Strategic Applications: Module II – Advanced Certification Course
A NOTE TO WAR-GAMING PARTICIPANTS:
Prerequisite of CI 301: Competitive Blindspots or CI 302: Cross-Competitor Analysis highly recommended. Also, to gain the greatest benefit from this two-day program, be prepared to review the case material in advance.
A war game WAR (Way Around Risk) Gaming is a uniquely structured battle of minds between teams representing various rivals in the industry. We start the course with a theoretical framework for understanding industry evolution, deciphering competitor behavior and generating strategic options, and then progress to application using real data to the point of making market forecasts checked against real events.
On Day One, we lay the framework for analyzing the industry, evaluating the company’s strategic position, and predicting competitor vulnerabilities. Day Two is devoted to an analytical battle between teams, similar to a chess game, and concludes with the most likely competitor scenarios and formation of specific action recommendations.
Do you need to…
1. Predict your competitors’ strategies and actions for the next year?
2. Predict industry evolution path for the next 1-3 years?
3. Learn to develop creative strategic options and think like an entrepreneurial company?
4. Update executive participants (during a management retreat) with the latest developments in your competitive arena and the resulting implications to your company’s future?
5. Assess the competitive environment before the strategic planning cycle begins?
6. Identify your company’s strategy weaknesses?
7. Learn to track competition in emerging industries?
8. Shift management’s attention to an external focus?
9. Introduce competitive thinking into marketing, research, and business development plans?
10. Assess your rivals’ technological, commercial strategies, as well as your customers’ future directions?
1. Anticipating Competitor Actions in a Constantly Changing Market
Anticipating Competitor Actions in a Constantly Changing Market
Your company is developing a new line of products, an investment of $36 million. The new line is based on your company’s existing competence in processing technology, and should have a synergy, marketing wise, with your other very strong, market-leading brands.
The market has a big competitor, K, with 34% of the share, and three others (W, H, and Z) with around 10% each. Thirty- six percent is divided among regional players. Your marketing plan calls for a national roll out within a year, and 7 % market share within 18 months.
1. Based on the competitor analysis framework, which competitor would you target? Which one of the four-corners is the most relevant for this decision (strategy, drivers, capabilities or management assumptions)?
2. Which competitor would you avoid and why? How do you avoid a competitor? Would a strategic map help?
3. Running a war game with the above players, how do you quantify the risks associated with each potential strategy?
2. Creating War Games for Your Executives
Creating War Games for Your Executives
Your company’s executives are going on an annual strategy retreat. They asked you what could CI contribute to this meeting. You suggested a CI-based war game to chart the industry’s future. In support of your claim, you have to summarize the benefits of a war game to strategic planning, assess how much work is involved, and present the expected outcomes of the game.
1. Is a war game appropriate for a senior strategy forum? How is it superior to senior executives’ own experience in the industry?
2. How does one draw scenarios, and what type of scenarios are drawn using a war game? Why is a war game superior to a typical scenario building exercise using computer simulation and an outside consulting firm?
3. What early warning system can spring up from a good war game? Why is it superior to interviews as a method of intelligence needs assessment?
4. How does one perform strategic risk identification and assessment within in a war game framework?
3. How to Devise an Entry Strategy Against a Giant
How to Devise an Entry Strategy Against a Giant
The problem of Fuji is that it was running against a huge and entrenched competitor, Kodak. Its quest to enter the U.S. market was at best somewhat suicidal. Kodak held between 75 to 90 percent of the market share in different segments, and tied major distribution channels as an entry barrier. What entry strategies held a chance in hell against such a formidable competitor?
1. Can you win against a much larger competitor, on its territory, with enormous entry barriers? What entry strategies work under these conditions? What philosophy is required to make the entry successful?
2. What CI data will help you in pushing the competitor to commit significant resources to the wrong cause?
3. What can you do, as the larger competitor, to block entry into your own markets by a smaller, foreign competitor?
4. Can you draw a scenario of what the outcomes of the battle are going to be based on a CI analytical framework? (Hint: If you are talented, yes!)
Even when I sat through endless fantastic sessions at a top MBA School with Strategy experts, they still lacked the insightful, realistic, practical approach you showed us in just 2 days. I’m a fan.
The course left me wanting more. I couldn’t wait to get back to work to put what I had learned to use.
Great Course…The concepts taught in the War Gaming class are immediately applicable to any business and any industry, at any phase of the business life cycle.
Enriching, exciting, and fun!
This will challenge you to be a better CI professional regardless of your current level of expertise!
Fantastic real-world application of theory that was in the Anticipating Disruptions course (CI 403). It allows you to see academia hit the business world head on.
Very hands-on and pragmatic course on War Gaming. I will implement my learnings at work!
You will distinctly remember Ben Gilad’s courses so much more than any other course you have taken before. His energy, wisdom and experience in strategic intelligence is unparalleled!