Are you CEO-ready?

Strategic Models behind GlobStrat

Competitivity theory
Porter’s model is certainly the first foundation of the economic model. Investing in the building of competitive advantages creating differentiation and/or cost competitiveness, competing for customer value and market share, within the generic business strategies coherence scheme, the strategic diamond analysis, and the competitive intensity model... help students to master the business strategy of their firm.

Resources-based theory
Building the firm development on its core competencies, innovating in new products and services, building new capabilities for the future...means using concretely the resource-based theory of the firm to help students master the development of their business in a corporate and more creative view of their firm.

Globalization and Strategic Alliances theories
These theories led us reconsider the scope of the business, by adding more international development options (3 international markets (Americas, Europe & Africa, Asia & Oceania) with three market segments each, and to offer optional alliances and partnerships opportunities, which may change drastically the rules of the game, if implemented.

Sustainability and CSR theories
These theories led us to deliver the Triple Bottom Line level of complexity by integrating sustainability and CSR concrete options in Globstrat for more ethical and economical realism, but also for giving instructors and students an opportunity to integrate subjects that matters, i;e. the firm responsibilities in a different world.

Strategic alignment and coherence Premium theories
Associated to strategy implementation, these theories led to a better taking into account of the decisions coordination and of the coherence of the strategy implementation. This coherence premium that we observed statistically in the simulations demonstrate that the best performing teams are those who arrive at a clear consensus on the strategy and to the best quality of team-work, in terms of leadership, decision making, arbitrage processes, and collaboration between team members.
Finally, the equilibrium between these different theories and models is such that not any strategy is «a priori» a winning one but that the best teams will emerge progressively, depending upon the clearness of their strategy, the coherence of its implementation, and its articulation with the other strategies.
Some simulations do subsidize early investors or risky investors, or those who have the right recipe given the dominating model or the best predefined position...GlobStrat does sustain those who take some risk and invest better, given their strategy if it is clear, creating the right capabilities and building the right and defendable competitive advantages for a given audience target, creating more customer value for these clients and finally creating more value for the shareholders and, eventually, in the Triple Bottom Line version, for all stakeholders.
This unique strategic model gives the participants the opportunity for creative strategies and for a stimulating simulation where they will learn from their own errors but also learn from interaction with competitors’ strategies.
This in turn creates the conditions for demonstrating graphics (automatically generated by GlobStrat) and leading to strategic conclusions guarantying to the professor a great and successful final debriefing.