ManEc 387 Syllabus -- Winter 2011 (1)

ManEc 387 Syllabus -- Winter 2011 (1) - BRIGHAM YOUNG...

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BRIGHAM YOUNG UNIVERSITY Managerial Economics 387 Economics of Strategy Winter Semester, 2011 David F. Benson, Ph.D. Telephone: 422-8383 Strategy Group Office: 579 TNRB Department of Organizational Leadership and Strategy email: david.benson@byu.edu Marriott School Office Hours: TTH, 5:00-6:00 p.m. (and by appointment) ________________________________________________________________________________ Course Description The objective of this course is to help students learn how to use economics to achieve superior profit performance for firms. This goal is a bit different from what you would expect to find in a traditional economics course. Traditional economics tends to focus on questions of economic welfare and efficiency. In this course, we are instead concerned with understanding how economic forces influence a specific firm’s performance and discovering how those forces can be harnessed to improve the strategic prospects for the firm. The goal is to use economic and strategic reasoning to discover how a firm may develop advantageous positions relative to competitors and others who threaten profitability. Drawing from industrial organization and micro economics, we address a number of questions regarding the structure of markets and how managers can strategically maneuver within this structure to improve firm performance. For example, how can market power be secured relative to buyers, suppliers, or potential entrants? How should a manager respond to the threat of a new rival entering its market? How should a firm price its product, or select production quantities, or choose new markets for entry? How should a firm make decisions under dynamic conditions in which rivals repeatedly react to the moves of the firm? We will learn the economic tools and analytical techniques that are crucial to addressing these questions. These tools include analysis of demand and supply, production, elasticity, transaction costs, and game theory, to name a few. The perspective taken in this course is the perspective of the CEO or general manager who must manage the many strategic issues facing the enterprise. Throughout the course, in both cases and class discussion, you will apply your learning to business situations and place yourself in the decision making role of the CEO or general manager. Thinking like a general manager is an important skill to develop early in your business education. Even if your intended career is entirely within a functional discipline (e.g. finance, marketing, etc), your responsibilities will often require you to provide inputs into the strategic management decisions of the general manager. Learning Objectives The ultimate objective of the course is for you to develop a solid foundation for competent strategic and economic analysis. Developing good strategy for firms requires an analytical, problem-solving approach. This course is designed to provide you with numerous economic tools in pursuit of this goal. As you
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ManEc 387 Syllabus -- Winter 2011 (1) - BRIGHAM YOUNG...

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