
Corporate
Responsibilities Citizenship

Ethical Do what is right,

just and fair
Responsibilities

Laws and regulations are

Legal society’s codified ethics.
Responsibilities Define minimum acceptable
standard.

Economic Gain and Sustain competitive

advantage
Responsibilities

The pyramid of corporate

social responsibilities
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 AFI STRATEGY FRAMEWORK
L.O. 5: Apply the Analysis, Formulation Implementation

05 (AFI) Strategy Framework

5.1. De nition of AFI Strategy Framework
5.2. Key Topics and Questions of the AFI Strategy
Framework
5.3. Implication for Leaders

A
Analysis

F
Formulation

I
Implementation

This framework :
• Explains and predicts differences in firms performance
• Helps leaders formulate and implement a strategy that can result in superior
performance
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 AFI STRATEGY FRAMEWORK
L.O. 5: Apply the Analysis, Formulation Implementation

05
L.O.1: Explain the role of strategy in a rm’s quest for competitive
(AFI) Strategy Framework
advantage.
5.1. De nition
1.1. What of AFI Strategy Framework
is a strategy?
5.2. Key is
1.2. What Topics
a goodand Questions of the AFI Strategy
strategy?
1.3. Diagnosis
Frameworkof competitive challenge, crafting a guiding policy,
and coherent actions
5.3. Implication for Leaders

Part 3: Implementation
11.Organizational Design: Part 1: Analysis
Structure, Culture, and 1. What is strategy?
Control 2. Strategic Leadership Managing the
12.Corporate Governance and Strategy Process
Business Ethics

Getting Started Part 1: Analysis

3. External Analysis:
Industry Structure,
Competitive Forces, and
External and Strategic Groups
Implementation Internal 4. Internal Analysis:
Gaining and Analysis Resources, Capabilities
and Core Competencies
Sustaining
5. Competitive Advantage,
Competitive Firm Performance, and
Advantage Business Models

Part 2: Formulation Part 2: Formulation

8. Corporate Strategy: 6. Business Strategy:
Vertical Integration and Formulation: Formulation:
Differentiation, Cost
Diversification Corporate Business Leadership, and Blue
9. Corporate Strategy: Strategy Strategy Oceans.
Strategic Alliances, 7. Business Strategy:
Mergers, and Innovation,
Acquisitions Entrepreneurship, and
10.Global Strategy: Platforms
Competing Around the
World
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Thank you
 References
1. Fullan, M. (2014). The Principal: Three Keys to Maximizing Impact. John Wiley & Sons.
2. Marzano, R. J., Waters, T., & McNulty, B. A. (2005). School Leadership That Works: From Research to Results. ASCD.
3. Dessler, G. (2019). Management Principles: A Contemporary Edition for Africa. Pearson Education South Africa.
4. Hoy, W. K., & Miskel, C. G. (2013). Educational Administration: Theory, Research, and Practice. McGraw-Hill Education.
5. Witziers, B., Bosker, R. J., & Krüger, M. L. (2003). Educational leadership and student achievement: The elusive search for an association.
Educational Administration Quarterly, 39(3), 398-425.
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