Completed notes of the course

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IntroducƟon We want to share and discuss the tools to  understand the current strategic posiƟoning of a company, as a part of a market, of an ecosystem of players involving and delivering some value to the customers, how to define the boundaries of the compeƟƟon around the company and the business model adopted by the company, both from a strategic and a markeƟng perspecƟve (customer profiling, what is the value the customers perceive)  develop the future strategic posiƟoning, what are the chances to stay profitable, sustainable in the market, for potenƟally for a long period of Ɵme  strategic innovaƟon to design and adapt the business model, to make it more compeƟƟve in the arena you are in. We will focus the discussion mainly on large and established companies, already on the market, and with the clear view of what they are offering, that face the problem of matching the daily compeƟƟon on a regular basis, but also the compeƟƟon on a long-term basis. Then, there will be glances of start-upping, to understand what are the insights on the way a new company designs a S&M process and how it might start sizing the profitability level. The problem of the tools is to move from the models to the actual cases  need to discuss cases to beƩer understand them. Reference Case: X, from TwiƩer to X. A very famous, iconic brand, with impact on the lexicon of our days. Before the acquisiƟon by Musk, TwiƩer was a place where it was possible to write thoughts, a company that delivers a digital space, a plaƞorm (which embeds a forum, communiƟes, social media relaƟonships), in any plaƞorm users and suppliers overlaps, you can be a supplier of the plaƞorm making your own statements (content creaƟon), or you are using the plaƞorm to gather informaƟon, acƟng as a user. The company provides…