All relevant information on the UIC Strategic Management (BUS4013) (1010) will be posted on this webpage.

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UPDATES

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Please check here for updates during the semester:

September 2, 2019	Please block Wednesday October 23, 2019 6 pm to 8 pm for midterm test. Please let me know if there is a conflict.
September 3, 2019	Please check your availability for the following times for the midterm test for this class:
	- Thursday October 24 from 6 pm to 8 pm
	- Friday October 25 from 6 pm to 8 pm
	- Saturday October 26 from 10 am to 12 pm
	If any of these time is NOT ok, please email me, thanks.
September 6, 2019	Please see download section for questions to answer for mini cases, and more details on the mini cases and the final group project.
September 6, 2019	Please check your schedule for the midterm test dates as proposed above for Monday's class so we can confirm a date.
October 17, 2019	The midterm test revision list is available, please see DOWNLOADS section below.
October 23, 2019	Some practice MCQ for midterm in DOWNLOADS section below with answers as below.
	A, C, D, B, A, C, A, B, D, A
	D, D, A, B, A, C, B, D, A, C
	C, D, B, B, A, C, B, A, B, D
	B, D, A, C, A, C, B, A, D, A
	C, D, B, C, A, D, B, A, D, A
	B, D, B, C, A, C, B, A, C, A
November 24, 2019	The final exam revision list is available, please see DOWNLOADS section below.
November 26, 2019	The group project report is due next week for all groups.
December 4, 2019	Some practice MCQ for the final exam in DOWNLOADS section below with answers as below.
	A, D, B, C, A, C, B, A, A, C
	D, D, B, A, B, C, B, D, A, C
	A, D, B, A, B, C, B, D, A, A
	C ,D, B, A, B, C, B, D, C, A
	D, D, B, A, B, C, B, A, C, B
	D, C, B, A, B, C, B, A, A, B
	D, A, C, B, A, B, C, B, A, C
December 4, 2019	While I have hold a high standard of requirement for the group project in the preparation stage, I believe that all groups have prepared and performed very well for both the presentation and the report given the hard work invested. I appreciate the efforts to develop the ability to think strategically for the case as it is a rare skill that requires time and effort to learn over time.

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ASSESSMENT INFORMATION

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ALL in-class quizzes, assignments, projects and presentations, test, mid-term test, and final and supplementary examinations are, unless specifically indicated, INDIVIDUAL effort, meaning that you should work on your own material and any unscholarly actions prohibited by the school must be avoided.

I will post ALL relevant course materials, updated information, correspondences, and relevant student questions in the UPDATES and DOWNLOADS section on this page. Students are responsble to check the UPDATES section frequently on their own to ensure that they are up-to-date.

The final grade for this course is based on the following components:

Class Participation (including 5% for mini case discussion)	10%
Group Project (oral: 10%; report: 15%)	25%
Midterm Test (2 hours)	15%
Final Examination (3 hours)	50%
	100%

Below is a summary of the marking of each component.

Class participation (10% of total). Class participation marks are based on, amongst others, class attendance, class participation and discussions, and preparation for class. Some of the marks might also be based on pop quizzes, practice questions, or group work that might be provided during class. 5% of the total 10% is determined by the two mini case presentations.

For each mini case, each group should prepare a one to five slide ppt for presentation and also as the mini case report. The presentation should be between five to fifteen minutes. Each group can choose between the BP or the Subway mini case; alternatively, each group can also select their own company and a specific aspect of the company on a topic of class discussion.

Group project (25% of total). 10% of the 25% total will be based on the presentation towards the end of the course and the remaining 15% total will be based on the group project report to be submitted towards the end of the course. On how to do the final report, see "A Guide to Case Analysis" below. On the requirements of the presentation and the group report, see "Case Instruction Guide" below. You can choose from the six cases posted below or any of the other cases provided in the textbook.

Mid-term test (2 hours accounting for 15% of total). The mid-term test will cover Chapters 1 to 6 ONLY and is scheduled for night of Thursday 24 October 2019. The midterm test revision list is available in the DOWNLOADS section.

Final examination (50% of total). The final exam will cover all Chapters.

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DOWNLOADS

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Download: course syllabus || assessment rubrics

Download chapter ppt: ch 1 || ch 2 || ch 3 || ch 4 || ch 5 || ch 6 || ch 7 || ch 8 || ch 9 || ch 10 || ch 11 || ch 12 || ch 13

Mini cases instructions: Mini cases Guidelines || Mini cases Discussion Questions || Mini cases questions

Mini cases: British Petroleum || Subway Restaurants (can use your own case)

Group project instructions: A Guide to Case Analysis (from book) || Case Instruction Guide (info on group project case) || Group Project Guidelines

Group project cases: Amazon || Barnes & Noble || Blue Nile || BMW || Leica Camera || Louis Vuitton (can use other cases in textbook)

Marked class notes: 2019-09-02 introduction || 2019-09-02 marked chapter 1 notes || 2019-09-09 marked chapter 2 notes || 2019-09-16 marked chapter 3 notes || 2019-09-16 marked chapter 4 notes || 2019-10-07 marked chapter 4 notes || 2019-10-07 marked chapter 5 notes || 2019-10-17 marked chapter 6 notes || 2019-10-28 marked chapter 7 notes || 2019-11-04 marked chapter 8 notes || 2019-11-04 marked chapter 9 notes || 2019-11-11 marked chapter 10 notes || 2019-11-11 marked chapter 11 notes || 2019-11-25 marked chapter 13 notes

Midterm test: topics revision list and info || 2019-10-21 marked midterm revision list || MCQ practice questions

Final exam: topics revision list and info || my detailed topics list || MCQ final exam practice questions

 

 

 

LECTURE REVIEW

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A summary of our discussion during the lecture:

September 2, 2019	We went through the following topics on Chapter 1 today:
	introduction to strategic management, logistics of course and assessment details, nine critical tasks of sm, dimensions of strategic decisions, levels of strategy, formality and forces determining formality, three modes of formality, benefits of participative approach to sm, and the sm model.
	Today's marked notes can be found in the DOWNLOADS section.
September 9, 2019	We went through the following topics on Chapter 2 today:
	nature of mission, what mission statement answers, mission statement components, three indispensible components, three primary goals, company philosophy, public image and self concept, agent theory, adverse selection and moral hazard problems, potential solutions for agency problems. and mini cases information and requirements.
	Today's marked notes can be found in the DOWNLOADS section.
September 16, 2019	We went through the following topics on Chapter 3 and Chapter 4 today:
	introduction to stakeholders, stakeholders and social responsibilties, four types of social responsibility, CSR cost and benefits analysis, five principles of successful CSR Collaboration, approaches to ethics questions, 3 components of external environment, remote environment, and using Porter's 5 Forces to evaluate the industry environment.
	Today's marked notes can be found in the DOWNLOADS section.
September 23, 2019	We went through the following topics on Chapter 3 and Chapter 4 today:
	mini case #1 presentations.
October 7, 2019	We went through the following topics on Chapter 4, Chapter 5, and Chapter 6 today:
	review of remote, industry, and operating environment, PESTE in remote environment, 5 forces to analyze industry environment, operating environment, defining industry boundaries, use of power curve to analyze competitive position, four levels of global corporation development, proactive and reactive reasons for going global, four strategic orientaitons, Five factors affecting the complexity of global strategic planning, control problem of global firms, multidomestic industry vs global industry, five factors that increase multidomesticness, product diversity and market complexity to help decide nature of global strategy, and introduction to SWOT, value chain analysis, activity-based costing, resource-based view, three circle analysis, and product life cycle for internal analysis.
	Today's marked notes can be found in the DOWNLOADS section.
October 14, 2019	We went through the following topics on Chapter 6 today:
	using SWOT and analysis diagram to determine course of action, limitations of using SWOT, analyzing primary and support activities in value chain analysis to determine where value is created through the process of the firm use activity-based costing and accounting to determine which activities create value for customers, difficulties in using activity-based cost accounting,, analyze firms' three basic resources with the four guidelines to determine their core competencies, what is helpful in using resource based view in internal analysis, use of three circles analysis to determine competitive positions, using benchmark to derive meaningful comparisons, and use of product life cycle to determine key drivers to successful.
	Today's marked notes can be found in the DOWNLOADS section.
October 21, 2019	We went through the following topics today:
	midterm logistics discussion and revision list review, and mini-case #2 presentation.
	Today's marked notes can be found in the DOWNLOADS section.
October 28, 2019	We went through the following topics on Chapter 7 today:
	seven areas in long term objective setting, five criteria for good long term objectives, use of Balanced Scorecard in performance measurement, three generic strategies of low cost leadership, differentiation, and focusing, the value disciplines approach of operational excellence, customer intimacy, and product leadership, 15 grand strategies, and 11 business models for sustainable profits.
	Today's marked notes can be found in the DOWNLOADS section.
November 4, 2019	We went through the following topics on Chapter 8 and 9 today:
	substainable low cost leadership and risk, cost leadership opportunities using VCA, differentiation strategy and risk, diferentiation opportunities using VCA, speed-based strategy and risk, speed-based strategy using VCA, market focus strategy and risk, emerging, growth, mature, and decline industry, fragmented industry, generic global competitive strategies, grand strategy selection matrix, model of grand strategy clusters, BCG growth-share matrix, industry attractiveness - busines strength matrix, strategic environments matrix, limitations of portfolio approach, the synergy approach, the parenting opportunities framework, and the patching approach.
	Today's marked notes can be found in the DOWNLOADS section.
November 11, 2019	We went through the following topics on Chapter 10 and 11 today:
	short term objectives for implementation of strategies, qualities of effective short term objectives, Milliken Global Environmental Objectives, functional tactics, outsourcing, using policies to empowerment, bonus and stock option plan for compensation, five traditional organizational structures, small, functional, divisional, matrix, and product team structure, restructuring, business process reengineering, downsizing, and self-management, virtual and agile organizations. strategic alliances, horizontal, vertical, geographic, and external interface boundaries, becoming internetworked enterprise, and ambidextrous learning organization.
	Today's marked notes can be found in the DOWNLOADS section.
November 18, 2019	We went through the following topics on Chapter 12 today:
	leadership and strategic intent, perseverance and principles, shaping organizational culture with passion, reward systems, symbols, and structure, self / personal leadership, interpersonal leadership, leading teams and organizations, sources of power and influence from organization power and personal influence, position, reward, information, and punitive power, expert, referent, and peer influence, managing the strategy-culture relationship, and discussion on group projects.
November 25, 2019	We went through the following topics on Chapter 13 today:
	four types of strategic controls, two basic types of implementation controls, four steps in postaction operational control systems, Balanced Scorecard's four perspectives, group project final presentations, and discussion on group projects.
	Today's marked notes can be found in the DOWNLOADS section.
December 2, 2019	We went through the following topics today:
	review of revision list for final exam, and group final project presentation.

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COURSE OUTLINE AND LECTURE NOTES

This course outline is tentative and subject to change based on our progress. Please check the UPDATES section and table below for latest information.

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Week 1	Chapter 1 Strategic Management
September 2, 2019	Chapter 2 Company Mission
Week 2	Chapter 2 Company Mission
September 9, 2019
Week 3	Chapter 3 Corporate Social Responsibility
September 16, 2019	Mini Case #1
Week 4	Chapter 4 The External Environment
September 23, 2019	Group Presentation
Week 5	Holiday
September 30, 2019
Week 6	Chapter 5 The Global Environment
October 7, 2019
Week 7	Chapter 6 Internal Analysis
October 14, 2019	Mini Case #2
Week 8	Chapter 7 Long-Term Objectives and Strategies
October 21, 2019	Group Presentation
October 24, 2019	Mid-term Test Chapters 1 to 6 ONLY
	The midterm test revision list is available, please see DOWNLOADS section.
Week 9	Chapter 7 Long-Term Objectives and Strategies
October 28, 2019
Week 10	Chapter 8 Business Strategy
November 4, 2019	Chapter 9 Multibusiness Strategy
Week 11	Chapter 10 Implementation
November 11, 2019	Chapter 11 Organizaitonal Structure
Week 12	Chapter 12 Leadership and Culture
November 18, 2019	Chapter 13 Strategic Control
Week 13	Chapter 13 Strategic Control
November 25, 2019	Group Project Presentation
Week 14	Group Project Presentation
December 2, 2019	Final Review
December 13, 2019	Final Examination
	The final exam revision list is available, please see DOWNLOADS section.

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COURSE DETAILS

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Course	Strategic Management (BUS4013) (1010), Semester I (2019-2020)
Prerequisites	None
Time and Location	Mondays 3 to 6 pm at T29-302
Instructor	Dr. Thomas WU
Office	T1-302-R3
Office hours	By appointment
Email	thomaswu@uic.edu.hk
Website	http://www.drthomaswu.com (all information for this course can be found here)
Teaching Assistant	Ms. Chelsea Xin CHEN
Office	T1-402-H4
Email	chelseaxinchen@uic.edu.hk
Office Phone	3620730 Ext. 8730
Aims and Objectives	This course aims to prepare the student for a successful business career by providing them with a broad understanding of the importance and complexity of strategic decisions and how they require an integration of all aspects of business operations. It focuses on developing the skills required of senior/general managers to diagnose business problems and opportunities and to develop and implement effective courses of action.
Notes to Students	1. Students are advised to pre-read the assigned chapter before each lecture.
	2. Students are expected to participate actively in class discussions, ask relevant questions, and share their views.
	3. The use of the Chinese version and/or the photocopied version of the textbook in class is disallowed.
	4. It is highly recommended that students complete the assigned questions according to schedule.
	5. It is the students’ responsibility to seek help from their respective instructors and teaching assistants. To ensure that your instructor is available for consultation during your desired date and time, please make an appointment with the instructor in advance via email or whilst in class. Teaching assistants are available to help students during their office hours on a first-come, first-served basis. It is advisable that you make an appointment with the TA in advance. Please don’t wait till the last minute to obtain clarification on what you do not understand.
Required Textbook	Strategic Management Planning for Domestic & Global Competition, 14th edition, Pearce, J.A. and Robinson, R.B., McGraw Hill, ISBN: 978-007-128950-4
Reference	Barney, J.B., Hesterly, W.S. (2012) Strategic Management and Competitive Advantage. Prentice Hall. Campbell, D., Stonehouse, G., Houston, B. (2002). Business Strategy: An Introduction, (2nd edition). Butterworth Heinemann. Christensen C. M. (1997). The Innovator’s Dilemma. Harvard Business School Press. David, F. E. (2003). Strategic Management: Concept, latest edition. Prentice Hall. Dess, G.G. and Lumpkin, G.T. (2003). Strategic Management: Creating Competitive Advantages. McGraw-Hill/Irwin. HBR’s 10 Must Reads: On Strategy. (2011). Harvard Business Review Press. Hill, C.W.L. and Jones, G.R. (2004). Strategic Management: An Integrated Approach (6th ed.). Houghton Mifflin. Hitt, Ireland, and Hoskisson (2009), Strategic Management: Competitiveness and Globalization, (9th edition). Thomson/South-western Jerry Biediger, et al. (2005). Strategic Action at Lenovo. Organizational Dynamics, Vol. 34, No. 1, pp. 89–102, Johnson, Scholes, and Whittington, (2009). Exploring Corporate Strategy, Prentice Hall. Kim W. C. & Renee Mauborgne, (2005). Blue Ocean Strategy. Harvard Business School Press. Michael E. Porter, (1999). On Competition. Harvard Business Review Press. Oster, S.M. (1999). Modern Competitive Analysis. (3rd ed.). Oxford University Press. Mintzberg, Lampel, Quinn & Ghoshal, (2002) The Strategy Process: Concepts, Contexts, and Cases. Prentice Hall. Wheelen & Hunger, Strategic Management & Business Policy: Achieving Sustainability, latest edition. Pearson.
Cases	Short cases from the textbook or cases prepared by the instructor (long cases are exclusively reserved for group projects) Project Report (Pearce & Robinson, Text Cases, 14th edition) - Barnes and Noble, Inc. - Amazon - Leica Camera: A “Boutique” Firm faces a world of change. - Louis Vuitton - Blue Nile, Inc. - BMW - Others… (instructors can decide the long cases taken from the textbook)
Teaching Method	The course consists of class lectures and tutorials. Students should attend all lectures and tutorials. Attendence will be taken and there is a required minimum attendence level. Students should have read and be familiar with assigned readings and related materials before class. Students should also work through the recommended practice questions.
Grading Policy	All university policies concerning acceptable student behavior apply for this course. In particular, unscholarly actions prohibited by the university should be avoided to prevent regretable results from these actions.

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