本科生“战略管理课”教学大纲
Syllabus for the Course of Strategic Management
Undergraduate Class，Fall Semester

　　Ma Chunguang
　　Professor of International Business
　　School of Business
　　University of International Business & Economics (UIBE)
　　E-mail address: cma_uibe@yahoo.com.cn
　　Office hour: 15:00-17:00 Thursday
　　Office: N502（宁远楼）  

Objective of the Course（教学目的）

This is a two-credit course designed for undergraduate students majoring in business management. Unlike other business courses that concentrate narrowly on a particular function or piece of the business - accounting, finance, marketing, production, human resources, or information systems, strategic management is a big picture course. It cuts across the whole spectrum of business and management. The center of attention is the total enterprise - the industry and competitive environment in which it operates, its long-term direction and strategy, its resources and competitive capabilities, and its prospects for success.

Throughout the course, the spotlight will be trained on the foremost issue in running a business enterprise: “What must managers do, and do well, to make the company a winner in the game of business?” The answer that emerges, and which becomes the theme of the course, is that good strategy-making and good strategy-execution are the key ingredients of company success and the most reliable signs of good management. The mission of the course is to explore why good strategic management leads to good business performance, to present the basic concepts and tools of strategic analysis, and to drill you in the methods of crafting a well-conceived strategy and executing it competently.

Students will be called on to probe, question, and evaluate all aspects of a company’s external and internal situation. Likewise, students have to grapple with sizing up a company’s standing in the marketplace and its ability to go head-to-head with rivals, learn to tell the difference between winning strategies and mediocre strategies, and become more skilled in spotting ways to improve a company’s strategy or its execution.

The whole strategic management cycle – from defining the business to strategy formulation to implementation and execution to evaluation of results to reformulation – is being intensively scrutinized by practitioners, consultants, and business school academics. Therefore, it is the focus of this course.

Textbook（指定教材）

小阿瑟 A. 汤普森等著，《战略管理：获取竞争优势 - 核心概念、分析工具和案例》（英文原版胶印版），清华大学出版社，2004年10月版。原版书名为：Arthur A. Thompson, Jr. John E. Gamble, and A.J. Strickland III, “Strategy - Winning in the Marketplace: Concepts, Analytical Tools, and Cases”, (McGraw-Hill Company, 2004).

Reference Books （参考文献）

1.Thomas L. Wheelen & J.David Hunger, “Strategic Management and Business Policy”, 11th Edition, Pearson/Prentice Hall, 20081．
2.Fred R. David, “Strategic Management: Concepts”, 11th edition, (Pearson Prentice Hall, 2007)
3. Ricky W. Griffin & Michael W. Pustay, “International Business”, Pearson/Prentice Hall, 2007
4.David B. Yoffie & Mary Kwak, Judo Strategy: Turning Your Competitor’s Strength to Your Advantage, (Harvard Business School Press, 2001);
5. 迈克尔·波特著、高登第等译《竞争论》（On Competition），中信出版社，2003年;
6. Michael E. Porter, Hirotaka Takeuchi, & Mariko Sakakibara, Can Japan Compete?, (Perseus Publishing , 2000);
7. Michael E. Porter, Competitive Strategy,? (Simon & Schuster, 1980);
8. Michael E. Porter, Competitive Advantage,? (Simon & Schuster, 1985);
9. Michael E. Porter, The Competitive Advantage of Nations,? (The MacMillan Press, 1990).

Course Grading （评分标准）

In-class discussion and home assignment　　　　20%
Case analysis (groups)　　　　　　　　　　　　　10%
Term examination　　　　　　　　　　　　　　　 70%

Chapters to be covered in class （讲授章节）

Chapter 1　What is Strategy and Why is it Important
Chapter 2　Analyzing a Company’s External Environment
Chapter 3　Analyzing a Company’s Resources and Competitive Position
Chapter 4　Crafting a Strategy: The Quest for Competitive Advantage
Chapter 5　Competing in Foreign Markets
Chapter 6　Diversification: Strategies for Managing a Group of Businesses
Chapter 7　Buildinga Capable Organization
Chapter 8　Managing Internal Operations: Actions That Facilitate Strategy Execution
Chapter 9　Corporate Culture and Leadership

Group cases to be discussed in class （课堂小组案例讨论）

Competition in the Bottled Water Industry (C-1)
Dell Computer Corporation (C-20)
LVMH’s Diversification Strategy into Luxury Goods (C-80)
Kmart: Striving for a Comeback (C-131)