Strategic management

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Instructor: Nguyen Van Thang (Ph.D.)

April 2016

Table of Content

About the instructors 4


Tentative Class Schedule 6


Case 1: Mismanagement Closes a Bookstore 7

Case 2: How One Small Store Thrives Among Giants 9

Case 3: China's real estate bubble 11

6 nghịch lý trên thị trường bất động sản Việt Nam 16

Case 4: Video: Howard Schultz: The Star Of Starbucks 18

Reading 2: Starbucks đang bị "tín đồ" cà phê Việt xa lánh? 22

Reading 3: Starbucks in Vietnam 27

Starbucks in Vietnam: Guide for analysis 32

Case 5: The Toyota Production System – Example from NUMMI’s Plant 40

Case 6: Samsung 43

Case 7: The Design Company (E company) 47

About the instructors

Nguyen Van Thang, Ph.D.
Ph.D., University of Oregon (USA), 2002

MBA, Boise State University (USA), 1995

B.A., National Economics University (Vietnam), 1989

Research Interest

Interfirm Trust, Entrepreneurship, International Management

Dr. Nguyen Van Thang is the Director of the Asia-Pacific Institute of Management, National Economics University, Vietnam. His research has been published in world-class journals such as Journal of International Business Studies, Journal of World Business, Journal of Business Venturing, Entrepreneurship Theory and Practice, Journal of International Management, and Human Resource Management Review. Some of his works have also been presented at major international conferences such as Academy of Management Meetings, Academy of International Business conferences. He is a member of the Academy of Management. Dr. Thang received his Outstanding Reviewer Award from Management Education Division, Academy of Management, 2004, and a NEU Research Excellence Award, 2009.
Dr. Nguyen Van Thang has taught Strategic Management for Henley, Boise, and NEU MBA programs. He was a visiting professor at the University of Macau (2005-2007), and visiting lecturer and taught Small Business Policies class at the Washington State University (Fall 2004). He also taught Management for undergraduates at the University of Oregon during his Ph.D. program. Relatedly, he has participated in a number of training and consulting projects for organizations in Vietnam.



Thang V. NGUYEN, Ph.D.

Office: 102, Building #14

Tel: 0985489976


  • Strategy: A view from the top, by de Kluyver, C. A. and Pearce, J., 2003, Prentice Hall, NJ.

  • Collections of cases and video transcripts.

Objectives of the course:

After finishing this course, participants will be better able to:

  1. Understand key concepts on strategy

  2. Conduct strategic analysis for various types of organizations

  3. Generate and evaluate strategic choices for various types of organizations

To accomplish these objectives, active preparation and participation of the students are critical. The course will include class and small group discussions, short lectures, video and text cases, and a team project. It is absolutely essential for participants to do required readings and cases before the class. Attending class will help you learn the material and prepare for the exam/assignments. Please arrive on time for class as a courtesy to others; late arrivals are disruptive.


Grades will be based on performance on the final exam, a team project, an individual writing assignment, case preparation notes, and participation.

  • Exams (60 points): There will be a midterm (20%) and final exam (40%). Students arriving later than 15 minutes after the scheduled start of the exams will not be permitted to take the exam. If you are unable to take the exam, you MUST notify me in advance either by e-mail or phone. University guidelines governing any form of academic cheating or dishonesty will be strictly enforced.

  • Team Project (30 points). Teams of 3-4 members will be assigned by the instructor during the second week of the course. Each team will need to complete a project consisting of a report (no more than 15 pages, double-spaced) and a presentation in class. Separate instructions on the team project will be posted on class web.

  • Participation (10 points). This accounts for attendance and participation in class discussions. Marks weigh not only on quantity but also on quality of the participation. All students are required to participate in discussions of classes and groups.

Tentative Class Schedule



Readings and cases


Introduction to the course

What is strategy?

Chapter 1: What is strategy?

Case 1: Mismanagement closes a bookstore


Competitive advantages: Strategic positioning

Chapter 4: Formulating business unit strategy

Case 2: How one small store thrives among giants?


Environment Analysis

Team project assignment

Chapter 2: Change and uncertainty in the external strategic environment

Case 3: China's real estate bubble


Practice of environment analysis

Case 4: Starbucks (Video + readings)


Midterm exam


Internal analysis

Chapter 3: Leveraging internal resource and change drivers for competitive advantage

Case 7: The Design Company


Balanced Scored Card

Chapter 3: Leveraging internal resource and change drivers for competitive advantage (Balanced Scorecard)

Case 11: Samsung tries to snatch Sony's crown


Organizing for success

Chapter 9: Strategy implementation and control

Case 10: Toyota Production System



Chapter 8: Formulating global strategy

Case 14: Out of India (video)


Team project presentations

Team project report due

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