AICM_UMM Innovation and Chain Management

Moravian Business College Olomouc
summer 2015
Extent and Intensity
3/0/0. 6 credit(s). Type of Completion: zk (examination).
Teacher(s)
Mgr. Marek Vaculík, Ph.D. (lecturer)
Guaranteed by
Mgr. Marek Vaculík, Ph.D.
Moravian Business College Olomouc
Course Enrolment Limitations
The course is also offered to the students of the fields other than those the course is directly associated with.
fields of study / plans the course is directly associated with
Course objectives
Understanding and applying key concepts, theoretical frameworks and methods about the innovation process in companies and formation and management of cooperative agreements and external technology sourcing to speed up innovation in firms. Understanding the logic of value networks where companies join complementary assets to bring new offerings to the market. Understand the challenges related to cooperative agreements and network management.
Syllabus
  • Session 1: Introduction about collaborative innovation management and course overview
    Session 2: The importance of the alliance management process
    I. Designing alliances: Setting strategy
    Lecture: The importance of the alliance management process
    Assignment questions:
    1. Evaluate Millennium's alliance strategy. Does it make sense?
    2. What does Millennium have to do right to make the strategy succeed?
    3. Compare the various alliances that Millennium created over time. Is there a pattern? Is there a progression? Do the alliances fit together?
    Session 3: Alliance risk and governance
    IIa. Managing alliances: Working together
    Lecture: Alliance risk and governance
    Case 1:
    "BellSouth Enterprises: The Cellular Billing Project," HBS case.
    Assignment questions:
    1. Evaluate the process by which BellSouth selected its partner and structure for this alliance.
    2. Evaluate the terms of the agreement struck by the partners (Exhibit 6).
    3. What are the most urgent management problems of this alliance and why are they occurring now? How might they have been avoided?
    4. Was Telesciences a "partner" or a "vendor" of BellSouth's? Does it matter which it is? Why?
    Case 2:
    "Boston Scientific and Medinol (A)," IBS case available at
    www.alliancestrategy.com/Publications/CaseStudies.html
    Assignment questions:
    1. What has caused frictions in this alliance?
    2. Who is to blame?
    3. What should Boston Scientific do next? What should Medinol do next?
    Session 4: Interests and trust
    IIb. Managing alliances: Working together
    Lecture: Interests and trust
    Case:
    "Xerox and Fuji Xerox," HBS case.
    Assignment questions:
    1. What role has Fuji Xerox played in Xerox's global strategy?
    2. What were the key success factors in this alliance in the past? What are likely to be the keys to success in the future?
    3. Focus on one of the issues raised at the end of the case: How should Xerox and Fuji Xerox manage the low-end laser-printer business?
    4. Do joint ventures with China today "give away the future" of US firms? If so, what can they do about it?

    Extra Session: Introductory session for VALUE CHAIN MANAGEMENT
    This session is ONLY for the students joining the course only for sessions 5-11 and NOT for students who already attended sessions 1-4.
    Session 5: Managing multiple partnerships
    III. Managing Constellations
    Lecture: Managing multiple partnerships
    Case:
    "Star Alliance, 2000" IBS case.
    Assignment questions:
    1. Why have alliances proliferated in the global airline industry? Do they create value? How?
    2. How do airline alliances manage cooperation and competition?
    3. What determines the gains that each member of the Star Alliance receives from the alliance?
    Session 6: Managing partnerships in networks
    Lecture: Value constellations
    Assignment questions
    1. What are the strengths of the Flavr Savr tomato compared to the ordinary fresh tomatoes?
    2. How risky is the Flavr Savr tomato project compared to the other projects of Calgene (cottonseed, rapeseed, etc?)? Why?
    3. What are the major points of management attention in the launching process of the Flavr Savr tomato?
    4. Can you find on the Internet what happened with the Flavr Savr tomato and with Calgene?
    Session 7: Co-opetition
    IV. How to partner with competitors
    Assignment questions:
    1. What are the key drivers of Intel's business model? What are the key drivers of Microsoft's business model?
    2. Given these drivers, where should you expect to see conflict and where cooperation?
    3. If you are Andy Grove making a decision on NSP, what would you do? Should he give in to Bill Gates?
    4. As Andy Grove, how do you believe Bill Gates will react to what you want to do? Will Gates give in to Grove?
    Session 8: Extending collaboration to open innovation
    Va. The benefits of open innov
Language of instruction
English
Further Comments
The course can also be completed outside the examination period.
The course is also listed under the following terms Summer 2016, summer 2017, summer 2018, summer 2019, summer 2020.
  • Enrolment Statistics (summer 2015, recent)
  • Permalink: https://is.mvso.cz/course/mvso/summer2015/AICM_UMM