• 价值创造度量法
  详读： Hax, and Majluf，《策略的概念与过程：实务的方法》。第二版，Prentice Hall，1996，第17章。
  
  

  〈美国最佳及最差的财富创造者〉。《财富杂志》，第18期，2000十二月号。
  
  〈美国最佳及最差的财富创造者〉。《财富杂志》，第10期，2001十二月号。
  
  Slywotzky, Adrian J., 与 Richard Wise，〈成长危机以及如何避免〉。《哈佛商业评论》80期，第7卷，2002七月号，72-83页。

第18章

• 平衡计分卡及
  详读： Hax, and Wilde，《金三角专案：发现获利力的新来源》。Palgrave，2001，第9到第10章。
  
  Kaplan, Robert S., 与 David P. Norton，〈你的策略碰到问题吗？那就把它标识出来吧〉。哈佛商业评论 ，2000九月~十月号，167-176页。

• 企业流程：核心观念
  详读： Hax, and Wilde，《金三角专案：发现获利力的新来源》。Palgrave，2001，第7章。

第20单元

• 管理全球供应炼
  个案：〈利丰公司：在“填满嵌镶画” 〉(注：因为没有看到文章内容，无法确定究竟标题的本意为何)的背后1995-1998年 (#9-398-092)
  请针对以下问题进行准备：
  1. 利丰公司是如何维持比同产业中的其他公司的毛利高出三倍的成绩？它独特的优势是什么？以及它如何和其他传统的竞争者做出差异？
  2. 该公司所展现出什么样子的中国企业的特性？这些对公司来说属于是优势吗？
  3. 利丰公司的矩阵采购系统的好处是什么？
  4. 风险资本小组是如何对利丰公司的成长做出贡献的？
  5. 接下来公司会面临到的挑战是什么？同时如果要扩展，哪些议题是要强调注意的？如何以及向哪里来扩展呢？

• 人力资源管理
  Hax, and Majluf，《策略的概念与过程：实务的方法》。第二版，Prentice Hall，1996，第18~第19章。
  
  Bartlett, Christopher A., and Sumantra Ghoshal，《透过人才来建立起竞争优势》。《史隆管理评论》 43期，第2卷，2002冬季号，34-41页。

第22单元

• 知识管理
  个案：〈麦肯锡公司：管理知识及学习〉 (#9-396-357)
  请针对以下问题进行准备：
  1. 一家没没无闻的小型会计及工程顾问公司如何能在50年之间成长成为一家世界最具声望的企管顾问公司？James O. McKinsey 及稍后继任的Marvin Bower 发展出什么样独特的竞争优势？
  2. Ron Daniel是怎样在领导麦肯锡公司期间有效地对于公司目的与目标委员会 所标明的挑战呢？而Fred Gluck在公司被要求改变的当口做出什么样子的贡献呢？
  3. 由1990年代中期三个小型的第一线个案的证据来评断，公司在过去20年的长时间改变的过程当中是多么有效率的在进行？
  4. 你对Rajat Gupta在麦肯锡的知识发展及运用上的四叉方法有什么评价？如果你把自己当成是一为资深的工作伙伴，你会给他什么样明确的建议呢？

第23单元

• 对于吸引人才、满足人才及留住人才
  个案：〈微软公司：人才上的竞逐(A)〉 (#9-300-001)
  请针对以下问题进行准备：
  1. 比尔．盖兹 (Bill Gates)相信微软公司对于吸引、激励及留住优秀人才是他们公司竞争优势的来源，你同意他的说法吗？为什么或者为什么不同意？
  2. 微软的人力资源政策及实务是如何的有效？1980年代的非正式流程是否对于1990年代的公司成长是恰如其份的合宜呢？你对Ballmer最近对微软的人力资源政策及实务的改变有什么想法？
  3. 当1990年代中期，微软是否遭遇到问题？是否高层管理阶层的流动率升高是无法避免的？这个情况是可以管理的吗？你会对Steve Ballmer及Bill Gates提供什么样的建议？

• 组织设计的一般性原则
  详读： Galbraith, Jay R，《连结消费者与产品─为了产品及消费者聚焦而组织起来》。
  
  建构全球性组织 。第2章。

  Mohrman, Susan A., Jay R. Galbraith and Edward E. Lawler III。《明日的组织》， Jossey-Bass，1998，第4章。

第25单元

• 组织的领导统御
  个案：奇异公司20年来的转变：杰克．威尔许的领导统御 (#9-399-150)
  请针对以下问题进行准备：
  1. 威尔许在1981年所面临到的挑战有多困难？而他是多么有效果地处理呢？
  2. 当威尔许在1980年代的晚期以及1990年代的初期所发起的一系列的提议的目标是什么呢？在当时他付诸行动的用意是要试着达成什么样的改变？对整个改变的过程有逻辑性或合理性的支持力量吗？
  3. 这样大型、复杂且多样化的企业集团是如何公然对抗外界的批评并且持续地获利成长？威尔许的各种提议有增加公司的价值吗？如果有的话，是如何增加的？
  4. 你对于威尔许领导变革的方法有何评价？他对奇异公司的成功有多么重要？他的取代有什么样蕴含的意义？

第26单元

• 综合回顾及课程学习
  详读：Hax, 与 Wilde，《金三角专案：发现获利力的新来源》。Palgrave，2001，第12章复习。
  
  Ghoshal, Sumantra, Christopher Bartlett 与 Peter Moran，《管理新宣言》。史隆管理评论 ，1999春季号。
  
  Mintzberg, Henry 与 Joseph Lampel，《策略流程的省思》。史隆管理评论 ，1999春季号。

• The Delta Project
  Read: Hax, and Wilde. The Delta Project: Discovering New Sources of Profitabilitly. Palgrave, 2001, Chapters 1 and 2.
  
  Skim: Hax, and Wilde. The Delta Project: Discovering New Sources of Profitabilitly. Palgrave, 2001, Chapters 3, 4, and 5.

Session 2

• Porter's Frameworks and the Resource-Based View of the Firm
  Read: Porter, Michael E. Towards a Dynamic Theory of Strategy. Strategic Management Journal 12, 1991, pp 95-117.
  
  
• The Resource-Based View Of The Firm
  Grant, Robert H. The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation. California Management Review 33, No. 3, 1991.
  
  Hax, and Wilde. The Delta Project: Discovering New Sources of Profitabilitly. Palgrave, 2001, Chapters 7 and 12.

Session 3

• Business Strategy - The Core Concepts
  Read: Hax, and Majluf. The Strategy Concept and Process: A Pragmatic Approach. 2nd ed. Prentice Hall, 1996, Chapters 2 through 7.

• Industry Structure And Competitive Interaction
  Case: Cola Wars Continue: Coke vs. Pepsi in the Twenty-First Century (#9-702-442)
  Be prepared to address the following questions:
  1. Why was the soft drink industry so profitable?
  2. Compare the economics of the concentrate business to the bottling business; why is the profitability so different?
  3. How do you explain the success of Coca-Cola during the Goizueta years?
  4. Is the sustained growth and profitability of the industry coming to a close?
  

Session 5

• Competitive Positioning
  Case: Wal*Mart Stores, Inc. (#9-794-024)
  Wal*Mart in 1999 (#9-799-118)
  Be prepared to address the following questions:
  1. What are the sources of Wal*Mart's competitive advantage in discount retailing?
  2. How sustainable will its position be in the future?
  3. How effective will diversification into the full industry be?
  

Session 6

• Competitive Positioning
  Case: Capital One Financial Corporation (#9-700-124)
  Be prepared to address the following questions:
  1. What are the key elements of Capital One's strategy that allows to differentiate them from the rest of the industry?
  2. How sustainable is Capital One's competitive advantage? What can competitors do?
  3. Is the strategy transportable to other industries?

• Brick and Click
  Guest Speaker: Gerhard Schulmeyer (Professor of Practice, SSM)
  
  Read: Hax, and Wilde. The Delta Project: Discovering New Sources of Profitabilitly. Palgrave, 2001, Chapter 8.
  
  Porter, Michael E. Strategy and the Internet. Harvard Business Review, March 2001, pp 63-78.
  
  Gulati, Ranjay and Jason Garino. Get the Right Mix of Bricks and Clicks. Harvard Business Review, May-June 2000, pp 107-114.

Session 8

• A Firm's Repositioning
  Case: Intel Corporation: 1968-1997 (#9-797-137)
  Intel Corporation: 1997-2000 (#9-702-420)
  Be prepared to address the following questions:
  1. What was Intel's strategy in DRAMs? What accounts for Intel's dramatic decline in market share in the DRAM market between 1974-1984? To what extent was Intel's failure a result of its strategy?
  2. What strategy did Intel use to gain a competitive advantage in microprocessors? What threats has Intel faced in sustaining its competitive advantage in microprocessors and what strategies has it used to deal with each? Why has Intel been able to sustain its advantage in microprocessors, but not in DRAMs?
  3. What is your assessment of Intel's strategy during Barrett's tenure?
  4. What are the future prospects of Intel? What is the biggest threat it faces? Whom should it be most worried about?

Session 9

• Sustaining Competitive Advantage
  Case: Matching Dell (#9-799-158)
  Note: Creating Competitive Advantage (#9-798-062)
  Be prepared to address the following questions:
  1. How and why did the personal computer industry come to have such low average profitability?
  2. Why has Dell been so successful?
  3. Prior to the recent efforts by competitors to match Dell (1997-1998), how big was Dell's competitive advantage? Specifically, calculate Dell's advantage over Compaq in serving a corporate customer.
  4. How effective have competitors been in responding to the challenge posed by Dell's advantage? How big is Dell's remaining advantage?
     
     Dell is properly being presented as one of the most innovative companies, the creator of a business model that has received a great deal of attention in the networked economy. Questions 1 and 2 can be addressed using Porter's Five Forces and Porter's Value Chain frameworks respectively. The third question allows for you to do some numerical calculations to quantify Dell's advantage over Compaq. You are welcome to work in groups in preparation of this analysis.

Session 10

• Competitive Dynamics
  Case: Leadership Online: Barnes & Noble vs. Amazon.com (A) (#9-798-063)
  A Note on Microeconomics for Strategies (#9-799-128)
  Be prepared to address the following questions:
  1. Based on your own experience of traditional bookselling and your exploration of online bookselling, compare willingness-to-pay for books supplied by these two business models.
  2. Also compare the forecast long-run cost position of a successful online bookseller to Barnes and Noble's traditional business model. (Assume that Exhibits 4 and 7 in the case reflect average discounts of 10% off list price for Barnes & Noble's traditional bookstores and 25% off list for the online bookseller.)
  3. Assess Barnes & Noble's response to the substitution threat from Amazon. How did Amazon respond in turn, and to what net effect?
  4. Who will be the online leader? Will it ever make much money selling books (as opposed to selling stock)?
     
     Please contrast the competitive positioning of a traditional, off-line competitor like Barnes & Noble versus an on-line channel like Amazon.com. With regard to question 1, a customer willingness-to-pay for a product or a service is the maximum amount of money a customer is willing to part with in order to obtain a product or a service. The question is whether you find any significant difference in your willingness to pay for a book being acquired under these two different channels. In question 2 you might want to use the most recent data provided in Exhibit 4 (1996 for Barnes & Noble) and Exhibit 7 (F2001E for Amazon). Remember that Barnes & Noble provides 10% discount off list price, and Amazon provides 25%. The case is a good vehicle also to talk about the substitution threat Barnes & Noble and how it is responding against Amazon.

Session 11

• Strategy And The Competitiveness Of Nations
  
  Read: Porter, Michael E. The Competitive Advantage of Nations. Harvard Business Review, March-April 1990.

• Corporate Strategy - The Core Concepts
  Read: Hax, and Majluf. The Strategy Concept And Process: A Pragmatic Approach. 2nd ed. Prentice Hall, 1996, Chapters 9 through 16.

Session 13

• Corporate Philosophy and Culture
  Case: Johnson & Johnson (A) (#9-384-053)
  Johnson & Johnson (B): Hospital Services (#9-384-054)
  Be prepared to address the following questions:
  1. Comment on Johnson & Johnson (J&J) philosophy and culture. Are they overdoing their decentralization policy? What is your opinion about "The Credo?" (Johnson & Johnson A)
  2. How are strategic and operational responsibilities handled at J&J? Do you like their strategic planning process and their executive compensation? (Johnson & Johnson B: Hospital Services)
  3. By establishing the Hospital Services Group (HSG), J&J seems to be taking an action against the fiber of its decentralization philosophy and culture. Do you agree with that decision?
  4. Comment on the charter of HSG. How would you prevent possible conflicts between HSG and the J&J companies?
     
     Although these cases on the surface are quite old, they address some very critical issues that have profound relevance in management regardless of time. The A case presents a company that is enormously consistent in terms of its culture, management processes, and philosophy. Decentralization is the trademark of that organization. Case B deeply challenges the effectiveness of this management structure. I have two very interesting tapes of Jim Burke, who was CEO of Johnson & Johnson at that time that I would like for you to see. Please try to be available until noon if at all possible because I might run over a bit.
     

Session 14

• Corporate Governance
  Guest Speaker: Prof. William F. Pounds (Sloan School Dean Emeritus)

Session 15

• Corporate Diversification and Horizontal Strategy
  Read: Prahalad, C.K. and Gary Hamel. The Core Competence of the Corporation. Harvard Business Review, May-June 1990.
  
  Case: Masco Corporation (A) (#9-389-186)
  Household Furniture Industry in 1986 (#9-389-189)
  Be prepared to address the following questions:
  
  
  1. How can we explain Masco's success to date?
     • Has Masco been successful as a corporation?
     • Why has the faucet strategy been such a great success?
     • How has Masco been able to make and integrate so many acquisitions?
     • What went wrong with past diversification?
       
  2. Should Masco enter the furniture industry?
     • Is the industry attractive for anyone to enter?
     • Does Masco bring special resources to the industry?
     • Can Masco transform or improve the industry?
     • Can Masco achieve a sustainable advantage?
     • What will be the cost of entry?
       
  3. What is the best entry strategy?
     • What is the appropriate mode of entry? Major acquisition? Several small acquisitions? Internal development?
     • What is the best segment(s) to enter?
     • How should Masco position itself for the long term?
       
       Please do not be turned off by the fact that this is a fairly old case. It is a classical vehicle to discuss diversification through acquisition - a very critical subject in strategy. There are two issues that you should consider, as stated in the questions attached to the course syllabus:
       1) An analysis of acquisitions strategy in the faucet industry.
       2) An analysis of their intended entry into the furniture industry by acquisitions.

Session 16

• Guest Speaker: Hector Ruiz (President and CEO, Advanced Micro Devices)
  Read: Hax, and Wilde. The Delta Project: Discovering New Sources of Profitabilitly. Palgrave, 2001, Chapters 6.
  
  Christensen, Clayton M., Mark W. Johnson and Darrell K. Rigby. Foundations for Growth: How to Build Disruptive New Businesses. Sloan Management Review 43, No. 3, Spring 2002, pp 22-31.

• Metrics Of Value Creation
  Read: Hax, and Majluf. The Strategy Concept and Process: A Pragmatic Approach. 2nd ed. Prentice Hall, 1996, Chapter 17.
  
  

  America's Best & Worst Wealth Creators. Fortune. 18 Dec 2000.
  
  America's Best & Worst Wealth Creators. Fortune. 10 Dec 2001.
  
  Slywotzky, Adrian J., and Richard Wise. The Growth Crisis and How to Escape It. Harvard Business Review 80, No. 7, July 2002, pp 72-83.

Session 18

• The Balanced Scorecard and Granular Metrics
  Read: Hax, and Wilde. The Delta Project: Discovering New Sources of Profitabilitly. Palgrave, 2001, Chapters 9 and 10.
  
  Kaplan, Robert S., and David P. Norton. Having Trouble with Your Strategy? Then Map It. Harvard Business Review. September-October 2000, pp 167-176.

• Business Processes: The Core Concepts
  Read: Hax, and Wilde. The Delta Project: Discovering New Sources of Profitabilitly. Palgrave, 2001, Chapter 7.

Session 20

• Managing The Global Supply Chain
  Case: Li & Fung (A): Beyond "Filling in the Mosaic" - 1995-1998 (#9-398-092)
  Be prepared to address the following questions:
  1. How is Li & Fung able to maintain margins three times those of the rest of the industry? What are its specific strengths and how does it differ from more traditional competitors?
  2. What attributes of Chinese business culture does the company exhibit? Are these strengths for the company?
  3. What are the benefits of the Li & Fung matrix sourcing system?
  4. How does the venture capital group contribute to Li & Fung's growth?
  5. What are the challenges the company faces going ahead and what issues does it need to address in order to expand? How and where should it expand?

• Human Resources Management
  Hax, and Majluf. The Strategy Concept and Process: A Pragmatic Approach. 2nd ed. Prentice Hall, 1996, Chapters 18 and 19.
  
  Bartlett, Christopher A., and Sumantra Ghoshal. Building Competitive Advantage Through People. Sloan Management Review 43, No. 2, Winter 2002, pp 34-41.

Session 22

• Knowledge Management
  Case: McKinsey & Company: Managing Knowledge and Learning (#9-396-357)
  Be prepared to address the following questions:
  1. How was the obscure little firm of "accounting and engineering advisors" able to grow into the world's most prestigious consulting firm fifty years later? What was the unique source of competitive advantage developed by James O. McKinsey and later Marvin Bower?
  2. How effective was Ron Daniel in leading McKinsey to respond to challenges identified in the Commission on Firm Aims and Goals? What contribution did Fred Gluck make to the required changes?
  3. Judging by the evidence in the three mini-cases of front-line activities in the mid-1990s, how effective has the firm been in its two-decade long change process?
  4. What is your evaluation of Rajat Gupta's"four-pronged" approach to knowledge development and application within McKinsey? As a senior partner, what specific advice would you give him?

Session 23

• Attraction, Satisfaction, and Retention of Talent
  Case: Microsoft: Competing on Talent (A) (#9-300-001)
  Be prepared to address the following questions:
  1. Bill Gates believes that Microsoft's ability to attract, motivate, and retain superior people is its core source of competitive advantage. Do you agree? Why or why not?
  2. How effective are Microsoft's human resource policies and practices? Have the informal processes of the 1980s been appropriately adapted to the company's growth through the 1990s? What do you think of Ballmer's recent changes to Microsoft's human resource policies and practices?
  3. As of mid-1999, does Microsoft have a problem? Is the rising senior management turnover inevitable? Is it manageable? What recommendations would you make to Steve Ballmer and Bill Gates?

• General Principles of Organization Design
  Read: Galbraith, Jay R. Linking Customers and Products - Organizing for Product and Customer Focus.
  
  Structuring Global Organizations. Chapter 2.

  Mohrman, Susan A., Jay R. Galbraith and Edward E. Lawler III. Tomorrow's Organisation. Jossey-Bass, 1998. Chapter 4.

Session 25

• Organizational Leadership
  Case: GE's Two-Decade Transformation: Jack Welch's Leadership (#9-399-150)
  Be prepared to address the following questions:
  1. How difficult a challenge did Welch face in 1981? How effectively did he take charge?
  2. What is Welch's objective in the series of initiatives he launched in the late 1980s and early 1990s? What is he trying to achieve in the round of changes he put in motion in that period? Is there a logic or rationale supporting the change process?
  3. How does such a large, complex, diversified conglomerate defy the critics and continue to grow so profitably? Have Welch's various initiatives added value? If so, how?
  4. What is your evaluation of Welch's approach to leading change? How important is he to GE's success? What implications for his replacement?

Session 26

• Wrap-Up and Lessons Learned
  Read: Hax, and Wilde. The Delta Project: Discovering New Sources of Profitabilitly. Palgrave, 2001, Chapter 12 Revisited.
  
  Ghoshal, Sumantra, Christopher Bartlett and Peter Moran. A New Manifesto for Management. Sloan Management Review. Spring 1999.
  
  Mintzberg, Henry and Joseph Lampel. Reflecting on the Strategy Process. Sloan Management Review. Spring 1999.