課程資訊
課程名稱
當代管理思潮與實務
Modern Management Thoughts and Practice 
開課學期
104-1 
授課對象
管理學院  國際企業學研究所  
授課教師
邱宏仁 
課號
IB5060 
課程識別碼
724 U0090 
班次
 
學分
全/半年
半年 
必/選修
選修 
上課時間
星期二A,B,C(18:25~21:05) 
上課地點
管一102 
備註
國企所碩一必選。
限碩士班以上
總人數上限:100人 
Ceiba 課程網頁
http://ceiba.ntu.edu.tw/1041IB5060_Prof_Chiu 
課程簡介影片
 
核心能力關聯
核心能力與課程規劃關聯圖
課程大綱
為確保您我的權利,請尊重智慧財產權及不得非法影印
課程概述

安排業界傑出人士及實務經驗豐富之講師,進行六至七場專題演講,提供研究所學生與實務界企業經營者或專業經理人交流及對話之平台,以輔助及印證課堂所傳授之知識。

本學期將以(1)競爭合作層級 vs.(2)前瞻管理思潮為兩面向:(1)再細分為企業網絡.競爭平台.生態體系, (2)再細分為知識產權/建構設計(IPR & Architectural Design), 社交媒體/移動裝置(Social Media & Mobile Devices), 大數據分析/ 雲商務(Big-Data Analytics & Cloud Business).
 

課程目標
1.提供學生與傑出業界人士交流及對話之管道。
2.藉由課程獲得實務面知識,而能與修業課程相輔相成,互相印證。
 
課程要求
1. 準時出席並專注聆聽
2. 事前針對主題之準備
3. 積極參與提問及討論 
預期每週課後學習時數
 
Office Hours
另約時間 
參考書目
(R1) Engel, J. (2015) Global Clusters of Innovation: Lessons for Silicon Valley.
California Management Review, pp. 36 – 65.
(R 2) Kim and Mauborgne (2014) Blue Ocean Leadership. Harvard Business Review, May, pp. 60 – 72.
(R 3) Porter and Helppelmann (2014) How smart, connected products are transforming competition. Harvard Business Review, November, pp. 64 – 88.
(R 4) Reeves, et al. (2015) The self-tuning Enterprise: How Alibaba uses algorithmic thinking to constantly reinvent itself. Harvard Business Review, June, pp. 76 – 83.
(R 5) Santos and Williamson (2015) The new mission for multinationals. MIT Sloan Management Review, Summer, pp. 45 - 54.
(R 6) Weill and Woerner (2015) Thriving in an increasingly digital ecosystem. MIT Sloan Management Review, Summer, pp. 27 – 34. 
指定閱讀
企業實務案例:

(1) Tsinghua Unigroup: A Long March for Going Global (2015)

Discussion Questions:
1. Will this high-profile mega deal initiated from a China-based Tsinghua Unigroup succeed eventually?

2. What are the major challenges to this proposed combination of Micron with Tsinghua?

3. Among the factors that affect the fate of this Sino-America deal, which is on the top priority for Tsinghua CEO to focus on and why?


(2) Gilead Sciences: Global Leadership Strategy for the HIV Market (2015)

Discussion Questions:
1. Compare the growth potential of HIV drugs and that of HCV ones. Which drug portfolio contributes a better return to Gilead’s bottom line?

2. What foreign market entry strategies have been adopted by Gilead? In addition, how does this firm enhance global access to the HIV/HCV drugs?

3. Is Gilead’s revenue sound enough to meet the investment needs for its research pipeline, why and why not? Stake out your claims.


(3) Intel: Leveraging Capabilities to the “Internet of Things” Ecosystem (2015)

Discussion Questions:
1. Assess the degree of Intel’s dependence on the data center group and IoT for future growth. Comment on the end-user systems markets and growth rates to justify your opinions.

2. What types of capabilities can Intel deploy and leverage to win over its competitors in the IoT arena? Are such capabilities related to the applicability of Moor’s Law?

3. Look at the top 20 semiconductor companies by revenue in the first half of 2015. Which peers could be the major competitive threat to Intel’s growth strategy?


(4) Sands Group: Asian Expansion under Institutional & Economic Pressure (2014) (revised in 2015)

Discussion Questions:
1. What are the major concerns for Sands Group’s Asian expansion? Distinguish institutional pressure from economic one, and then make comparisons on similarities and contrasts on differences of host countries in Asia.

2. Comment on the key factors underlying the casino business model. In particular, assess the impact of cost structure and cash flow pattern on the viability of Sands Group’s competitive strategy.

3. Discuss the drivers of Casino’s profitability and economic prosperity. How will Sands Group respond to economic down-turn and anti-corruption policy on Mainland China for its Macau’s gaming business?


(5) PayPal: Battling for Leadership in Global Mobile Payments (2015)

Discussion Questions:
1. What direction are digital payment services heading for? To what extent that leading firms in technology have positioned themselves in the transition of market trend?

2. Can PayPal’s acquisitive growth strategy help leverage its capabilities for facilitating digital payments in eCommerce to the arena of mobile payments? Or what may even challenge PayPal’s leadership in digital payments?

3. What are the chasms to jump through in the mobile payments sector? In particular, among the different mobile payment platforms, which camp should PayPal join?


(6) Marriot International: Global Acquisitive Growth and Sharing-Economy Challenges (2015)

Discussion Questions:
1. Compare and contrast the acquisitions in Africa and Canada. In your assessment, should Marriot deploy more investment in developing economies or developed ones to strengthen its competitive advantage worldwide?

2. What are the key drivers for the hotelier’s revenue? In which aspects of its revenue model, Marriott ought to outperform its peers?

3. How may sharing-economy startups cannibalize the market share of lodging industry, including high-end hotels and low-end motels? What strategies have Marriot adopted to renew itself in face of challenges from eCommerce and sharing-economy?


(7) Softbank: Leading in the ViVoDa Era thru Robotics & Telecom Strategies (2015)

Discussion Questions:
1. With T-Mobile off the table, Mr. Son of Softbank is considering how to pursue other strategic options for leading the ViVoDa era, including consumer robotics – Pepper. What’s your recommendation?

2. Since economies of scale are important for telecom operators, Softbank has attempted to make an add-on acquisition of T-Mobile after buying out Sprint in 2013. What else is also crucial for Softbank-Sprint, which is only a distant third player, to compete in US telecom services successfully?

3. What has driven down the ratio of net debt to EBITDA of Softbank from 5.6 x to 2.7x after merging with Sprint? What are specific financial benefits arising from the Sprint deal?


(8) Priceline: Platform Strategies for Dominance in Global Online Booking (2015)

Discussion Questions:
1. Why has the OTA industry structure evolved into a duopoly held by Priceline and Expedia? What are the potential threats to this duopoly?

2. What has driven Priceline to collaborate with China-based Ctrip and other OTA players? Assess the pros and cons of such horizontal equity links between peers in different countries.

3. Whether or not the overexposure of Booking.com -- a subsidiary of Priceline – to Europe will be a concern in the future? Also discuss the direction that Priceline can better integrate all elements of its platform to achieve synergistic gains.


(9) Netflix: Competing in the Ecosystem of Home & Personalized Entertainment thru DVD Streaming (2015)

Discussion Questions:
1. Is the Nexflix strategy suitable for the changing internet streaming services. Analyze the key elements of its strategy and compare and contrast them.

2. In its global expansion, Netflix relies on partnerships with TMT giants worldwide. Assess the impact of these partnerships on Netflix’s strategic positioning in host countries where it has entered.

3. The content strategy is central to the business success of Netflix. Describe the specifics of its content strategy and discuss how the firm balances local taste with global creativity.
 
評量方式
(僅供參考)
   
課程進度
週次
日期
單元主題
第1週
9/15  課程介紹 -- 前瞻管理思潮之框架
(1)競爭合作層級:
網絡(Network).
平台(Platform).
生態體系(Ecosystem)
(2)管理議題:
IPR and Architectural Design
Social Media & Mobile Devices/Commerce
Big-Data Analytics & Cloud Business
 
第3週
9/29 
 
第4週
10/06 
半導體產業競爭合作 前瞻思潮:
(1) Intel's IoT Strategy案例
(2) Tsinghua Unigroup's Proposed Acquisition of Micron

全球社會責任與節能環保技術 管理思潮:
VW排廢造假, 碳排放權之案例討論 
第7週
10/27  {實務專家演講 I)
熊飛熊 先生
美商Princeton Consulting, Asia 管理合夥人
前 美商Honeywell Materials, Asia-Pacific 總裁 
第8週
11/03  (實務專家演講 II)
吳祖黃 先生
美商Newport Brain Research Lab 資深顧問
前 美商NexMed Pharma,Asia 總裁 
第11週
11/24  (Business-Practice Expert Talk III)
Dr. Christina Chang, Medical Director, Celgene Science 
第12週
12/01  (實務專家演講 IV)
陳伯鏞 先生
中華電信 執行副總兼財務長

Softbank Discussion Questions:
1. With T-Mobile off the table, Mr. Son of Softbank is considering how to pursue other strategic options for leading the ViVoDa era, including consumer robotics – Pepper. What’s your recommendation?

2. Since economies of scale are important for telecom operators, Softbank has attempted to make an add-on acquisition of T-Mobile after buying out Sprint in 2013. What else is also crucial for Softbank-Sprint, which is only a distant third player, to compete in US telecom services successfully?

3. What has driven down the ratio of net debt to EBITDA of Softbank from 5.6 x to 2.7x after merging with Sprint? What are specific financial benefits arising from the Sprint deal? 
第13週
12/08  (實務專家演講 V)
杜英宗 (南山人壽 副董事長)