ESB - 战略行为经济学(1)
ESB - Economics of Strategic Behavior
这是Professor Bruce Greenwald 所教授两门课程之一。另一门是 Value Investing。两门都是“一句顶一万句”的经典 :-)
ESB 在我们最大的教室上课,容266人。去晚一点就要坐在地板上。这门课主要是关于industry analysis and game theory, in particular competitive advantages and interactions。 虽然这是Finance 的选修课,实际课程中也几乎涉及了我在商学院学过的全部核心课程,但是基本上只有心算级的计算,和 Capital Markets, Debt Markets, even Advanced Corp Finance 有天壤之别。上课的时候由(Cold Call)几个学生分别代表案例中不同方面(公司,政府等)简单阐述自己的对策来Kick Off. 通常Greenwald 会随时打断来质询,步步紧逼,非常不客气,还会“民意调查”,不让大家闲着。对在大家面前丢了面子的学生,Greenwald说,If you say something intelligent, I will give you a really tough time.
Course Description
This course is designed to reinforce and develop student abilities to apply the concepts of industry analysis and game theory that were introduced in the core course in Business Economics (B6005). The vehicle for doing this will be predominantly case analyses since the ability to use the course concepts effectively will come largely from repeated application of those concepts.
The topics covered will be (1) the dynamics of entry and the impact of global competition, (2) the strategic imperatives of competitive markets, (3) sources of competitive advantage (local and global), (4) managing competitive interactions (cooperation and preemption), (5) bargaining situations, (6) the impact of information distribution and (7) financial implications of strategic economics. The course will consist of approximately one-third lectures and two-thirds cases. The emphasis in the course is on the ability to apply a small number of principles effectively and creatively, not the mastery of detailed aspects of the theory. For this reason the case discussion classes are particularly important.
Three hours per session.
Date | Topic |
Jan-18-07 | Introduction to Economics of Strategic Behavior |
Jan-23-07 | Introduction to Industry Analysis/Competitive Advantage |
Jan-25-07 | Case: Wal-Mart stores in 2003 |
Jan-30-07 | Case: Qualcomm |
Feb-01-07 | Case: Southwest Airlines - 1993 |
Feb-06-07 | Harley Davidson, Inc - 1987 |
Feb-08-07 | Case: Apple Computer 2005 |
Feb-13-07 | Case: Matching Dell |
Feb-15-07 | Introduction to Competitive Decision-Making |
Feb-20-07 | Pricing and Prisoners Dilemma |
Feb-22-07 | Case: Rogers Communications, Inc: The Wave |
Feb-27-07 | Case: Phillip Morris -- Marlboro Friday (A) |
Mar-13-07 | Entry and Capacity Competition |
Mar-15-07 | Case: British Satellite Broadcasting vs. Sky TV |
Mar-20-07 | Case: MCI Communications |
Mar-22-07 | Bargaining Equilibria |
Mar-27-07 | |
Mar-29-07 | Cases: Airbus vs. Boeing (A): Turbulent Skies AND Airbus vs. Boeing (B): The Storm Intesifies |
Apr-03-07 | Cases: Bittersweet Competition - The Holland Sweetner Company vs. NutraSweet (A) & (E), Part I |
Apr-05-07 | Cases: Bittersweet Competition - The Holland Sweetner Company vs. NutraSweet (A) & (E), Part II |
Apr-10-07 | Sealed Air: Strategic Economics & Valuation, Part I |
Apr-12-07 | Sealed Air: Strategic Economics & Valuation, Part II |
Apr-17-07 | Mergers and Acquisitions |
Apr-19-07 | Strategic Analysis in Perspective |
There are only three sources for sustainable competitive advantage:
1. Economies of Scale
2. Proprietary Technology
3. Customer Captivity
Labels: 哥伦比亚商学院 Bruce Greenwald 战略行为经济学
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