战略管理（双语）授课计划 For Students.doc

本文档系作者精心整理编辑，实用价值高。学 期 授 课 计 划 表课程名称： 战略管理（双语） 1112 学年 第 1 学期上课周次授课序号 内 容（章节号、课题名称、实验名称）课时数授课方式课外作业备注21IntroductionGroup DivisionCourse outline introduceWhy we need to learn strategy?HOMEWORK:1. Search the VRIO model, try to explain it.2. Study on the history of Apple Inc. , try to explain the strategic focus2Lecture22Chapter 1 What is strategy and the strategic management process?1. Case analysis: the music download industry2. How to define strategy3. Describe the strategic management process4. What is competitive advantage5. Ethics and strategy: stockholders versus stakeholdersHOMEWORK:1. There is little empirical evidence that having a formal, written mission statement improves a firms performance. Yet many firms spend a great deal of time and money developing mission statements. Why?2. Reading the case: /post/4301.htmlthen try to answer the question: what is the Starbucks striving for?2Lecture33Break for Mid-moon festival2Lecture34Chapter 2 Evaluating a Firms External Environment1. Understanding a Firms General Environment2. How to evaluate Firm Performance3. Five Forces Model: Theory and ApplicationHOMEWORK:1. Government policies can have a significant impact on the average profitability of firms in an industry. Government, however, is not included as a potential threat in the five forces model. Should the model be expanded to include government (to make a “six forces” model)? If yes, why? If no, why not?2. Try to explain GOME or SUNINGs competition environment with five forces model.2Lecture学 期 授 课 计 划 表课程名称： 战略管理（双语） 1112 学年 第 1 学期上课周次授课序号 内 容（章节号、课题名称、实验名称）课时数授课方式课外作业备注45Chapter 2 Evaluating a Firms External Environment1. Explanation of Five Threats: How to survive in the tough competition environment.2. Industry structure and environmental opportunities3. Case study: Microsoft Grows Up( Why Vista lost its glory of Microsoft?)4. Compare the product innovation and process innovation5. Opportunities in declining industriesHOMEWORK:1. Perform a five forces analysis on the following industries: Textile industry and Pharmaceutical industry 2. For each of the following firms identify at least two competitors and two complimentors:Dell/Boeing/McDonalds2Lecture46Chapter 3 Evaluating a Firms Internal Capabilities1. RBV of the firm2. Explanation on VRIO Framework3. Ethics and Strategy: Different viewpoints of Profit Maximization4. Value chain analysis: what the VALUE stands for?HOMEWORK:1. Analysis the following firms key factors to success:HUAWEI/PetroChina/Starbucks2Lecture57Chapter 3 Evaluating a Firms Internal Capabilities5. Discuss on the Rarity6. The question of imitationreference: /group/topic/8835396/7. The question of effective organizationHOMEWORK:1. Reading Southwest Airlines VRIO Framework application, explain its strategy.2. Which firm is more likely to be successful in exploiting its resources of sustained competitive advantage in its home market than in a highly competitive, non domestic market: (a) a firm from a less competitive home country or (b) a firm from a more competitive home country? Why?2Lecture学 期 授 课 计 划 表课程名称： 战略管理（双语） 1112 学年 第 1 学期上课周次授课序号 内 容（章节号、课题名称、实验名称）课时数授课方式课外作业备注58CASE STUDY: 新产品为何早夭？ HBR 2011.6Discuss topics:1. How to make the right decision on new product development?2Lecture69Break for national day610Chapter 4 Cost leadership1. The worlds lowest-cost airline: how to reduce cost?2. Sources of cost advantages3. Ethics and strategy: the Race to the Bottom4. The value of cost leadershipHOMEWORK:1. Gome, Changhong, and Hyundai are all cited as examples of firms pursuing cost leadership strategies, but these firms make substantial investments in advertising, which seems more likely to be associated with a product differentiation strategy. Are these firms really pursuing a cost leadership strategy or are they pursuing a product differentiation strategy by emphasizing their lower costs?2Lecture711Chapter 4 Cost leadership1. Cost leadership and sustained competitive advantage2. The imitability of sources of cost advantage3. How to implement cost leadershipHOMEWORK:1. One way of thinking about organizing to implement cost leadership strategies is that firms that pursue this strategy should be highly centralized, have high levels of direct supervision, and keep employee wages to an absolute minimum. Another approach is to decentralize decision-making authorityto ensure that individuals who know the most about reducing costs make decisions about how to reduce costs. This, in turn, would imply less direct supervision and somewhat higher levels of employee wages (why?). Which of these two approaches seems more reasonable? Under what conditions would these different approaches make more or less sense?2Lecture学 期 授 课 计 划 表课程名称： 战略管理（双语） 1112 学年 第 1 学期上课周次授课序号 内 容（章节号、课题名称、实验名称）课时数授课方式课外作业备注712Chapter 5 Product differentiation1. Case discussion: Victorias secret2. The definition of product differentiation3. The relationship between s firm and its customer4. Link within and between firmsHOMEWORK:1. Although cost leadership is, perhaps, less relevant for firms pursuing product differentiation, costs are not totally irrelevant. What advice about costs would you give a firm pursuing a product differentiation strategy?2Lecture813Chapter 5 Product differentiation5. The value of product differentiation6. Ethics and Strategy: Product claims and ethical dilemmas in health care7. Product differentiation versus Cost leadership8. Organizational structure and implementing product differentiationHOMEWORK:1. Compare COSTCO and Wal-Mart, whats the different strategy they took, and why?2Lecture814CASE STUDY:HBR 2011-5:”乖宝贝”成长之痛Discussion Topics:1. Expand or recession, a tough decision, how do you think and explain it.2915Chapter 6 Vertical integration1. Why outsourcing?2. What is vertical integration3. The value of vertical integration4. Vertical integration and flexibilityHOMEWORK:1. Some firms have engaged in backward vertical integration strategies in order to appropriate the economic profits that would have been earned by suppliers selling to them. How is this motivation for backward vertical integration related to the opportunism logic for vertical integration described in this chapter?2. What are the competitive implications for firms if they assume that all potential exchange partners cannot be trusted?2Lecture学 期 授 课 计 划 表课程名称： 战略管理（双语） 1112 学年 第 1 学期上课周次授课序号 内 容（章节号、课题名称、实验名称）课时数授课方式课外作业备注916Chapter 6 Vertical integration5. Vertical integration and sustainable competitive advantage6. Vertical integration and environment analysis7. Whats the boundary of corporation?8. The limitation of corporation vertical expansionHOMEWORK:1. Try to propose some example on the value of trust.2. Is there any conflict of vertical integration and division of labor?2Lecture1017Chapter 7 Corporate diversification1. Discussion: Diversify, a possible way to eliminate risk?2. Types of corporate diversification3. Choose the related or unrelated diversify?4. The value of diversificationHOMEWORK:1. One simple way to think about relatedness is to look at the products or services a firm manufactures. The more similar these products or services are, the more related is the firms diversification strategy. However, will firms that exploit core competencies in their diversification strategies always produce products or services that are similar to each other? Why or why not?2Lecture1018Chapter 7 Corporate diversification5. Shared activities in the value chain6. Case study: GORE-Tex and Guitar Strings7. Case study: Globalization and the threat of MNCsHOMEWORK:1. Do diversification is a effective way of risk-reducing?2. Under what conditions will a related diversification strategy not be a source of competitive advantage for a firm?2Lecture1119Case Study: the diversity strategy of Coca-colaDiscussion:1. Why Coke choose the diversify strategy?2. How to facing new environment and culture?2学 期 授 课 计 划 表课程名称： 战略管理（双语） 1112 学年 第 1 学期上课周次授课序号 内 容（章节号、课题名称、实验名称）课时数授课方式课外作业备注1120Mid-term exam2exam1221Strategic Management Video2Video1222Reading the material of HBR2011-1:Shared Value, by Michael PorterWrite the reading report and hand in.21323Chapter 8 Strategic alliance1. What is strategic alliance?2. How do strategic alliances create value?3. Alliance threats: incentives to cheat on strategic allianceHOMEWORK:1. Try to explain why strategic alliance is a preferential choice for firms.2. Explain how to prevent the cheat behavior in cooperation2Lecture1324Chapter 8 Strategic alliance4. Zero sum game in cooperation5. Organizing to implement strategic alliancesHOMEWORK:1. If adverse selection, moral hazard, and holdup are such significant problems for firms pursuing alliance strategies, why do firms even bother with alliances? Why dont they instead adopt a “go it alone” strategy to replace strategic alliances?2Lecture1425Chapter 9 Meager and Acquisition1. What are M&As?2. The value of M&A3. Case study: CNOOC acquire UNOCAL4. Reading: 中国企业海外并购新战略