ACADEMY OF POLICY AND SOCIALIST REPUBLIC OF VIETNAM

DEVELOPMENT Independence – Freedom - Happiness

INTERNATIONAL SCHOOL OF
FINANCE AND ECONOMICS

SYLLABUS FOR STRATEGIC MANAGEMENT

LEVEL OF TRAINING: UNDERGRADUATE
MODE OF STUDY: FULL –TIME
1. COURSE NAME:
In Vietnamese: Quản trị Chiến lược
In English: Strategic Management
Course code: Number of credit: 03
2. THE DEPARTMENT IN CHARGE OF THE COURSE: International school of
economics and finance
3. PREREQUISITES: INTRODUCTION OF MANAGEMENT
4. COURSE DESCRIPTION:
− Business environments including markets, critical success factors, and strategies
employed to gain a competitive advantage.
− The nature of strategic management; the analysis and interpretation of business
environments; the nature of competition, relative position of firms, individual
strategies and their relationship to critical success factors.
− Strengths and weaknesses related to production, finance, research and development,
marketing, administration; the role of structure, controls, rewards, culture and
leadership in implementation.
5. COURSE OBJECTIVES:
5.1. Knowledge
• Introduce the key concepts of strategic management to learners in business environment
• Provide several fact-based opportunities for learners to practise the use of management
concepts.
• Discuss how the key concepts of business strategies can be used in analyzing a range of
competition problems.
5.2 Skills
• Be able to analyse a business implementation i.e. product vs. pricing, promotion vs.
pricing; product quality vs. placement
• Have a clear and structured guideline to develop a business plan
5.3. Attitude
• Develop the independent learning skills in business, combine with interactive skills i.e.
presentation and teamworking skill.

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• Having a spirit of initiative, independence, responsibility in thinking and acting, and a
spirit of cooperation with other members in the process of teamwork.
6. EXPECTED LEARNING OUTCOMES (ELOs):
a. Knowledge:
1. (KT1) Evaluate, analyze and apply this knowledge to solve practical problems in the
field of international trade at the national, supranational and corporate levels;
2. (KT3) Understand and have in-depth professional knowledge of the international
market; have the ability to apply international marketing knowledge to solve international
business problems;
3. (KT4) Understanding the rules of the market economy, having a global mindset,
adapting to the changes and development of the world economy;
b. Skills:
1. (KN15) Having professional skills in different fields such as accounting, corporate
finance, personal finance, etc. at domestic and international public or private enterprises;
2. (KN16) Willingness to adapt when changing working position or job or working
environment in both domestic and international;
c. Attitude:
1. (NL19) Capable of working independently, working in groups, practical skills,
operating ... capable enough to become a manager, leader;
2. (NL20) Actively and voluntarily perform assigned tasks; self-responsibility; honest;
cooperative attitude; ready to help team members.
7/ COURSE CONTENTS:
ALLOCATION OF TIME
Allocation ELOs Notice
Content Credit
Academic Practice
Chapter 1 - The nature of 8 5 3 [1][2][5]
strategic management
Chapter 2 - The external and 8 3 5 [1][2][3][5]
internal assessment
Chapter 3 - Strategy analysis 8 3 5 [2][3][4][5]
and management decision
Chapter 4 - Implementation 8 3 5 [3][4][5]
of strategic management
Chapter 5 - Strategic 8 5 3 [3][4][5]
management review and
control 5 3 2 [1][5]
Chapter 6 - Other issues in

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strategic management

Total 45 22 23

CHAPTER 1 - THE NATURE OF STRATEGIC MANAGEMENT

1.1 Strategic management process
1.1.1 3-stage strategic management
1.1.2 Integration of analysis and intuition in strategic management
1.1.3 Definition of key strategic management terms
1.2 Business Vision and Mission
1.2.1 Role and nature of Vision and Mission in business
1.2.2 Identify of components of Vision and Mission
1.2.3 Process of Vision and Mission development
1.3 A Comprehensive Strategic Management Model

CHAPTER 2 - THE EXTERNAL AND INTERNAL ASSESSMENT

2.1 The external assessment
2.1.1 Identify external forces - PESTEL model
2.1.2 Michael Porter’s Five force model
2.1.3 External Factor Evaluation Matrix (EFE)
2.2 The internal assessment
2.2.1 Basic internal business functions and management
2.2.2 Value chain analysis and importance
2.2.3 Internal Factor Evaluation Matrix (EFE)

CHAPTER 3 - STRATEGY ANALYSIS AND MANAGEMENT DECISION

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3.1 Strategy analysis framework
3.1.1 SWOT matrix 3.1.4 IE Matrix
3.1.2 SPACE matrix 3.1.5 QSPM Matrix
3.1.3 BCG matrix
3.2 Role of organisational culture and choice of management
3.2.1 Cultural criteria in decision process
3.2.2 Board of directors in strategic planning
3.2.3 Other factors’ influence on strategic management
3.3 Types of strategies in magement
3.3.1 Levels of strategic management
3.3.2 Strategic management direction: Diversification vs. Concentration
3.3.3 Strategic management in different business types

CHAPTER 4 - IMPLEMENTATION OF STRATEGIC MANAGEMENT

4.1 Strategic management in Production
4.1.1 Five elements of strategic management in production/operation
4.1.2 Human Resources issues and management
4.2 Strategic management in Supporting Business Function
4.2.1 Financial Strategic management
4.2.2 Marketing Strategic management
4.2.3 R&D Strategic management
4.3 Strategic management and Customer Relationship management

CHAPTER 5 – STRATEGIC MANAGEMENT REVIEW AND CONTROL

5.1 Strategic management Evaluation
5.1.1 Criteria in evaluating strategic management
5.1.2 Methods in evaluation process
5.1.3 Develop a Balances Scorecard
5.2 Audit and Revision of strategies
5.2.1 Guideline for effective strategic management
5.2.2 Revision strategy for updated management

CHAPTER 6 - OTHER ISSUES IN STRATEGIC MANAGEMENT

6.1 Business Ethics and Coporate Social Responsibility
6.1.1 Coporate Social Responsibility (CSR) in business
6.1.2 Business Ethics from External and Internal view
6.2 Global and Local business Issues

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 6.2.1 Global issues for International business: environmental and cultural issues
6.2.2 Localisation for International business: tax, labour union and others
8/ TEXTBOOK
Fred R. David and Forest R. David. Strategic Management Concepts: A Competitive
Advantage Approach. 16th. Pearson. 2018

9/ RECOMMENDED TEXTBOOK:
- Thompson A. A. Jr.& Strickland, A. J. III, and Gamble (2010) Crafting and Executing
Strategy (17th ed). Boston: McGraw-Hill.
- Ahlstrand, B. (2009), Strategy Safari, 2nd edition, Pearson Education Limited, England.

10/ TEACHING METHODS & LEARNING PROGRESS ASSESSMENT

10.1 Teaching methods
Teaching methods Learning methods Extra-curricular
methods
- Lectures provision (Major) - Attendance & Take notes - Critical thinking
- Question & Answer (Q&A) - Discussion - Reasoning &
- Case study discussion - Pre-class case-study research Solutions
- Expert Interview & Discussion - Group working and self study - Creative thinking
- Group assignment

10.2 Learning progress assessment

The grade will be based on 4 parts Weight Criteria
1 Course participation (attendance 20% Attendance Monitor (10%)
and actively participation in class Class participation (10%)
discussion, Online quizzes)
3 Group assignment 20% Academic Capacity (10%)
Practical and Social skills (10%)
4 Final Exam 60% Academic knowledge and fact-based
skills
Total 100%

11/ SELF-STUDY GUIDELINES

11.1 Academic knowledge:
The principles and academic knowledge can be obtained through the textbook (Chapter 1
to Chapter 11) and handouts provided before each lectures on the digital commucation
channels (email/open-resource system). Given the structured-based lectures, learners

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should be able to develop a comprehensive understanding of all crucial management
concepts and business market.
11.2 Practical and Social Skills:
Learners are required and be self-aware of to attend and participate in after-lesson
activities and discussion.
Group assignment task is provided and instructed early at the course so that learning
progress could be self-assessed and learners are given a full control on the progression.

Hanoi, 11th August, 2021

DEAN OF PRESIDENT OF
INTERNATIONAL SCHOOL OF ACADEMY OF POLICY AND
ECONOMICS AND FINANCE DEVELOPMENT