Chapter 0
An Introduction of the
Strategic management Course
Assoc.Prof.Dr. Tran Dang Khoa
Personal information
Name: Assoc.Prof.Dr.Tran Dang Khoa
Position:
Head of Strategic Management Division
Director of the Study Programme in
Management
Courses: Management, Strategic
Management, Strategy implementation,
Design Thinking for Business, Developing
Management Skills, Corporate Social
Responsibility
Email: [email protected]
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Course Learning Outcomes
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Knowledge
CLO1.1: Understand the concepts and
elements that make-up a company's
strategy.
CLO1.2: Describe and discuss the
strategic management process of a
company.
CLO1.3: Understand, identify, discuss the
internal and external factors that impact
the process of setting, selecting and
implementing a company's strategy.
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Knowledge
CLO1.4: Understand, identify, discuss the
strategic types and options of the
company.
CLO1.5: Understand, identify, discuss
tools for strategic setting, management,
and control.
CLO1.6: Be able to apply the strategy
setting, implementation and control.
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Skills
CLO2.1: Demonstrate creative thinking
skills in identifying competitive
advantages and strategic direction for
businesses.
CLO2.2: Demonstrate analytical and
problem-solving skills in identifying
internal and external factors, selecting
strategies, implementing and controlling
company strategies.
CLO2.3: Demonstrate teamwork,
leadership and conflict resolution skills
through teamwork and group exercises.
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Autonomy and Responsibility
CLO3.1: Learners demonstrate the ability
to apply theories and tools to strategic
planning, implementation and control of a
company.
CLO3.2: Demonstrate the ability to
analyze, identify and make strategic
decisions within a company.
CLO3.3: Demonstrate the ability to self-
update knowledge through individual
reports on new research related to
strategic management in a new context.
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Course outline
CHAPTER 1: STRATEGIC MANAGEMENT
CHAPTER 2: COMPANY MISSION
CHAPTER 3: COMPANY SOCIAL
RESPONSIBILITIES AND BUSINESS
ETHICS
CHAPTER 4: EXTERNAL ENVIRONMENT
CHAPTER 5: GLOBAL ENVIRONMENT
CHAPTER 6: ANALYSIS OF INTERNAL
SITUATION
CHAPTER 7: LONG-TERM GOALS AND
STRATEGIES
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Course outline
CHAPTER 8: BUSINESS STRATEGY
CHAPTER 9: INTERDISCIPLINARY
BUSINESS STRATEGIES
CHAPTER 10: THE IMPLEMENTATION OF
STRATEGY
CHAPTER 13: TESTING STRATEGY
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CHAPTER 1: STRATEGIC MANAGEMENT
The nature and value of strategic
management
Strategic management processes
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CHAPTER 2: COMPANY MISSION
The definition of Mission
Mission Statement
Boards of Directors
Agency theory
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CHAPTER 3: COMPANY SOCIAL
RESPONSIBILITIES AND BUSINESS ETHICS
Stakeholders' approach to social
responsibility
Types of social responsibility
Satisfy corporate social responsibility
Management ethics
Business ethics standards
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CHAPTER 4: EXTERNAL ENVIRONMENT
The company's external environment
Environmental opportunities
Industrial environment (branch)
Types of strategic competitive pressures
Win the pressure
Industry (branch) and competitive
analysis
Environment control
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CHAPTER 5: GLOBAL ENVIRONMENT
Globalization
The growth of the global company
Why do firms go global?
The beginning of globalization
The complexity of the global environment
Global carrier testing problems
Global strategic plan
Competitive strategies for firms in global
markets
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CHAPTER 6: ANALYSIS OF INTERNAL
SITUATION
SWOT analysis: the traditional approach
to analysis of internal situation
Value chain analysis
Competitive advantage from customer
value: three rounds of analysis
How to look at Resources-Foundation of a
firm
Analysis of the internal situation:
Marketing
Important comparisons
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CHAPTER 7: LONG-TERM GOALS AND
STRATEGIES
Long-term goals
General Strategies
The rules of value
Key Strategies
Selecting long-term goals and key
strategic plan
Series of goals and strategies
Selecting strategies
Designing profitable business models
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CHAPTER 8: BUSINESS STRATEGY
Evaluating and selecting business
strategies: seeking a continuous
competitive advantage
Selling Advantageous Products/Services:
Evaluation and Selection for diversifying a
firm’s value
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CHAPTER 9: INTERDISCIPLINARY BUSINESS
STRATEGIES
Investment portfolio approach: a starting
point based on historical research
Collaborative approach: leverage effect of
core competencies
The role of company’s origin: adding
tangible value
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CHAPTER 10: THE IMPLEMENTATION OF
STRATEGY
Short-term goals
Functional tactics to execute business
strategies
Actively outsourcing function
Empowered controllers: the role of policies
Reward plans
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CHAPTER 13: TESTING STRATEGY
Testing strategy
Setting up strategy tests
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Teaching method
Students present the theory in the chapter
Discuss of the class
Teacher answers all questions
Case study and Kahoot game
Teacher summarizes the chapter
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Assessment
Process assessment (70%)
Presentation: 7 marks
Exercises: 1 mark
Discussion in class: +0.5 mark/day with
discussion
TOP 5 Kahoot: +0.5 mark/chapter
Game in class: +0.5 TOP 3
Absent: -0.5 mark/day
Final assessment (30%)
Assignment with 2-3 questions
Can use materials School Of Management
Textbook
John A. Pearce II and
Richard B. Robinson Jr.
(2013), Strategic
Management – Planning
for Domestic & Globle
Competition, 13rd
Edition, McGraw Hill
International.
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Textbook
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Reading books
Fred David (2011). Strategic Management
Concepts and Cases, 13th Edition. New
Jersey: Prentice Hall.
Porter, M. E. (1982). Competitive
strategy. RAE-Revista de Administração de
Empresas, 22(2), 44-46.
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Assoc.Prof.Dr. Trần Đăng Khoa
