GROWTH STRATEGIES: MULTI BUSINESS AND GLOBAL ARENAS
Examines growth strategies that extend the firm's scope into new businesses and geographies. Most firms operate in multiple products, markets, and geographic arenas. Explore complementarities (and costs) of operating in a portfolio of strategic arenas defined by products, customers, and global markets. This includes the analysis of strategic choices to vertically integrate (e.g., internal suppliers) as well as maintaining external alliance partners.
Prerequisites & course information
Requisites: ( M H R 723 or concurrent enrollment) or declared in graduate Business Exchange program Course Designation: Grad 50% - Counts toward 50% graduate coursework requirement Repeatable for Credit: No Last Taught: Summer 2026 Learning Outcomes: 1. Analyze a firm’s resources (capabilities, tangible, and intangible assets, etc.) as a basis to assess the merits of firm growth into new industries and geographies. Audience: Graduate 2. Evaluate the costs and potential gains (synergies) associated with operating in multiple product or geographic markets. Audience: Graduate 3. Balance the tradeoffs associated with different market entry strategies such as de-novo growth, strategic alliances, and mergers and acquisitions. Audience: Graduate 4. Assess a firm’s need to vertically integrate business units. Audience: Graduate Learning Outcomes: 1. Analyze a firm’s resources (capabilities, tangible, and intangible assets, etc.) as a basis to assess the merits of firm growth into new industries and geographies. Audience: Graduate 2. Evaluate the costs and potential gains (synergies) associated with operating in multiple product or geographic markets. Audience: Graduate 3. Balance the tradeoffs associated with different market entry strategies such as de-novo growth, strategic alliances, and mergers and acquisitions. Audience: Graduate 4. Assess a firm’s need to vertically integrate business units. Audience: Graduate
Sources
- Course catalogue ↗2026-2027