Patterns of Uncompetitive Behaviour

6 reviews
Enrolled: 437 students
Duration: 8 Weeks, 80 Hours
Lectures: 8
Level: Advanced

A great many developing nations are in economic crisis today, but not exactly because they’re doing the wrong things. Rather, they’re doing the right things for times they no longer live in. That may seem a subtle distinction and little consolation, especially in the countries of Sub-Sahara Africa – Nigeria, Niger, Cameroun, Ghana, Kenya, Uganda, etc., whose behind the leading industrial democracies every year. But we have worked extensively in that region, have learned from and advised virtually all of its leaders in the arena of competitiveness, and we have found reason to hope.

It is a hope grounded in a framework for change, which we believe has helped our clients to take action, a framework in which the competitive advantages of knowledge supersede the advantage of nature. Moreover, hope is kept alive by a growing conviction that the leaders of developing nations are open to change as never before and are willing to commit themselves to the new fundamentals of economic developments without really having made a success of the old ones. Countries do not have to follow outdated assumptions to the bitter end.

What is less certain is whether those new principles of economic development will actually be put into practice soon enough to make a difference to the people of our own generation. The situation is urgent yet the solutions cannot be rushed African leaders will have to work their way through layer upon layer of inherited polemic, cynicism, and bureaucratic rigidity.

Part One: Breaking with the 7 Patterns of Uncompetitive Behaviour

1. Introduction: The cautionary tale of the Colombian Flowers, Finding El-Dorado, The Miami Hub, Completing the export Value Chain, New Markets, The Government, Unfamiliar Pressures, Inevitable Oversupply, Opening the Economy, Tension Rising, A summary

2. Avoid Overreliance on Basic Factors of Advantage

Key Tenets of Comparative Advantage Thinking, The Trap of raw Materials and Commodity Exports, Case Study; The Bolivian Soy Industry, The Relativity of Labour Rates, Disadvantages of Competing Based on Geographic Locations, A Summary

3. Improve Understanding of Customers

Towards a Customer Driven Model of Development, Not to Choose is to Choose, Case Study: The Example of Nigeria’s Non-Mineral Exports, Knowing Your Relative Competitive Position, Ineffective Communication, Uninformed Choices, Vulnerability to the Competition, Case Study; The Mexican Flower Industry

4. Know Your Relative Competitive Position

Know When and when Not to Forward Integrate, Where to Compete, The Challenge of Vertical Positioning, Giving Distribution Chanelles What They Need, Lessons from the Fruit Industry, Weighing the Opportunity to Forward Integrate, Leveraging Distribution Channels, Getting Market Feedback, Improve Interfirm Cooperation, The Cluster, Marketing Strategy Explicitly, Cooperating and Conducting, The Need for Technical Expertise and Cooperation, A Summary

5. Overcome Defensiveness

The Validity of Premises, The Logic of Inferences, The Quality of Conclusions, Avoiding Paternalism, Government and the Private Sector, Protectionism, Paternalism, Impact on Wealth Creation and Competitiveness, A Summary

6. Strategic Actions

6. Strategic Actions, Not Making Choices is making Choices, Making Choices, Types of Strategic Choices, Firm Level Learning, Customers, Getting Unstuck, Identifying Attractive Segments, Choosing Where and When to Compete, Costs, Competitors, Integrating the Three C’s, Steering Mechanisms, Case Study; The Nigerian Government- Crisis Years and Beyond, The Impact of Steering Mechanisms Over Time, National Development Strategies, Traditional growth Strategies, Traditional Growth Strategies, Traditional Social Equity Strategies, A Summary.

7. Mental Models

7. Mental Models, Belief That Influence Frames of Reference, The Nature of Wealth Creation, Nigeria’s Seven Capacities to Compete, Whose Out There? The Five Groups (Frustrated Partners, Somewhat Satisfieds, Looking for a Referee, Go It Alones, Open Traders), How Can we Bring These Five Groups Together? What’s the Connection Between Frames of Reference and the Seven Patterns?

8. The Hidden Sources of Growth- Integrating the Pieces

Integrating the Pieces, A New Way of Thinking, Productivity at the Regional Level, High Productivity and the Hidden Sources of Growth, Integrating the Pieces, The Visible Part of Competitiveness, The Invisible Part of Competitiveness, The Action Framework as an Integrated Whole, Preconditions for Change, Course Summary and Outlook.
Textbooks can be expensive costing between £50 - £150 for some courses. They are also difficult to get delivered to some locations in the world, especially in Africa. We have taken this into account and will provide you with all the textbooks and reading material for all of our courses.
Yes, you can. On the payment page, select wire transfer and select the account details next to the currency you wish to pay. Work out the equivalent amount published on and make the payment. For example, On the 7th of September 2021, the Nigerian Naira to the British Pound was £1 - N745. You may choose to contact admin" for an invoice payable at designated branches.
The course is now full and will become available again on the 3rd of January 2022. Send an email to to reserve a place. Payment window will open 6 weeks before (21/11/2021)the start date and close on the 20/12/2021.
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