EN

SYLLABUS
MAN 5422
STRATEGIC MANAGEMENT
3 CREDIT UNITS
(CORE COURSE)

COURSE DESCRIPTION
The course of strategic management is intended to be a challenging, demanding, and
exciting (integrating) course for the curriculum of management education. It is first and
foremost a course about “strategy” and about “managing strategy formulation and
implementation processes,” especially in the pursuits of corporate growth through
sustainable development. As a “big picture” course, this class is also designed to assist the
student in integrating much of the knowledge and skills that have gained in the core
management curriculum. The problems or issues of strategy formulation, formation, and
implementation or execution cover the whole spectrum of business and management. The
main objective is to sharpen your abilities to think strategically, to make strategic
decisions, and to weigh things from the perspective of the total enterprise. It means
systematically exposing the student to the rigors of industry and competitive analysis, to
the characteristics of a global market environment, to the critical linkages between
competitive strategy and sustainable development issues to the important ingredients of
strategic moves and plans, and to the varied managerial tasks associated with
implementing and executing the chosen strategy.

LEARNING OBJECTIVES

1. To develop student’s capability to think strategically about a company, its business

position, and how it can gain sustainable competitive advantage and sustainable
development.
2. To build student’s skills in conducting strategic analysis in a variety of industries and
competitive situations.
3. To improve student’s ability to manage the organization process by which strategies
get formulated, formed, and implemented or executed.
4. To integrate and synthesize the knowledge and skills learned in earlier courses (e.g.
marketing, finance and accounting, production/operations, human resources, and
organizational behavior).
5. To integrate environmental and social issues into the strategic management process.
6. To develop student’s power of managerial judgments, help you become familiar with
the problem of top management, and provide you with a stronger understanding of
the competitive challenges of a global business environment and stakeholder activisms
and pressures on sustainable development.

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7. To apply the theory and technique of strategic management to actual business
situations by utilizing case methods.

MAIN TEXTBOOK
Thompson, Jr.,A.A., Peteraf, M.A., Gamble, J.E., and Strickland III, A. J. (2016). Crafting and
executing strategy-The quest for competitive advantage: Concepts and cases, 21st
Edition. McGraw-Hill, New York, NY. (TPGS)

ADDITIONAL READING MATERIALS

Porter, M.E. (1980). Competitive Strategy: Techniques for Analyzing Industries and
Competitors. The Free Press, New York. (PM)

Additional materials will be distributed during the sessions.

LEARNING METHOD
This method is a particular type of learning methods under the student-centered learning
(SCL) paradigm. In this approach, students are active learners to find and construct their
own knowledge. The instructor serves only as a facilitator to help students achieve
learning objectives and develop interpersonal skills. The class time will be devoted to
discuss any concepts, materials, and or issues in the subject.

INDIVIDUAL PROJECT PAPER

Each student will evaluate the growth strategy of a private company they will select in
the first few weeks of the course. For each stage of the company’s growth they will
examine company decision about strategy, execution, team, and capital. They will
identify what the company did well and what it could have done better. And they will
make recommendations on how company can sustain profitable growth.

Students may choose companies they work for, local private companies or well-known
growth companies where a great deal has been written about their early years of growth
as private companies. Students are expected to integrate appropriate framework and
concepts from the course into a document with up to 15 pages of written text plus
exhibits. The paper is submitted to academic officer on the last day of the final exam.

The paper can also be enriched by other articles from reputable management journal.
All of references must be recognized in the paper. List of references and tables are
placed in Exhibit.

Contents of the paper are consist of executive summary, company background, main
issues, theoretical findings, analysis, conclusion and suggestion.

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EVALUATION METHOD
a. Mid-term Exam 25%
b. Final Exam 25%
c. Case Presentation, Discussion, Participation, Quiz 30%
d. Individual Final paper 20%

COURSE SESSIONS
The course Strategic Management weighs 3 credit units which is held in 12 sessions of
lectures and 2 sessions of exams @ 180 minutes for the executive class.

Session Topic
1 Introduction to strategic management
• Course overview
• The concept of strategy
• Strategic management process
2 Charting a company’s direction
• Developing a strategic vision: Mission, vision and values
• Setting goals and objectives
• Crafting a strategy

3 External environment analysis

• Analyzing political, economic, social-cultural, technological, and
ecological environments
• Industry Analysis: Porter’s (1980) Five Forces, industry value-chain, and
strategic groups
• Competitive analysis
• SWOT Analysis: Identifying opportunities and threats
• Identifying key success factors (KSFs)
• Case #14: Chipotle Mexican Grill in 2016 : Can The Company Recover
from Its E.Coli Disaster and Grow Customer Traffic Again?
4 Internal analysis
• SWOT analysis: Identifying strengths and weaknesses
• Competitive advantage and core competence concepts – Resource-
based view (RBV)
• Assessing resources and capabilities as sources of competitive
advantage – applying value-chain analysis and VRIO approach
• Case #8: Under Armour’s Strategy in 2016 : How Big Factor Can The
Company Become In The $250 Billion Global Market For Sport Apparel
and ootwear?
5 Business-Level Strategy
• Formulating business strategy
• Porter’s generic strategies
• Beyond competitive strategy
• Case #13: Panera Bread Company in 2016 : Is The Company’s Strategy To
Rejuvenate The Company’s Growth Working?
6 Strengthening a company’s competitive position
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Session Topic
• Strategic moves, timing, and scope of operations to improve a
company’s competitive position
• Competitive strategies in the fragmented industry
• Competitive strategies and industry evolution
• Case #12: Uber in 2014 : Can It Remain The Dominant Leader in The
World’s Fast Emerging Ride Sharing Industry?
Mid-term Exam
7 Strategies for competing in foreign markets
• Multi-domestic strategy
• Global strategy
• Case #18: Ford Motor Company : New Strategy For International Growth
8 Corporate-level strategy
• Formulating corporate strategies – diversification
• The concepts of corporate advantage and parenting advantage
• Analyzing the strategies of diversified companies – applying growth-
share matrices
• Case #21: Modelez International : Has Corporate Restructuring Produce
Shareholder Value?
9 Strategy, Ethics, Social Responsibility, and Environmental Sustainability
• Linking strategy with ethics, corporate social responsibility and
environmental sustainability
• Case #31: Conflict Palm Oil and PepsiCo’s Ethical Dillema
10 Strategy Implementation : Building an Organization Capable of Good
Strategic Execution
• Staffing The Organization
• Developing and Building Critical Resources and Capabilities
• Matching Organizational Structure to the Strategy
• Creating fits between strategy and organizational factors: The 7S
framework
• Case #26: Rosen Hotels and Resorts : Delivering Superior Customer
Service
11 Strategy implementation : Managing Internal Operations
• Allocation Resources
• Instituting Policies and Procedures
• Adopting Best Practices and Employing Process management Tools
Case #27: Nucor Corporation in 2016 : Contending with the Challenge of
Low-Cost Foreign Imports and Weak Demand for Steel Product
12 Strategic evaluation and control
• Corporate culture and leadership
• Case #25: Southwest Airline in 2016 : Culture, Values nd Operating
Practices.
Final Exam