You are on page 1of 58

*Latest Updates

*

To facilitate your revision of course selection in Term 3, 2010-11, the course outlines of
elective courses and optional core course on offer are listed below in alphabetical order
for your reference.

Availability of Course Outlines:

Course Code Terms Course Outline
rd
ACCT5620E 3 Term Session A See below
rd
ACCT5620W 3 Term Session B See below
ACCT6111 3rd Term Not available
ACCT6160 3rd Term Not available
DSME6932W 3rd Term Session B See below
rd
FINA6010E 3 Term Session B See below
rd
FINA6065W 3 Term Session A See below
rd
FINA6172W 3 Term Session B See below
rd
FINA6222E 3 Term Session B See below
FINA6230K 3rd Term Session A See below
rd
MBAC6091K 3 Term Session A See below
rd
MGNT6310E 3 Term Session B See below
MKTG5012W 3rd Term Session A See below
rd
MKTG6011E 3 Term Session A See below
rd
MKTG6013 3 Term Not available
MKTG6015 3rd Term Not available
MKTG6016 3rd Term Not available
rd
MKTG6017E 3 Term Session B See below
rd
MKTG6019 3 Term Not available

The Chinese University of Hong Kong
School of Accountancy
ACCT 5620E Contemporary Management Accounting
Spring 2011

Kevin C. K. Lam Ph.D. CPA CMA
1016, Cheng Yu Tung Building (Phone: 2609-7894)
E-mail: kevinlam@cuhk.edu.hk

Office hours: By appointment.

Course Scope and Objectives
The aim of this course is to provide a sophisticated understanding of issues central to the use and
design of contemporary cost and management accounting systems. This course will be divided into
two main parts. Part I is cost-accounting related and introduces the key costing concepts and
techniques essential to business decision-making. Topics that will be covered include cost concepts,
cost behavior, profit planning, contribution analysis, relevant costs, costing systems and pricing
decisions. Part II is management accounting related, introducing the planning and control system
and its role in enabling and sustaining competitive advantages. Critical topics that will be covered
include responsibility accounting, profit planning, variance analysis, capital budgeting, transfer
pricing, performance measures, compensation and incentives, Balanced Scorecard and the EVAR.
This course will be taught by a combination of case and lecture methods. Active student
participation is expected.

Learning Outcomes
Upon completion of this course, students will be able to appreciate the use of accounting
information in decision analysis and control. They will also be able to perform cost analysis and
control, profit planning, budgeting, variance analysis, and responsibility accounting and
performance measurement systems design and implementation.

Course Materials
Textbooks:
Jiambalvo, James. 2010. Managerial Accounting. Fourth Edition. International Student
Version. Wiley Publishing.

Additional material:
Major cases will be distributed to you at the beginning of this semester. Handouts, including
discussion cases will be distributed when needed. Notes will be posted to the WEBCT for
printing. Do not photocopy copyrighted cases without explicit permission from the
copyright-holders. Please read the assigned cases and chapters before attending class.

Grading and Class Participation
Quizzes 30%
Final test 20%
Group assignment, presentation & discussion 30%
Individual participation 10%
Peer evaluation 10%
Total 100%

ACCT5620E Contemporary Management Accounting 1

Quizzes
There will be six unannounced in-class quizzes during this course. Students will be graded out of
their best five tests. The quizzes will be open-book and comprehensive. Each quiz is worth 5 marks.
Students who chat during a quiz will be penalized.

Final Test
A final test, in the form of multiple choice questions, will be administered at the last class. The
examination will be comprehensive, closed book, and may cover lecture notes, cases, class
presentations and discussions.

Group Assignment, Presentation and Discussion
Students, in a group of not more than six, will be required to complete two case reports. Each case
assignment is worth 10 marks. Your group will also be assigned to present one case and discuss
another. Your group’s performance in case presentation (7 marks) and discussion (3 marks) will be
graded. The due dates are indicated below. Students are reminded that the university has imposed
heavy penalty on plagiarism and the VeriGuide system will be invoked to check your submitted
work.

Individual Participation
Class participation is important for all case-oriented courses. In some renowned schools, individual
participation can account for up to 50% of the total course grade. Your participation grade will
depend on your attendance record, and more importantly, on the quality of your participation
leading to understanding and solving the issues discussed. It is essential that everyone be well
prepared before attending class. I may randomly call on individuals to present their response to
case questions.

Peer Evaluation
A peer evaluation form will be sent to students via email at the end of this course. Students will be
asked to evaluate their teammates’ contributions. The median score assigned by your teammates to
you will be your peer evaluation grade. Please be assured that the peer evaluation grade you assign
to others will be kept in strict confidentiality unless there is a written request to waive such
confidentiality by you. Your whole course grade may be severely downgraded if an overwhelming
majority of your team members complained you of free riding.

Course Outline

This course will be divided into four main parts:
1. Introduction: managerial accounting versus financial accounting, management control concepts,
accounting ethics.

2. Cost Accounting
2.1. Introduction and terminology
2.2. Cost behavior, cost-volume-profit analysis
2.3. Decision-making involving cost information: contribution and incremental analyses,
relevant costs, variable costing
2.4. Costing systems: traditional cost accounting systems such as job-order costing and process
costing; activity-based costing
2.5. Further cost and pricing decisions: pricing, target costing and customer profitability
analyses.

3. Management Accounting and Control
3.1. Planning and control systems: Budgetary planning and control; standard costing and
variance analysis
ACCT5620E Contemporary Management Accounting 2

3.2. Capital budgeting and other long-run decisions
3.3. Organizational design: responsibility accounting and transfer pricing
3.4. Incentive system and performance evaluation, balanced scorecard and EVA

4. Summary, Review and Synthesis

Tentative Course Schedule

Sess Date Subject Due Dates Reading
(chapters)
1 Mar. 15, 11 Introduction, accounting and control, J: 1
terminology, cost behavior
2 Mar. 17, 11 CVP & contribution analysis J: 4
3 Mar. 22, 11 Relevant costs, incremental analysis & J: 5, 7
variable costing
4 Mar. 24, 11 Cost accounting systems including Salem Telephone J: 2, 3
activity-based costing
5 Mar. 29, 11 Pricing and other cost-related decisions Wilkerson J: 6
6 Mar. 31, 11 Capital budgeting J: 9
7 Apr. 5, 11 No class (public holiday)
8 Apr. 7, 11 Budgetary Planning and control Colorscope J: 10, 13-14.
9 Apr. 12, 11 Organizational design & responsibility Ocean Carriers J: 10, 13-14.
accounting
10 Apr. 14, 11 Standard costs & variance analysis J: 11
11 Apr. 19, 11 Decentralization, performance Pack-iTs J: 12
evaluation & transfer pricing
12 Apr. 21, 11 Balanced Scorecard & EVA Compagnie du Froid, J: 12
S.A
13 Apr. 26, 11 Summary Domestic Auto Parts
14 Apr. 28, 11 Examination
Note 1: The class will run from 6:45 – 9:45 p.m.
Note 2: The instructor reserves the right to modify the above schedule according to class progress.
Note 3: The Harvard Business School cases will be distributed to you at the beginning of the semester. Please bring
them to the class indicated above. For best benefit, please attempt all cases even they are not assigned to
your group.
Note 4: “J: x ” refers to Chapter x from Jiambalvo.

Group Case Assignments
Your group will be required to submit two case reports on or before the due dates shown above,
presenting one of them and discussing the other. For presentation, please submit both the case
analysis report and the PowerPoint file. For discussion, a case analysis report will suffice. All case
analysis reports and PowerPoint files will be posted to the WEBCT for your fellow students’
reference. Some cases are more difficult than others. Your instructor will take this into account in
grading assignments. The questions for each case are listed below:

Case 1: Salem Telephone Company
1. “Revenue hours” represent the key activity that drives costs at Salem Data Services. Which expenses in
Exhibit 2 are variable? Which are fixed?
2. Create a contribution margin income statement for Salem Data Services. Assume that intracompany
usage is 205 hours. Assume commercial usage is at the March level.
3. Assuming i) the intracompany demand for service will average 205 hours per month, ii) the firm can
cover $82,000 of charges with Public Service Commission, what level of commercial revenue hours of
computer use would be necessary to break even each month?
4. Evaluate the following options:
a. Increase price to commercial customers to $1,000 / hour would reduce demand by 30%
(compared to March level)
ACCT5620E Contemporary Management Accounting 3

b. Reduce price to commercial customers to $600 / hour would increase demand by 30%
c. Increased promotion would increase revenue hours by up to 30%. What is the maximum amount
that can be spent on promotion?
5. Can the current report tell the company what to do?

Case 2: Wilkerson Company
1. What is the competitive situation faced by Wilkerson?
2. Are there demerits in Wilkerson’s existing costing system? Can the weaknesses be rectified with the use
of activity-based costing?
3. Identify the activity cost drivers and compute the rate. What are the ABC product costs?
4. What does the new cost information reveal? What should be the actions to be taken by the management?

Case 3: Colorscope
1. Why would any customer, let alone large advertising agencies and departmental stores, go to Colorscope
rather than go to the large printers listed in Exhibit 3?
2. Set up a two-stage cost allocation system to figure out the profitability of different jobs. First allocate the
cost of resources (e.g. wages, depreciation, rent, others) to cost pools (e.g. job preparation, scanning,
assembly, output and quality control) using appropriate diver. Then choose cost driver to allocate the
costs in various cost pools top jobs. You will have to allocate the cost pools to the cost objects (i.e. the
jobs) based on the cost driver rates computed.
3. Compile a job profitability report by allocating costs to the jobs using the cost driver rates that you
estimate in 2 above. Rank customers according to their profitability?
4. What are the rationales of allocating the overhead costs to jobs and to customers? What insights do we
obtain from such exercise?
5. What is the overall financial consequence of the rework to the firm? What should Colorscope do about
rework? How? On the one hand some rework may be necessary because of the quality positioning of the
firm. On the other hand, rework is costly. What do you recommend to solve the cost-quality tradeoff
problem?
6. Should Colorscope do anything about its incentive system? If yes, how?

Case 4: Ocean Carriers
1. Should Ms Linn purchase the $39M capesize? Make 2 different assumptions. First assume
that Ocean Carriers is a U.S. firm subject to 35% taxation. Second, assume that Ocean
Carriers is located in Hong Kong, where owners is Hong Kong ships are not required to pay
any tax on profits made overseas and are also exempted from paying any tax on profit made
on cargo uplifted from Hong Kong.
2. What do you think of the company’s policy of not operating ships over 15 years old?
3. Do you expect daily spot rates to increase or decrease next year?
For simplicity, assume the following: i) Ocean Carriers uses a 9% discount rate, and ii) the
capesize could still be sold at the end of 25 years for $2.5M.

Case 5: Pack-iTs
1. Is Pack-iT's a feasible venture? Based your recommendations on objective quantitative analysis by
preparing a cash budget, a projected income statement, and a projected balance sheet under the
following two scenarios: 1) base case projection, ii) if sales were 10% less than estimated.
2. How much financing is required?
3. How risky is the venture? (Hint: one viable assessment is the margin of safety under breakeven
analysis).
4. Make whatever decisions and recommendations you think are appropriate.

Case 6: Compaignie du Froid, S.A.
1. What is your evaluation of : i) each of the three businesses? ii) the managers who run them? Based your
comments on detailed variance analyses of the competitive effectiveness and operating efficiency of the
businesses. .
2. Provide your recommendations on improving the business in the future.

ACCT5620E Contemporary Management Accounting 4

What are the strengths and weaknesses of the strategy formulated by DAP? ACCT5620E Contemporary Management Accounting 5 .(Note: you may refer to the additional technical notes posted on the WEBCT applicable to the additional variance techniques that can be employed) Case 7: Domestic Auto Parts 3. Based on the facts given in the case. Briefly outline an action plan for implementing the BSC. Explain why strategy analysis is needed in designing and implementing a Balanced Scorecard (BSC). 5. based on DAP’s situation. what are the strategic objectives of Domestic Auto Parts (DAP)? Classify them under the following perspectives: i) Financial. 7. Outline. Note that marks will be awarded for presentation and diagrammatic quality. iii) Internal Process and iv) Learning and Growth. 4. how the BSC can be linked to incentive compensation. 6. Design a Balanced Scorecard for DAP. Outline the steps needed to incorporate the strategy analysis in the BSC. Develop and draw a strategy map for DAP. ii) Customer.

Fourth Edition. variance analysis. profit planning. budgeting. profit planning. Part II is management accounting related. Grading and Class Participation Quizzes 30% Final test 20% Group assignment. Critical topics that will be covered include responsibility accounting. Additional material: Major cases will be distributed to you at the beginning of this semester. Course Scope and Objectives The aim of this course is to provide a sophisticated understanding of issues central to the use and design of contemporary cost and management accounting systems. Course Materials Textbooks: Jiambalvo. Lam Ph. Handouts. profit planning. They will also be able to perform cost analysis and control. The Chinese University of Hong Kong School of Accountancy ACCT 5620W Contemporary Management Accounting Spring . K. This course will be divided into two main parts. Active student participation is expected. variance analysis. cost behavior. Cheng Yu Tung Building (Phone: 2609-7894) E-mail: kevinlam@cuhk.hk Office hours: By appointment. CPA CMA 1016. performance measures. Managerial Accounting. students will be able to appreciate the use of accounting information in decision analysis and control. and responsibility accounting and performance measurement systems design and implementation. Please read the assigned cases and chapters before attending class. contribution analysis. Learning Outcomes Upon completion of this course.Summer 2011 Kevin C. 2010. Topics that will be covered include cost concepts. Part I is cost-accounting related and introduces the key costing concepts and techniques essential to business decision-making. Notes will be posted to the WEBCT for printing.edu. including discussion cases will be distributed when needed. Do not photocopy copyrighted cases without explicit permission from the copyright-holders. James.D. Balanced Scorecard and the EVAR. This course will be taught by a combination of case and lecture methods. costing systems and pricing decisions. presentation & discussion 30% Individual participation 10% Peer evaluation 10% Total 100% ACCT 5620W Contemporary Management Accounting 1 . transfer pricing. capital budgeting. introducing the planning and control system and its role in enabling and sustaining competitive advantages. relevant costs. compensation and incentives. Wiley Publishing. International Student Version.

Decision-making involving cost information: contribution and incremental analyses. individual participation can account for up to 50% of the total course grade.4. In some renowned schools.1.1. 3. Each case assignment is worth 10 marks. Students will be graded out of their best five tests. accounting ethics. Peer Evaluation A peer evaluation form will be sent to students via email at the end of this course. management control concepts. Individual Participation Class participation is important for all case-oriented courses. Your group will also be assigned to present one case and discuss another. Cost behavior. Your group’s performance in case presentation (7 marks) and discussion (3 marks) will be graded. The median score assigned by your teammates to you will be your peer evaluation grade.3. class presentations and discussions. activity-based costing 2. The due dates are indicated below. Introduction: managerial accounting versus financial accounting.Quizzes There will be six unannounced in-class quizzes during this course. 2.5. variable costing 2. Group Assignment. It is essential that everyone be well prepared before attending class. Planning and control systems: Budgetary planning and control. closed book. Each quiz is worth 6 marks. Students will be asked to evaluate their teammates’ contributions. I may randomly call on individuals to present their response to case questions. Further cost and pricing decisions: pricing. and may cover lecture notes. Please be assured that the peer evaluation grade you assign to others will be kept in strict confidentiality unless there is a written request to waive such confidentiality by you. Presentation and Discussion Students. cost-volume-profit analysis 2. will be required to complete two case reports. in the form of multiple choice questions. Students are reminded that the university has imposed heavy penalty on plagiarism and the VeriGuide system will be invoked to check your submitted work. The quizzes will be open-book and comprehensive. Introduction and terminology 2. will be administered at the last class. Students who chat during a quiz will be penalized. Final Test A final test. relevant costs. Cost Accounting 2. and more importantly. Costing systems: traditional cost accounting systems such as job-order costing and process costing. Your whole course grade may be severely downgraded if an overwhelming majority of your team members complained you of free riding. on the quality of your participation leading to understanding and solving the issues discussed. The examination will be comprehensive.2. standard costing and variance analysis ACCT 5620W Contemporary Management Accounting 2 . cases. target costing and customer profitability analyses. in a group of not more than six. Your participation grade will depend on your attendance record. Course Outline This course will be divided into four main parts: 1. Management Accounting and Control 3.

3 activity-based costing Telephone 5 May. Introduction.2. 3. Some cases are more difficult than others. Relevant costs.5:30 p. (chapters) 1 May. please attempt all cases even they are not assigned to your group. Budgetary Planning and control Colorscope J: 10 8 May. Organizational design & Ocean J: 10. performance Pack-iTs J: 10. 7 & variable costing 4 May. accounting and control. 28. J: 1 terminology.m. 14. responsibility accounting Carriers 9 Jun. Cost accounting systems including Salem J: 2. Evaluate the following options: ACCT 5620W Contemporary Management Accounting 3 . For presentation. 11 p. 21. Assuming i) the intracompany demand for service will average 205 hours per month. 11 a. 28. Review and Synthesis Tentative Course Schedule Sess Date a. a case analysis report will suffice.m. 11 a. 11 p. 13-14. 4. presenting one of them and discussing the other. Incentive system and performance evaluation. 14. Decentralization. cost behavior 2 May. Which expenses in Exhibit 2 are variable? Which are fixed? 2. The questions for each case are listed below: Case 1: Salem Telephone Company 1. 11 p.m. 7. (Sat) Note 2: The instructor reserves the right to modify the above schedule according to class progress.m. 13-14. 4. 11 p. Capital budgeting and other long-run decisions 3. Please bring them to the class indicated above.m. Capital budgeting Wilkerson J: 9 7 May. Assume that intracompany usage is 205 hours.m.m. 11. Your instructor will take this into account in grading assignments. Group Case Assignments Your group will be required to submit two case reports on or before the due dates shown above. .m. . For discussion. 11. 11 p. Pricing and other cost-related J: 6 decisions 6 May. “Revenue hours” represent the key activity that drives costs at Salem Data Services. Balanced Scorecard & EVA Domestic J: 12 Auto Parts 12 Jun. 11 p. Summary. 11 a. All case analysis reports and PowerPoint files will be posted to the WEBCT for your fellow students’ reference.m. 7. For best benefit. Final test Note 1: The class will run from 9:30 a. what level of commercial revenue hours of computer use would be necessary to break even each month? 4.m.m.m.12:30 p.m. Note 4: “J: x ” refers to Chapter x from Jiambalvo.4. balanced scorecard and EVA 4. ii) the firm can cover $82.m.3. and 2:30 p. Assume commercial usage is at the March level. 11 a. 11 a. Create a contribution margin income statement for Salem Data Services.m. evaluation & transfer pricing 11 Jun. CVP & contribution analysis J: 4 3 May. 11 a. please submit both the case analysis report and the PowerPoint file.000 of charges with Public Service Commission. Standard costs & variance analysis J: 11 10 Jun. Note 3: The Harvard Business School cases will be distributed to you at the beginning of the semester. incremental analysis J: 5.m. 3.m. 21. / Subject Due Dates Reading p. Organizational design: responsibility accounting and transfer pricing 3.m.

assume the following: i) Ocean Carriers uses a 9% discount rate. Outline the steps needed to incorporate the strategy analysis in the BSC. assembly. a projected income statement. Case 5: Pack-iTs 1. and a projected balance sheet under the following two scenarios: 1) base case projection. Can the current report tell the company what to do? Case 2: Wilkerson Company 1. What is the maximum amount that can be spent on promotion? 5. What is the competitive situation faced by Wilkerson? 2. 2. Should Ms Linn purchase the $39M capesize? Make 2 different assumptions. Do you expect daily spot rates to increase or decrease next year? For simplicity. Increased promotion would increase revenue hours by up to 30%. ACCT 5620W Contemporary Management Accounting 4 . others) to cost pools (e.S. and ii) the capesize could still be sold at the end of 25 years for $2. 3. environmental analysis. depreciation. where owners is Hong Kong ships are not required to pay any tax on profits made overseas and are also exempted from paying any tax on profit made on cargo uplifted from Hong Kong. How risky is the venture? (Hint: one viable assessment is the margin of safety under breakeven analysis). You will have to allocate the cost pools to the cost objects (i. 4.000 / hour would reduce demand by 30% (compared to March level) b. pricing). Set up a two-stage cost allocation system to figure out the profitability of different jobs. 2. Identify the activity cost drivers and compute the rate. go to Colorscope rather than go to the large printers listed in Exhibit 3? 2. and marketing analysis (promotion. Is Pack-iT's a feasible venture? Based your recommendations on objective quantitative analysis by preparing a cash budget. Rank customers according to their profitability? 4.g. What does the new cost information reveal? What should be the actions to be taken by the management? Case 3: Colorscope 1. What is the overall financial consequence of the rework to the firm? What should Colorscope do about rework? How? On the one hand some rework may be necessary because of the quality positioning of the firm. Increase price to commercial customers to $1. let alone large advertising agencies and departmental stores. how? Case 4: Ocean Carriers 1. Then choose cost driver to allocate the costs in various cost pools top jobs. First allocate the cost of resources (e. Are there demerits in Wilkerson’s existing costing system? Can the weaknesses be rectified with the use of activity-based costing? 3. output and quality control) using appropriate diver. Reduce price to commercial customers to $600 / hour would increase demand by 30% c. Second. Should Colorscope do anything about its incentive system? If yes. rework is costly. a.5M. On the other hand. the jobs) based on the cost driver rates computed. competitive analysis). marks will be given for external analysis (e. job preparation. rent. In addition to the Financial Analysis above. What are the ABC product costs? 4. ii) if sales were 10% less than estimated. Case 6: Domestic Auto Parts 1. Make whatever decisions and recommendations you think are appropriate. First assume that Ocean Carriers is a U. scanning. wages. What do you think of the company’s policy of not operating ships over 15 years old? 3. Compile a job profitability report by allocating costs to the jobs using the cost driver rates that you estimate in 2 above. Why would any customer.g. assume that Ocean Carriers is located in Hong Kong. What are the rationales of allocating the overhead costs to jobs and to customers? What insights do we obtain from such exercise? 5. consumer analysis.g. Explain why strategy analysis is needed in designing and implementing a Balanced Scorecard (BSC). How much financing is required? 3. firm subject to 35% taxation. What do you recommend to solve the cost-quality tradeoff problem? 6.e.

Note that marks will be awarded for presentation and diagrammatic quality. What are the strengths and weaknesses of the strategy formulated by DAP? ACCT 5620W Contemporary Management Accounting 5 . ii) Customer. iii) Internal Process and iv) Learning and Growth. Outline. 5. Briefly outline an action plan for implementing the BSC.2. based on DAP’s situation. how the BSC be linked to incentive compensation. Develop and draw a strategy map for DAP. Design a Balanced Scorecard for DAP. Based on the facts given in the case. 3. what are the strategic objectives of Domestic Auto Parts (DAP)? Classify them under the following perspectives: i) Financial. 4.

Chak Cheung Street Tel. it is very important for today’s business leaders to understand the issues. Understand the business environment in China and roles that China plays in global supply chains. Comprehend Chinese culture and traditions and how they influence supply chain operations and decisions 3. design and improvements of supply chain processes 4. Since Chinese companies plays very important role in many global supply chains and Chinese companies tend to operate quite differently from companies in the Western world. 9/F. political. Through these case discussions.Managing Supply Chains in China Instructor: Xiande Zhao Professor. students will learn how to make strategic and operational decisions in supply chains related to China.hk Times: 09:30-17:30 on Saturday. In this course.12. 2010. More specifically. legal systems and logistics infrastructure influence supply chain decisions. DSME6932W Supply Chain and Logistics Management . the objectives for the course are for students to: 1. 2. company visits and a final project presentations on a real company operating in China.edu. students will be required to analyze and discuss a number of cases of companies operating in China.msmail. traditions. Department of Decision Sciences and Managerial Economics Director of Center for Supply Chain Management and Logistics Li & Fung Institute of Supply Chain Management and Logistics Chinese University of Hong Kong Office: Room 906. Venue: ELB 405 Times: 09:30-17:30 on Sunday.cuhk. No. Learn how to select supply chain partners and manage supply chain relationships in the dynamic business environment of china 1 . Venue: CCS LT5 Course Overview and Objectives This course is designed to expose students to the challenges and opportunities of managing supply chains in the dynamic environment of China. problems and challenges of managing supply chains in China. They will also learn how Chinese culture. 2609-7650 Email: xiande@baf. May 15. Make important decisions related to the choice of supply chain strategies. guest lectures.

Students will also learn how to take into considerations of the Chinese contexts in term of culture. Some of the cases are written by the instructor and some are written by processors from different business schools in USA. he will also share with you some inside information which is not in the case. Students are required to read the case and write down answer to these assignment questions before they come to class. Hong Kong and Mainland China. the instructor will provide students with a list of assignment questions. recommend a solution and develop an implementation plan after thorough analyses of pro and cons of different decision alternatives. All cases used in class involve supply chains that have at least part of the activities in China. analyze them. traditions. They are also highly encouraged to share their personal and working experience related to the case issues with the class. we demonstrate how to identify problems/opportunities. Through these case discussions. Since the instructor has direct involvements with the companies through research. The instructor will provide readings and cases for students to read before class. political. For each case. Students are encouraged to participate in the class by sharing their opinions and insights concerning the managerial issues related to the case. Assessment Items Weight Case reports 50% Presentations 30% Attendance and class participation 20% 2 . The instructor will also share his opinion and insights with the students but will not try to make conclusion as to what will be the best decision. consulting and other activities. In class. the instructor will facilitate the case discussions.Teaching Methods This course will use the Case Method and Participant-centered Learning (CMPL) advocated by the Harvard Business School. legal and business environment in making supply chain decisions.

Zhao. X. Tentative Schedule with Readings and Assignment Questions May 7. May-June 2007.1. Vol. ELB 405 Introduction and background to supply chain management in China • A Brief History of China • The Stages of Economic Developments in China • Economic Developments in different regions • Logistics and distributions in China • Challenges and issues for managing supply chains in China Readings: 1. A. How do Chinese culture and traditions influence supply Chain Decisions? 3. (2007). V. 1998. Pages 177-183 3. Decision Sciences.. Sep/Oct. B. Business Horizon. Flynn. Supply Chain Management in China: Challenges and Opportunities. 76 Issue 5. What are the major challenges for managing supply chains in China? 2. Vol. Supply Chain Management and Quality Management. ELB 405 Role of Supply Chain Management in Global Competition • Value creation through supply chain coordination • Strategic Choices in Supply Chain Management • Discussion of Li & Fung and Luen Thai cases Readings: 1. 2011.. Flynn. No. Global. Zhao. and Entrepreneurial. X. and Roth A. Decision Sciences Research in China: Current Status. Roth. Opportunities and Propositions for Research in Logistics. 2011. “ Fast. p102-114 3 . 38. “The Myth of the Dragon: Operations Management in Today’s China”. What suggestions can you provide to US managers who will manage supply chain activities in China? Morning of May 14. Supply Chain Management. Hong Kong Style: An Interview with Victor Fung” Harvard Business Review. lecture notes by the instructor in the form of ppt 2. B. 39-80 Assignment questions: 1.

“Lean. “Triple A supply chains” Harvard Business Review. 2011) 1. Luen Thai Holdings Limited . M. Fisher. B. 2.. case developed by Luen Tai Supply Chain Management R & D Center. How does Li & Fung create value for its customers? 3. 17.. Hau. No. March-April 1999. 2011) 1. pp. What are the major differences between Luen Thai and Li & Fung in term of its strategies and supply chain models? Please comment on the pros and cons of their strategies and supply chain models. pp. Vol. Mason-Jones. pp 2-11 Assignment questions for Li & Fung Limited case: (due at the beginning of class on May 14. What strategic choices did Luen Thai make and how did it implement its strategy? 4. October 2004. Naylor. Peking University 3.. Lecture notes on strategic alignments in supply chains in the form of ppt 4 . 38. What roles does Li & Fung Play in the supply chain? 2. 105-116 4. D. Harvard Business Review. 2000.Creation of Value through Supply Chain Integration. International Journal of Production Research. and Towill. R. Lee. “What is the right supply chain for your product?”. agile or leagile? Matching your supply chain to the marketplace”. Afternoon of May 14.R. What are some of the major challenges and opportunities for Luen Thai when China enters into the WTO? 3. 2011. 4061-4070 5.L. ELB 405 Strategic alignments in supply chains • Competitive strategy • Order winners/qualifiers • Operation Strategies • Supply Chain Strategy • Impact of environments on strategies and performance • Discussion of Galanz case Readings: 1. How does China’s entry to WTO change the competition in the garment and textile industry? 2. What are some of the key success factors of Li & Fung? Assignment Question for Luen Thai (due at the beginning of class on May 14.

What should Mr.. Chinese University of Hong Kong Assignment Questions for Galanz Case (due at the beginning of class on May 14. 51. case developed by center for supply chain management and logistics. What lead to the success of Galanz company? Please analyze the company from the perspectives of competitive strategy and operations strategy? 2. trust and relationship commitment influence supply chain integration? 5 .B. How did Astec integrate its supply chain? What can be improved and how? 3. How do power. 2011. and relationship commitment • Roles of Information Technology in SCI • Issues and challenges of managing supplier and customer relationships in China Readings: 1. CCS LT5 Relationship Management and Supply Chain Integration (SCI) in China • Major Types of SCI • Factors that influence SCI: power. Zhao. trust. Huo. 169-174 3. (2008) “We've got the power! How customer power affects supply chain relationships” Business Horizons. What is the competitive and supply chain strategy for Astec? 2.J. 2010): 1..X. 2011) 1. pp. Leung do to lead his company to greater success? How should the company set priorities and utilize its resources and capabilities to gain competitive advantages in the marketplace? 3. Operations Strategy of Galanz. Should Galanz develop its OBM business in the international market? Should Galanz contintue its OEM and ODM business? Morning of May 15. Yeung. Lecture notes on relationship management and supply chain integrations in the form of ppt 2. How did Luen Tai and Li & Fung manage relationships and integrate their supply chains? Assignment Questions for Astec Power case (due at the beginning of class on May 15. 2011) 1. Flynn. case developed by center for supply chain management and logistics. Chinese University of Hong Kong Assignment Questions for Li & Fung and Luen Thai (due at the beginning of class on May 15.. ASTEC Power: A Division of Emersion Network Group. 2. BB..

Lecture notes on product recalls 2. 2011) 1. What will be the necessary components of supply chain quality management systems in order to prevent future quality problems? 6 . San Lu’s Malamine-Tainted Milk Crisis in China. How should the crisis be handled and how product recall strategies influence the company in terms of corporate social legitimacy. 2011. customers response and company’s competitiveness 3. ELB 405 Supply Chain Quality Management • Problems and issues related to recent recalls of product made in China • Framework and components of supply chain quality management systems Readings 1. What are the major costs of a product recall to the company? How does product recall influence the performance of the company? 2. What are the major causes of this crisis? 2. Please analyze the root cause of the problem using quality management and supply chain management principles? 3. Asia Case Research Center. 2011) 1. University of Hong Kong Assignment Questions for San Lu Case (due at the beginning of class on May 15. What happened in the toys industry of the world? Material developed by the center for supply chain management and logistics.Afternoon of May 15. Chinese University of Hong Kong Assignment questions for Mattel Case: (due at the beginning of class on May 21. Mattel case. What advice would you give to companies in this industry in terms of how to design and manage their supply chains to avoid future crisis such as this? Morning of May 21. 2011. case developed by Ivey School of Business 2. CCS LT5 Product Recalls and alternative strategies for handling recalls Problems and issues related to recent recalls of product made in China Product recall strategies and component of product recall systems Consumer reactions to product recalls Corporate social legitimacy and responsibilities Readings: 1.

What distribution/supply chain challenges did companies faced as it tried to address the expanding markets in Asia? 3. 2011. Case developed by Standford Business School Assignment questions for IDS case (due at the beginning of class on May 21. ELB 405 Managing logistics in China • Logistics infrastructure and systems in China • Challenges of managing logistics and distribution in China • Logistics Outsourcing • Third party logistics (3PL) service providers and collaborations between users and 3PL providers Readings: 1. What should DCH Logistic do to further develop its business? 7 . The University of Hong Kong. What should DCH Logistics do for its client: LaCafetiere? 2. IDS case. How sustainable was IDS value proposition to companies? In other words. such as IDS. to companies there were trying to grow in Asia? 4. 2011) 1. how sustainable was IDS’ business model? Morning of May 28: ELB405 Managing distributions and retail operations in China Competitive strategies in the retail industries Logistics and distributions strategies and operations Readings 1. HKU591. Asia Case Research Center. What advice can you give to companies who are sourcing from china? Afternoon of May 21. case developed by center for supply chain management and logistics 2. Assignment questions for DCH Logistics (due at the beginning of class on May 28. Wal-mart Stores: “Every Day Low Prices” in China. What is Value Chain Logistics? What benefits were provided by supply chain solution providers. 4. What led to the demise of traditional distributors in Asia? 2. DCH Logistic’s Plan for LaCafetiere. 2011) 1.

Wal-mart China: Sustainable Operations Strategy. How should Wal-Mart adjust its strategies.Assignment questions for Wal-mart Stores: “Every Day Low Prices” in China (due at the beginning of class on May 28. Should Wal-mart replicate its domestic model in its original form in China? Why? 3. reuse and recycle” as well as innovation)? 8 . 2011). Why is Wal-Mart successful in the US? What are its competitive advantages and its source of advantages? 2. The University of Western Ontario and School of business and Economics. 2011) 1. How should sustainability be incorporated into vendor selection and evaluation? How could vendors be encouraged to participate in Wal-mart China’s sustainability initiatives? 3. 1. How can Wal-Mart improve sustainability in its distributions and retail operations (consider “reduce. Case developed by Ivy School of Business. business models and its logistics/distribution systems to achieve success in China? Afternoon of May 28: ELB405 Green supply chain management and sustainable developments • Issues and challenges for green supply chain management in China • Reverse logistics • Sustainable operations and supply chain strategies • Final Presentation by students groups Readings: 1. Why does customer patronize Wal-mart China Stores? What does sustainability mean to them and how important is it? 2. Tsinghua University Assignment Questions for Wal-mart China: Sustainable Operations Strategy case (due at the beginning of class on May 28. What are the distinguishing features of Wall-mar China’s distribution system? How does it achieve relatively high availability with similar level of stocks to other companies? 4.

June 11: ELB405 Guest lecture by invited industry speakers Group presentations of the final project Review and integration 9 .

2011 and make a presentation in class on that day. The final presentation should take no more than 20 minutes including questions and answers. The topics or issues studied should be related to Operations and Supply Chain Management in Greater China region which includes Hong Kong. Some tables and figures can be used and are excluded in the page count. propose and evaluate alternative solutions. techniques and framework learned from this class or other operations and supply chain management related courses. analyze the problems/opportunities. The group should use a systematic approach to identify problems/opportunities facing the company. DSME6932W Supply Chain and Logistics Management . 3. 4. The final report should be no more than 12 pages long with double space and 12 point fonts. Students will form group of no more than five students. They will gather data and information from the company or through secondary data source. and make recommendations for solving the problems or taking the opportunities. identify a company and some important issues to study. analyze them and turn in a final project report by no later than 2:00 PM PM on June 11. The report and the presentation should demonstrate the challenges of managing supply chains in china and applications of the concept. Taiwan and Mainland China. 2. 4. 10 .Managing Supply Chains in China Final Project Requirements This project is designed for students to be exposed to real challenges and problems in managing supply chains in China. The detailed requirements are outlined below: 1.

 Markets. and Financial Markets  The Role of Money in the Macro‐economy  Financial Instruments. Udell  Other reference texts:  . and Gregory F. Banking & Financial Markets” by Lawrence S. Banking. Silber. FINA6010E: Money and Capital Markets 2011  Professor: Tom Bain  OBJECTIVE  This course is intended to introduce students to how markets and institutions shape  the global financial system and economic policy.    COURSE SCHEDULE  Introduction:   Introducing Money.  William L. Ritter. and Institutions   Financial Instruments and Markets:   Interest Rate Measurement and Behavior  The Term and Risk Structure of Interest Rates  The Structure and Performance of Securities Markets  The Pricing of Risky Financial Assets  Money and Capital Markets  Demystifying Derivatives  Understanding Foreign Exchange  Banks and Other Intermediaries:   The Nature of Financial Intermediation  Depository Financial Institutions  Non‐depository Financial Institutions  Financial System Architecture:   Understanding Financial Contracts  The Regulation of Markets and Institutions  Financial System Design  The Art of Central Banking:   Bank Reserves and the Money Supply  The Instruments of Central Banking  Understanding Movements in Bank Reserves  Monetary Policy Strategy  Monetary Theory:   The Classical Foundations  The Keynesian Framework  The ISLM World  Money and Economic Stability in the ISLM World  Supply and Demand Perspective on Money and Economic Stability  Rational Expectations: Theory and Policy Implications  Empirical Evidence on the Effectiveness of Monetary Policy    READING  Core text:  “Principles of Money.

 Chisholm  Reading list:  “The Ascent of Money: a Financial History of the World” Niall Ferguson  “The Black Swan: the Ascent of the Highly Improbable” Naseem Taleb  “The Big Short: Inside the Doomsday Machine” Michael Lewis  “Liar’s Poker” Michael Lewis  “Against the Gods: the Remarkable Story of Risk” Peter L. Bernstein  “Traders. Swaps  and Options” by Andrew M. Futures.“Stigum's Money Market.    ASSESSMENT  Class participation & market updates  10%  Regular quizzes        20%  Team report & presentation     40%  Final exam          30%      . students will be expected to develop and articulate their own opinions by  reading current financial news items. 4E” by Marcia Stigum and Anthony Crescenzi   “Derivatives Demystified: A Step­by­Step Guide to Forwards. Throughout the  classes. Guns and Money: Knowns and unknowns in the dazzling world of  derivatives” by Satyajit Das  “In Fed We Trust: Be Bernanke’s War on The Great Panic” by David Wessel    PEDAGOGY  Great emphasis will be given to the applied aspects of this material.

LESSONS LEARNT a) being a trader: incentive to cheat   b) traps and pitfalls of risk management: winner's curse. recency effects and other common psychological biases. wishful thinking. asymmetric attitudes to loss and gains. MANAGING RISK AS A TRADER AND FOR CORPORATE CLIENTS . Dell and other famous cases  III.  c) institutional structures for monitoring and the failures  d) helping subordinates to develop into a risk manager  e) Why can't corporate risk managers adopt the same standards of traders of banks and hedge funds?  . What makes the difference?  IV. emissions and weather risk  g) equity risk   h) case studies on corporate scandals involving financial risk managements  i) Cathay Pacific oil hedging  j) Orange county speculation  k) Citic Pacific AUD hedging   l) P&G. e) Games and experiments to understand human attitudes towards risk and uncertainty II. WHY HUMANS AND CORPORATIONS ARE SO BAD IN RISK MANAGEMENT? a) why are humans and corporations are so bad in risk management?  b) Incentive structure  c) Culture and tightly coupling systems  d) Spaceshuttle Columbia   e) Three miles island  f) Group decision making   g) Good leadership in risk management: Kennedy during Bay of Pigs and Cuban crisis. FINA6065W CORPORATE RISK MANAGEMENT  I. over-confidence. TYPES OF FINANCIAL RISK AND INSTRUMENTS FOR MITIGATION   a) interest rate risk  b) FX risk  c) Inflation risk  d) credit risk  e) commodity risk  f) flight. etc. RISK AND PERCEPTION OF RISK a) Risk management and gambling: the difference b) Uncertainty and probability c) The unknown unknown and the known unknown d) Perception of risk: framing.

you will learn a great deal. legal constraints. Europe. Chinese University of Hong Kong Faculty of Business Administration FIN6172W: Mergers & Acquisitions MBA Program 3rd Term 2010-2011 Instructor: Professor Cong Wang Meeting Time: Saturday Venue: TBD Office Hours: (1) Immediately after each class (2) Appointment via email Email: congwang@baf.cuhk. The course will cover a number of cases where students can apply techniques and theories into real-world situations. If you tackle this course earnestly. law. It combines financial. Grading: Course grades are based on case reports and presentations. Class Participation (10% of Final Grade) Group Case Reports and Presentations (45% of Final Grade) Final Exam (45% of Final Grade) . and strategic perspectives to better understand the objectives. individual homework. legal. and a final exam.. though the course will also incorporate issues from accounting. (3) Primary attention will be given to U.edu. The final aim of the course is to have fun.hk Course Objectives: This course deals with various aspects of mergers & acquisitions (M&A).msmail. HK. and valuation creation and destruction of M&A transactions. and other social science subjects. have the following emphases: (1)The large publicly held corporations headquartered in the U. with some discussions on China’s M&A rules and regulations. and mainland China. strategy. procedures. Students should note that coverage of this course. class participation. laws and regulations.S. including cases and examples. governance. organizational behavior. (2) Mainly oriented to finance issues.S.

s. 2004 ISBN: 978-0-471-39534-8 . We will attempt to bring some clarity to the case discussion and suggest alternative solutions in the last 20 minutes. you should email me in advance. In your reports. Use of Laptops: This is a closed laptop environment. class attendance is a key element of the course. TSE International” and the case you are going to present). several students will be randomly selected to begin the discussion following the case presentation. Each presenting group will have 30 minutes to present their analysis. The next 20 minutes are reserved for class discussion of the case. If you plan to skip one. Presentations should include a careful evaluation of major financial issues. email me at least 1 day before the case session. TSE International”). Each group will formally present one case (there will be two groups presenting the case “Yeats Valves and Control v. Students in non-presenting groups should come to class prepared to discuss the cases. Applied Mergers & Acquisitions. tables and figures). If you must miss a class session. Each group can skip one case write- up (except the case “Yeats Valves and Control v. In each case class. excluding cover sheet. I will assume that you are volunteering to answer any question on the table. Available in the bookstore) Recommended Text:. (Wiley) University Edition. The discussion should focus on offering alternative analyses and raising new issues not covered in prior comments or taking issue with presenting group’s analysis and recommendations. A random draw will be conducted at the end of first week to allocate the cases to each group. Prerequisite: Financial Management or Corporate Financial Reporting Textbooks: Required Text: Mergers. For each case. If your laptop is open.s. both presenting groups and non-presenting groups should submit a typed write-up of at most 4 pages (12-point fonts. Robert F. Attendance Policy: The material covered in this course is challenging. Acquisitions.Group Case Work Students are expected to form 7 groups (each group has at most 6 members) to work on the cases. Since many of the topics are interrelated. and Other Restructuring Activities Author: Donald DePamphilis (Publisher: Academic Press. single-space. including the case questions and the group’s specific recommendations. 5 edition ISBN: 978-0123748782. you should document all your sources. Bruner.

Chapter 2. Chapter 11.m. Chapter 3. Chapter 4. Rules. and Governance in M&A Essential Reading before the class: DePamphilis. 4 M&A Deal Design: Form of Payment. 6 Takeover Battles: Weapons.nytimes. Chapter 1 (page 1-30) After class assignment: Subscribe to the NY Times free “DealBook” by signing up at the following website: http://www. cases are assigned to each group based on a random draw. and Risk (May 14 Management afternoon) Essential Reading before the class: DePamphilis. (2) Chapter 18 in “How to Pick Stocks Like Warren Buffett: Profiting from the Bargain Hunting Strategies of the World's Greatest Value Investor” (The e-book is available via CU’s library system). Distribution of Case #1: Microsoft’s bid for Yahoo! The group case report is due 8:00 a. 3 Part I: Presentation and Discussion of Case #1 (May 14 morning) Part II: Regulations.thedeal.com .Detailed Course Schedule: Session # Topics / Cases / Readings 1 M&A Overview (May 7 (1) A global perspective morning) (2) Motivations for M&A (3) Parties involved in M&A Essential Reading before the class: DePamphilis.com/dealbook . 2 M&A Process and Performance.m. May 21. May 14. afternoon) Distribution of Case #3: Merger Arbitrage Examples . (May 7 afternoon) Essential Reading before the class: DePamphilis. 5 & 1 (page 30-41). Exchange Ratio. Another useful source is: http://www.Read the M&A news daily since it will be the basis of frequent class discussions. 5 Part I: Presentation and Discussion of Case #2 (May 21 morning) Part II: Merger Arbitrage Essential Reading before the class: (1) Handouts. Distribution of HW #2: Hewlett-Packard-Compaq: The Merger Decision The group case report is due 8:00 a. Note: Before the class ends. Defenses and Strategies (May 21 Essential Reading before the class: DePamphilis.

11 Part I: Presentation and Discussion of Case #5 (June 11 morning) Part II: Discussion of Guangzhou Auto Group’s backdoor listing 12 Part I: Presentation and Discussion of Case #6 (June 11 afternoon) Part II: China’s M&A Note: Reading materials will be posted online 2 weeks before the class. 8 Leveraged Buyouts (May 28 afternoon) Essential Reading before the class: DePamphilis. 9 Part I: Negotiation Exercise (June 4 morning) Part II: Presentation and Discussion of Case #4 10 Alternatives to M&A: Restructurings. June 11. Chapter 14. June 11.m. 7 Part I: Presentation and Discussion of Case #3 (May 28 morning) Valuation in M&A Essential Reading before the class: DePamphilis. TSE International The group case report is due 8:00 a. Distribution of Case #6: Framedia (A) The group case report is due 8:00 a. Distribution of Case #4: Yeats Valves and Control v. 15.m.m. Strategic Alliances. Distribution of Case #5: Social Capital at Work in PCCW’s Acquisition of Cable & Wireless HKT The group case report is due 8:00 a. The group case report is due 8:00 a. Chapter 7 and Chapter 10. Chapter 13.s.m. May 28. June 4. 13 (TBD) Final exam (closed book) . and Joint (June 4 Ventures afternoon) Essential Reading before the class: DePamphilis.

case studies. and therefore we can apply a common framework to address fundamental governance decisions such as ownership structures. MBA Town Centre. countries and cultures. We realize that the family assets and roadblocks are similar across firms. family structures and family conflicts affect corporate behaviour? How can families find the right balance between family and outside ownership and between family and professional management? This course introduces an economics based analytical framework to address these questions. Corporate Governance for Private and Family Enterprises (FINA6222E) Chinese University of Hong Kong Third Term. This course emphasizes a global aspect and an international comparative approach. and discussion of contemporary research and public opinions. we seek to understand how entrepreneurs and their family members provide unique assets and contributions leading to the success of the firms. However. Fan Professor. 1/F. Fax: 26035114 Email: pjfan@cuhk. Hong Kong COURSE CONTENT AND OBJECTIVES Most businesses around the world are owned and run by entrepreneurs and their family members. 12 Harcourt Road. few courses offer scientific analysis to address their critical governance questions. Unit B. School of Accountancy & Department of Finance Co-Director. Through lectures. 2010-2011 Instructor: Joseph P. What do families contribute to firms? Which opportunities and challenges do family firms face? How can a firm persist for a thousand years and go through dozens of successions inside the same family? How do family firms cope with financial crisis and dramatic changes in business environment? How do family psychology. Wednesday and Friday Classroom: Amber Room. Central.edu. managerial compensation and promotion. and succession and exit.hk Meeting time: 6:45 – 9:45 pm. with the aim of improving the well-being of both the firms and the families behind the firms. This analysis will help us understand why the corporate governance practices of the family firms are often different from those in 1 . Institute of Economics & Finance The Chinese University of Hong Kong Phone: 26097839.H. Bank of America Tower. and how various roadblocks challenge the sustainability of the family firm model.

We will document that these mechanisms for a large part are global and surprisingly similar across business environments. In the second part we will apply the Family Business Governance Framework to address the all important questions of finding the right ownership structure. In the final part of the course we will focus on finding the right governance strategies for family firms with the aim of improving both ongoing operation efficiency and increasing the well-being of the individual members of the family behind the firm. Each group should have 5 or 6 members. e. investment banking. nations and cultures. Whereas these questions often are addressed once in a lifetime. it is also advisable to have a group with diversified interests. because it places emphasis on the different governance issues and practices in these markets. consultants and service providers. We will introduce the Family Business Governance Framework as a tool to identify the unique set of key assets and roadblocks that a given family firm is facing. and.g. finding the right balance between family and professional boards of directors. Course Structure The course is divided into three parts. because it highlights the important institutional and human factors in family business operations that are often not considered in traditional courses. Please submit your group member list in class 2 . private equity and general corporate governance. corporate finance. However. it is ideal to have at least one student with family firm background in each group. In the first part we investigate the underlying mechanisms that create the uniqueness of a corporation.standard textbooks and require different considerations by regulators. combining interests in family firms. Lecture notes will be posted on the WebCT and distributed in class. planning for succession and finding the right time and form of exit. you will form study group to analyze cases and conduct a project. In selecting groups. READINGS A packet of cases and readings will be distributed to you in the first class. in particular a family firm. Students who plan their careers in emerging markets such as China and Asia should also find this course useful. each of them contains the power to make the difference between success and failure in the family firm. private banking. Students seeking a career in accounting. and general management should find this course useful. The topics include career planning and promotion policy. conflict management. families. STUDY GROUP As an important part of the course requirement. You are responsible for selecting members of your group. their business partners. management consulting.

A case provides factual details and organizational circumstances surrounding a particular managerial situation. A significant portion of case analysis grade depends on the identification of key questions/issues. However. the analysis leading to your recommendation. A set of sample questions are provided below in the Course Session Section to get you started. followed by a breakout session during which you will discuss the case with your group members. GRADING Case study reports (group) 25% Field report (individual) 25% Project (group) 30% Class participation (individual) 15% Peer evaluation (individual) 5% CASE ANALYSIS AND REPORTS We will use a number of larger cases and mini-cases in the course. It is important that all of you read and analyze all of the cases before coming to class. Your individual performance in case discussion will affect your participation grade. Like any consulting assignment. Merely answering the questions is not adequate and. You will elect a representative to report your group’s analyses and recommendations of specific issues. the following guidelines will apply to all case studies: • Each case write-up shall be of the following format: A maximum of five-page document with a maximum of one page data exhibit. Thus be focused by addressing the questions head on and providing analytical based arguments and conclusions. However. • The written case (and project) report will be graded based on the following criteria: 3 . It is advisable to avoid repeating descriptive facts from the cases. we will discuss the case together. unacceptable. everyone should be prepared to ask and answer questions. you are free to identify and focus on your own questions/issues. By then. your report should be organized and structured as if you were actually presenting it to your client. The essence of case analysis is to examine the facts by applying the concepts discussed in the class in arriving at your recommendations. I or a designated student will introduce the case.on May 6. • It is helpful if you think of you as a representative of a consulting firm and the case company as your client. In general. and the justification of your recommendations. therefore. 2011. In a typical case discussion. any student who has not yet joined a group will be assigned to a group. After the breakout session. There are three cases which should be solved and submitted on group basis on the respective date when each of the cases is discussed.

3. Study all the exhibits carefully—in many cases the real story most often is in numbers 4. Weight Category 30% Written presentation. Read the case through rather quickly for familiarity of facts and other details 2. Mainland. issues etc. We will provide you a questionnaire based on which you can conduct the survey/interview. enhance. followed by a discussion of specialized family assets and roadblocks of the owner and his/her firm. readability. The length of the report should be within five pages. you will further analyze the information you have gathered and provide recommendations of governance policy 4 . in the group project report you will identify key family assets and roadblocks of the company. 2011. Deadline: The field report should be submitted no later than June 1. you could choose one of the companies surveyed by your group members in the earlier field study. Analyze the issues using concepts and techniques discussed in class 6. Different from the field report. Resolve conflicts regarding validity of data and assumptions 7. with one additional page of data exhibition. a closely held or publicly traded company. Make and justify your recommendations FIELD REPORT Each of you will interview a business owner and write a field report. and with the filled survey questionnaires as an appendix. Determine the major and minor issues 5. Although not a requirement. Document: The report should begin with a background description of the business and the owner. Hong Kong. or Taiwan. organization. Similar to the field report. The report should also discuss whether and how the owner designs firm governance to preserve the family assets and bypass the roadblocks. or Taiwan). The business can be a small or large company. Read the case a second time to select salient facts. the following seven steps can be very helpful in dealing with case studies in general: 1. discuss whether and how the business owner has implemented policies to preserve. a company located in Hong Kong. and his/her family. GROUP PROJECT Together with your study group members. and with sufficient long (no fewer than 15 years of) history since establishment. or standardize the family assets and mitigate the effects of the roadblocks. grammar and relevance 40% Logic and justification underlying your recommendations 30% Numerical/qualitative analysis and scientific evidence • Finally. you will select an entrepreneur or a family run company with more than 15 years of history in the Greater China (Mainland.

• Presentation: All study groups will present their projects on June 8. and contribution of materials relevant to the class. figures. You should also prepare an MS-Powerpoint file for presentation. Your analyses leading to the recommendations should be scientific. Illustrate important issues with charts. an updated Powerpoint presentation file. participating case study presentation and discussion. PEER EVALUATION Your performance in group-based works (case studies and the group project) will be ranked by your team members at the end of the course. • Documents: The project reports should be double-spaced with a maximum length of 20 pages. The overall ranking will in turn determine your peer evaluation grade. and tables in the text (not in the back of the report) whenever possible. 2010. Your participation grade depends on the quality (not quantity) of your contributions to the class through attendance. asking and answering questions in class. and all the data and spreadsheets that you used to write the report. The submitted hard-copy final report should be accompanied with a CD containing the report in an MS-Word file. PARTICIPATION We will keep track of the level of your participation throughout the course. based on data and information you have collected for the company. The average ranking you receive from other team members will determine your overall ranking.changes that help sustaining the business. The CD (disk) should also include a read-me file listing and explaining the data files and spreadsheets. • Deadline: The project report should be submitted no later than June 15. • Grading: The grading criteria of the project report are similar to those of the case reports. 2011. COURSE SCHEDULE Part 1: Decomposing Culture: The Family Business Governance Framework Session 1: May 4 Lecture 1: Introducing Family Business Governance Framework • Course introduction 5 .

Yangjiang Shibazi. Bank of East Asia and other family-run banks in Hong Kong Session 3: May 11 Lecture 4: Family Business Governance Framework y Reviewing family assets and roadblocks and their impacts on family business y The family business governance (FBG) framework and its dynamics y Using the FBG framework to choose the right governance model Case Study: Heraeus Family Governance for a Global Company (German) 6 . • Family firms basic o Defining family firms o Family firms in numbers: global and industry pattern o Characteristics of family firms o Governance issues of family firms o Are family firms better or worse than non-family firms? • The Big Challenges o Finding the right model of ownership. The Shanxi merchants. • Mini-cases: Toyota. Li & Fung. o Succession/Exit o Finding the right governance strategies • Family Business Governance Framework o The global similarities: Examples of family assets and roadblocks and their impact on business development. IKEA Session 2: May 6 Lecture 2: Identifying Family Assets as the Enhanced Value that the Family Delivers to the Firm • Value driven leadership • Political and business networks • Family spirit and the apprenticeship model • Mini-Cases: Hoshi Ryokan. Wahaha Lecture 3: Understanding Roadblocks in a Family Business • Why are family firms constrained in business development? • Family roadblocks • Institutional roadblocks • Market and Industry roadblocks • Mini-Cases: Vordingborg Lumber Yard.

financial and market development. Which option is best for Sun Brewery and is this also the best option for the Khemka family? 3. Which of these assets are related to being a family firm? What is the key contribution from the family to the firm? What does it mean to be a global family firm with thousands of employees and revenues exceeding 10 billion Euros? 3. 2.(Case report due May 11 in class) Case Questions: 1. 2. Evaluate to what extent that the company’s key asset can be transferred in the unlikely case that the Heraeus family sold the company to outside owners. Analyze the key assets in the Heraeus Company. Using the Family Business Governance Model to Ask the Right Questions • The Family Business Governance model and its applications • Applying the FBG model as a strategic tool Please prepare and be ready to discuss the following exercise in class: Apply the FBG model to analyze ownership and management structures in Heraeus and SUN brewing company. Case Questions: 1. Estimate how much the Khemka family would be required to inject to fund future growth and meet required capital expenditures. Discuss how the contribution from the family to the corporation can be transferred through generations? What are the opportunities and the challenges in continuing adding value across generations? 4. Indian Business Family) The case will be discussed in class but there is no required write-up. Analyze the set of constraints that the Khemka family is facing in order to develop the Sun Brewery further. On the basis of your findings. Discuss the advantages and disadvantages for two options that the Khemka family is facing. Identify the key specialized assets and the key constraints and evaluate the ownership and management structure of the two firms today. Be specific on to what extent the challenges origin from inside the family or from broader effects of industry. Case Study: SUN Brewing (A) (Russian business context. how do you see the ownership and management structure of the two firms evolve in the future? Part 2 : Once in a Life Time Governance Choices Session 4: May 13 Ownership Design • Global variety in business ownership • Ownership as a bundle of property rights 7 .

2.. • Why is control important? • How to preserve control inside families by separating control from ownership? • The dynamics of family business ownership • Ownership in family trusts and charitable foundations • Using the FBG framework to identify the key challenges in designing the right ownership structure for the family firm. Jr. Analyze the governance and ownership situation in NY Times around 2006 from the perspective of the different groups of owners? If you were Arthur Sulberger. (USA) (Case report due May 18 in class) Case Questions: 1. forms. determinants of family succession • The economic consequences of succession The four big challenges of family succession: • The challenge of transferring specific assets through generations • The challenge of the apprentice model • The challenge of a simultaneous transfer of management and ownership 8 . Why is family control so dominating in the media and newspaper industry? Relate your answer to the Family Business Governance Framework? 3. including: o How to cope with the natural tendency of ownership dilution across generations? o Decision right allocation: family CEOs or professional CEOs o Dealing with minority ownership outside the family • Mini-Cases: New World Development Session 5: May 18 Ownership Design (Continued) Case Study: The New York Times Co. Provide a discussion of the family’s objectives during this century of ownership and the means that they implement to fulfil these objectives. 4. what would you then do with respect to the future ownership and governance structure? Session 6: May 20 Succession • Global Examples of Succession • The Big Picture: Numbers. Discuss to what extent the set of family assets and the set of constraints of family ownership of New York Times (and other family owned media companies) has changed since World War II and relate this to the observed tendency to industry consolidation. Analyze the ownership and governance structure of New York Times up to 2004.

What does the individual family members contribute to the firm? 2. the business concerns and the actions taken. What are the challenges to business continuity and succession in this case? What have they done to meet these challenges? What would you recommend as alternatives? 4. What lessons have you learnt? Are these lessons transferable to other family firms you know of or are personal related to? Session 8: May 27 Conflict Management • Family Conflicts and Sibling Rivalry Case Study: J. Evaluate the potential scenarios for moving forward as a business family. • The challenge of changes Mini-Cases: Lai-sun Group. Case Questions: 1. the ambitions. Evaluate the succession and identify the roots of the following family conflicts. Fantai Kitchenwares. In answering this question you shall for each family member evaluate the expectations. How would you characterize the business. What did Wang Yong-ching expect firm his family after his death? What did he mean with “Business Continuity”? And why did he not state his succession intention explicitly? 2. Perez Foods (Dominican Republic) The case will be discussed in class but there is no required write-up. Describe the family business organization and the succession planning before Jaime Sir death. Haixin Group Session 7: May 25 Succession (Continued) Case Study: Formosa Plastics Group: Business Continuity Forever (Case report due May 25 in class) Case Questions: 1. Is the best solution for the family also the best solution for the firm? Exit • Why exit the family firm? • Examples of exits • Ways out of the family firm: MBOs/MBIs. 3. 3. What do you predict for the future of family ownership over Formosa Plastics Group? 5. Strategic Sale 9 . philosophy and organization of the Formoza Plastic Group.

Investment and Distribution Policies • Going public decision • The control-growth tradeoff • Diversification or focus? • Dividend policy: for families or shareholders? Conclusion: Sustaining the Legacy of Family Business • Review of the main issues in the governance of family business • Summary of how to sustain the legacy of family firms Sessions 11: June 8 Group project presentation **Group project report due June 15 10 . • Sale to a Private Equity Buy-out fund • Challenges and Opportunities in exit Session 9: June 1 Part 3: Strategies for Family Business Governance Family and Corporate Boards • Roles of boards • Economic analysis of boards • Board composition in family firms • Changing the family board to a professional board Promotion and Compensation Policies • The basic of executive pay and promotion • The pros and cons of incentive based compensation • Division of power between family and non-family managers • Differences in pay and promotion between family and non-family managers **Field Report Due Session 10: June 3 Financing.

com.hk 1 .hk Email address : wiltonchau@baf. Total duration : 36 hours Lecturer : Professor Wilton Chau Contact No : (852) 9683 6684 (65 ) 9683 6218 wchau@qleap.2010/11 Course Title: Venture Capital and Private Equity Course code: FINA6230K Venue : CCS LT7 Dates : 20.cuhk. 27 Mar.edu. 10. 3. DEPARTMENT OF FINANCE Programme: Master of Business of Administration Term 3A . 17* Apr 2011 ( All Sundays) Time : 9:30 am to 1:00 pm (morning) 2:00 pm to 5:30 pm (afternoon) • From 9 am to 6 pm on April 17.

All cases adopted in this course are real investment cases with or without modifications. To consolidate the practical aspect of the course. Students who want to have a complete picture and in-depth knowledge of this area are recommended to take both courses. In addition. students should understand investment criteria and process of venture capitalists and private equity fund managers. Techniques such as drafting a term sheet and structuring a convertible note will be discussed thoroughly. due to the limited seats available in MBAC6091. Special attention will be given to the experiences (both good and bad) in investing ventures in China. If a ‘live’ case is used for case study. company valuation and investment due diligence. This course gives in-depth knowledge of the structure and mechanism such as the incentive schemes and exit strategies of the industry. The restructured MBAC6091 will concentrate on skills & techniques for venture development and fund raising. guest speaker(s) in the VC/PE industry will be invited to share his/her actual experience with the class. this course highly concentrates on market practices. students will be provided different arguments about the pros and cons of involving VC financing under various conceptual frameworks and hypotheses suggested by researchers globally. priority will be given to students who take Entrepreneurship as their concentration. This course is suitable for students who have genuine interests in the industry and those who consider raising funds for their ventures from various industrial players. The applicability of these conceptual frameworks and hypotheses in China and Hong Kong will be addressed in details. However. this course and the proposed restructured course ‘MBAC6091 New Venture Business Project (Fund Raising for Entrepreneurial Venturing)’ represent the ‘buy-side’ and the ‘sell-side’ of the game. students will be required to sign a non-disclosure agreement EXPERIENCE SHARING Speaker: To be advised Background 2 . In addition. After completing this course. It emphasizes on developing students with skills on project evaluation.COURSE OBJECTIVES The primary objective of this course is to equip students with good understanding of venture capital and private equity industry. Apart from the theories covered in the first lecture.

The “Peacock Model” as A Multi-Value Approach to Angel Investment by Wilton Chau and Kevin Au. READING LIST Textbook: 1. 3 . Deal Terms – The Finer Points of Venture Capital (Deal Structure.ASSIGNMENT Investment debate CRITERIA OF ASSESSMENT Participation 30% • Attendance (15%) (individual) • Q&A (15%) Assignment: Investment Debate 70% • presentation and responses to questions 40% (individual) • written recommendation 30% (group) *Students are required to bring along their name plates to attend the class. Stock Options and Getting VC Deals Done) by Alex Wilmerding Reference Reading: 1. Terms Sheet. Valuation.

Renewable energy Lessons from Wilton’s portfolio 17 Apr 2011 4:45 Course & Teaching Evaluation Morning & All teams Afternoon Assignment: Investment analysis & presentation Wilton Chau January 6. 2011 4 . Biotechnology .COURSE OUTLINES Class Date Course content Activity 20 Mar 2011 Terminology Team formation morning Private equity/venture capital industry • HK & China Case: Killed by own fear • VC/PE fund Structure Investment process afternoon Theories and hypotheses developed Projects allocation for VC & PE industry Problems of VCs in Hong Kong Practical skill 1: positive thinking (Successful Investors Story 4) 27 Mar 2011 Project evaluation morning Speaker: To be advised Afternoon Due diligence Discussion of Assignment A practical view of asymmetric information Investment Approach (Peacock Model) 3 Apr 2011 Valuation & Valuation protection Group discussion morning afternoon Practical skill 2: identity shifting/attribution Documentation • Term sheet • Convertible notes 10 Apr 2011 Negotiation & term sheet Group discussion morning Practical skill 3: detecting lies afternoon Investing in China • Structure • WFOE structure & tax implications in China The Hot Industries .

(86) 13 7188 71818 Email address : wiltonchau@baf. 9 16 & 30.edu.2010/11 Course Title: New Venture Business Project (Fund Raising for Entrepreneurial Venturing) Course code: MBAC6091K Venue : ELB LT3 Dates : March 19.hk 1 . MASTER OF BUSINESS ADMINISTRATION Programme: Term 3A .cuhk. 26 & April 2. 2011 (six Saturdays) Time : 9:30 am to 12:30 pm (morning) 2:15 pm to 5:15 pm (afternoon) Total duration : 36 hours Lecturer : Professor Wilton Chau Contact No : (852) 9683 6684 (65 ) 9683 6218.

execution path & hurdles. each group is required to meet with the lecturer on a group- by-group basis.COURSE OBJECTIVES Most of the young ventures fail within the first three years of their establishment. After taking this course. This course recognizes the importance of financial resources to the survival as well as the growth of young ventures. In practice. This course is a highly practical course addressing the above problems. This course analyzes critical issues concerning business ventures. Students will be divided into groups of 3 each. entrepreneurs are required to plan its business careful and are not given any ‘cushion’ financially for making mistakes. this course provides special attention on potential investors such as angel investors and early-stage venture capitalists so that entrepreneurs will be able to address the concerns of these investors in the fund-raising exercise. However. it is a business nature to make mistakes. students are expected to have a good understanding on several issues such as the business model. The students should note that they are required to submit the soft copies of their Assignment 1 in power point format prior to the beginning of the first lecture. EXPERIENCE SHARING Speaker: To be advised Background 2 . For Assignment 2. young ventures seldom get any serious funding from investors unless their entrepreneurs know how to approach third-party investors. About 70% of this course will be spent on fund raising for young technology ventures. They are expected to identify their own business opportunities. in details. particular to those young entrepreneurs who usually do not realize the constraints and problems faced by small young ventures. particularly ventures with innovative idea and technology. Therefore. Real cases will be used to highlight the impact of those issues on the success of ventures. One of the main reasons for such high failure rate is the lack of financial resources. It emphasizes on several major topics related to executing a business opportunity and securing required financial resources. due diligence. investment proposal. and enter the market without proper preparation. Proper guidelines will be given during the course on how their ideas can be converted to fulfill the requirements of assignments 1. As only limited financial resources are available to start-ups. 2 & 3. term sheet and presentation skills that are directly related to their ventures and the ways to obtain appropriate financing. This is a course with heavy workload.

funding stages and performance milestones z Deal structure and term sheet for private placement 3. start-up) ‐ Pre-profit (first round.COURSE OUTLINE The course is divided into 3 main parts plus an experience sharing session: 1. and course outline Mar 26: Business plan. and angel investment (April 4-8: Individual meetings – Assignment 2) Apr 9: Presentation skills Apr 16: Due Diligence. expansion) z Government supports (SERAP. Presentation Skills and Fund Raising (35%) z Building your confidence ‐ Rehearsals ‐ Q&A z Investors’ perception (the concept of Ponzo Monsters) z Presentation skills ‐ Attention ‐ Story telling ‐ Closing z Preparation for due diligence Timetable Mar 19: Evaluation of an ideal. and investment proposal Apr 2: Stages and sources of financing. Seeking Early-stage Financiers (30%) z To analyze your financial needs & define your funding rounds ‐ Pre-revenue (seed. Venture Formation & Investment Proposal (35%) z Company & organization structure z To evaluate & crystallize a business opportunity (business & revenue model) z Execution and hurdles z Developing your prototype z Market sounding & product launching z Manufacturing & distribution (out sourcing) z Writing an investment proposal 2. HKSTP IncuTech) z Angel investors z Professional venture capitalists z Making your deal investable z Financial projection. valuation. and term sheet Apr 30: Presentation of Assignment 3 3 . marketing plan. R&D.

CRITERIA OF ASSESSMENT (Individual: 70%. 4 . Margulis Wilton Chau January 6. Presentation of an investment proposal framework ‐ Individual group meetings with the lecturer during April 4 – 8 ‐ 15 minutes ppt + 30 minutes Q&A (up to 1 hour when necessary) 3. 2011 ‐ 2. 2011 Note: Students who miss any formal lecture could be invited to the make-up sessions to be held in the following Saturday morning prior to the start of the scheduled lecture. table of contents and appendices) REFERENCE BOOK 1. 2011) Assignment 3: Investment Proposal Presentation (on 30 April 2011) 40% • peer review (15%) • presentation and Q&A (15%) (individual) • written proposal (10%) ASSIGNMENTS 1. Group: 30%) Participation (individual) 30% ‐ Attendance (15%) ‐ Q&A during lectures (15%) Assignment 1: Business idea outline (individual or group) 10% ‐ Presentation (on 19 March 2011) Assignment 2: Group Presentation of Investment Proposal 20% Framework (individual and group) (on 4 -8 April. 4-page power point presentation: What is your idea? Why is the idea so special? How are you going to do it? ‐ 5 minutes presentation on March 19. Angel Capital: How to Raise Early-Stage Private Equity Financing by Gerald A.5. Benjamin and Joel B. font:12 & spacing:1. Investment proposal ‐ 15 minutes ppt + 5 minutes Q&A ‐ A 16-page written proposal (single-side. Presentation of a business idea (individually or in group) ‐ A max. excluding cover page.

msmail. each group of students as assigned by the MBA office will be responsible for assessing the leadership style of a prominent Chinese individual along leadership dimensions discussed in class. cases. It is also worthwhile to think of yourself as a co-producer to the contents of this course in that your participation will contribute as much to the learning of your peers as the other learning aids. The group paper is due on the last day of class and should be 10 pages in length. you will be given a personal questionnaire to fill out. we will use readings. Personal Leadership Development Plan: At the end of each class. you will assess your current leadership effectiveness (strengths and weaknesses) and develop a personal leadership plan for the short- term (1 year) and the longer term (3 years from now).hk Office Hours: By Appointment Readings: Set of compiled articles and cases Overview of Course: The course is designed to provide the participants an understanding of Chinese values. The self-assessment and the plan should not exceed 10 pages and are due on the last day of class. exercises. Course Evaluation: Group Project 30 % Personal Leadership Development Plan 40 % Participation and Attendance 30 % Group Project: For this component. . leadership skills.MGNT 6310E Chinese Leadership & Organization MBA Elective (2011) Professor Ignace Ng Office: MBA Town Center Phone: Email: ignace@baf.cuhk. To facilitate the learning process. and how these values affect effective leadership in Chinese societies. lectures. class discussions. and a group project. Combining this information about your with the course contents.edu.

Academy of Management Perspectives (Feb.Class Participation and attendance: For the participation component. HBR (May 2002) May 17 Leading Change and the Chinese Art of War Strategic Management Thought in East Asia (Organizational Dynamics. you will be assessed on the basis of attendance (10%) and contributions to class discussions. In evaluating the contributions. I will take into account the quality of the contributions as measured by brevity and tact. 2003) Change the way you persuade. 2004) May 19 Chinese Negotiations Practices Guanxi in Jeopardy (Handout) May 24 Chinese Negotiations Practices (Continue) Asian Bargaining Tactics (Handout) May 26 Leading Teams (of Chinese and non-Chinese) . 2006) May 5 Networking & Guanxi The People Who Make Organizations Go or Stop. HBR case study (Aug. HBR (June 2002) Guanxi: Sustainable competitive advantage. Course Schedule: May 3 Chinese Values and Defining Leadership In the Eye of the Beholder: Cross-cultural Lessons in leadership. Academy of Management Executive (1998) May 12 Communicating and Presenting to the Chinese Trouble in Paradise.

HBR (April 2000) June 2 Retaining Chinese Employees Job Sculpting. 1999) China in the Red (Video) June 7 Trustworthiness and Emotional Intelligence What Makes a Leader. Canada-China computer crisis (Handout) May 31 Chinese Decision Making and Power Leadership That Gets Results. 98) June 9 Course Summary . HBR (Nov. HBR (Sept.

Since case analyses and real-life examples will be used throughout the course to illustrate the application of important concepts.hk Course Objectives This course is designed with the following objectives in mind: 1) To develop an appreciation for the managerial relevance of marketing research. 1 .hk Email: alanwong@baf.edu. Remember that no comment or question should be thought of as too simple or stupid to be brought up.: Mr. Alan Wong Phone: 6181 2575 Phone: 2609 7808 Email: hchan@cuhk. It is up to you to learn. You are also encouraged to share any experiences related to the general topic of marketing research. and provide guidance. I will give lectures.A. lead discussions.msmail. 3) To provide an opportunity to walk through the marketing research process (with the guidance and support of the instructor). I expect you to contribute to in-class discussion on a regular basis. Haksin Chan T. 2010-2011 Department of Marketing The Chinese University of Hong Kong Instructor: Prof. 2) To introduce the major marketing research methods and their pitfalls. answer questions. Grading Your final grade will be determined by a scale no more stringent than: A: 86% and up B: 70% to 85% C: 50% to 69% D: under 50% The following weights will be used: Attendance and Participation 20% Assignments and In-class Exercises 20% Project Report and Presentation 30% Final Exam 30% Class Participation It is my belief that much of the learning at the graduate level takes place outside of class. MKTG 5012W: MARKETING RESEARCH Third Term.cuhk.edu.

Naresh K. presentation skills. each group will give a 15-minute presentation to the whole class. The report will be graded on both content and style.. 3rd edition (Pearson International Edition). Qualitative Marketing Research.. D. 2 . and additional readings. Evaluation criteria include rigor. 2006. You are to identify a research question of interest to you (subject to my approval). unless the circumstance falls within university approved guidelines. a main body (maximum 15 pages). K.0 Update. or industry in Hong Kong. analyze the data. each group will be responsible for preparing a research report on a specific product. SPSS for Windows Step by Step: A Simple Guide and Reference. textbook materials. and to apply some of the methods that you will learn in this course to answer the question. and overall professionalism. C. Recommended Readings Carson.. should contain a two-page executive summary. 2009. and Gronhaug. Xeroxed copies of other required readings will be handed out throughout the course. Group Work The class will be divided into groups of 5 . and discuss actionable managerial implications. Darren. Note that make-up exams will not be given. Perry. members of a group will work together on different assignments and in-class exercises. covering lectures. All members of the group will receive the same grade for the group work unless the group consensus is that some member(s) did not contribute their fair share. thoroughness.. G. Required Readings Malhotra. In addition. Prentice Hall.. A. Throughout the course. The project report should identify the research question. 2001. business.6 members. Grades will not be given to those who fail to submit the Peer Evaluation Form. describe the methodology. insightfulness. due on April AA. and appendices with supporting evidence (no upper limit). 13. Pearson Education. Final Exam There will be a comprehensive final exam. so make sure it is well-structured and easy to read. Sage Publications. Each group member will fill out a confidential Peer Evaluation Form at the end of the course. On April AA. Gilmore. Basic Marketing Research: A Decision Making Approach. The project report.

) Causal Research (Ch. Course Schedule Date Topic 3/19 (a. 11) The Research Report (Ch.) Survey and Observation Research (Ch. 2-3) Exploratory Research (Ch.m. 14-15) Project Discussion 4/16 (a.) Sampling (Ch.) Measurement and Scaling (Ch.m. 8) Project Discussion 4/2 (a.) Data Analysis and Interpretation I (Ch. 12) 4/9 (p.m.) Final Exam 4/30 (p. 4) Qualitative Research (Ch. 19) 4/9 (a.) Project Presentations Note: The course schedule may be modified at the discretion of the instructor.m.) Course Introduction Marketing Research and Managerial Decision Making (Ch.m.m.m. 6) 3/26 (a.) Data Collection and Preparation (Ch. 9-10) Survey Research Assignment Due 4/2 (p. 1) 3/19 (p.m.m.m. 3 .) Data Analysis and Interpretation II (Ch. 7) 3/26 (p. 16) 4/16 (p.m.) Questionnaire Design (Ch.) Problem Definition and Research Design (Ch. 17-18) 4/23 No Class (Public Holiday) 4/30 (a.m.

Free Press (4) Chan Kim and Renee Mauborgne (2005) Blue Ocean Strategy. 6:45 p.. .edu. (2005) Global Marketing Management 4th edition. and Norton David P.m. LARRY K Y POON Adjunct Professor Department of Marketing. No.hk Time and Location: Monday.m. Hong Kong Tel: 31634305 Mobile: 91309147 Fax: 26035136 E-mail: larryp@baf.. 6:45 p.cuhk. New York: Harper Business (7) Keegan. W.T. Central Textbook: Reading assignments are to be completed prior to and in preparation for class discussion. HBS (6) Jim Collins (2001) Good to Great. Town Center. CUHK 8/F. They are critical to the success of the course and to your comprehension of marketing strategies. New Jersey: Prentice Hall (8) Chris Anderson (2006) The Long Tail. MBA) Lecturer: Mr.9:45 p.hk Teaching Assistant: Ms. May Poon Tel: 26097808 E-mail: tmpoon@baf. USA: Harvard Business School Publishing Corporation (5) Kaplan Robert S. Shatin.m.J.cuhk. Hyperion Assessment: Group/ Class Participation 20% Tests 40% Action Learning Project 40% Total 100% 1 . Porter.edu.msmail. N.9:45 p. (2004) Strategy Maps: Converting Intangible Assets into Tangible Outcomes. CUHK Honorary Institute Fellow The Asia-Pacific Institute of Business.msmail.m. Prentice Hall (2) Philip Kotler (2001) Kotler on Marketing. . Chak Cheung Street. Chapters are found in Strategic Market Management 8 th Edition by David Aaker Reference Books: (1) Kotler and Keller (2009) Marketing Management 13th edition. MKTG 6011E Strategic Marketing (2010-2011. Town Center.12. 3 rd Trimester. Free Press (3) Michael E. (1998) Competitive Advantage.. Central Wednesday.

students are expected to have adequate knowledge and technical skills on strategic marketing. presentation and an action learning project. Course schedule: Date Topics Mar L1-14th -> Orientation -> Chapter 1 z Review on marketing management z Introduction and overview of strategic marketing management L2-16th --> Chapter 2 z External analysis z Customer analysis L3-21th > Chapter 3. Upon completion of this course.Objectives: This course aims at providing students with both (1) conceptual understanding on what strategic marketing is and why it is so important in the contemporary business world and (2) hands-on practice in developing a realistic marketing strategy (with focus on application). group discussions. In addition to the traditional lecturing method. 6 z Environmental analysis z Strategic uncertainty z Business unit strategic plan template I ->Case analysis I/discussion I L5-28th -> Chapter 7. pre-class exercises. implementation and be able to formulate effective strategy. this course will include case analyses. z Market analysis z Competitor analysis z Customer value and satisfaction strategy L4-23th -> Chapter 5. 8 z The sustainable competitive advantage z Value proposition z Business unit strategic plan template II -> Case analysis II/discussion II L6-30th --> Chapter 9 z Branding -> Case analysis III/ discussion III 2 . 4.

2) Two tests will be conducted according to the studying progress. pre-class exercises will be integrated.Apr L7-4th -> Chapter 10 z Energizing the business z Good to great -> Case analysis IV/ discussion IV L8-6th -> Chapter 11.12 z Leveraging the business z Creating new businesses z Blue ocean strategy ->Case analysis V/discussion V L9-11th > Chapter 13. 3 . Assignments are subject to change as may become appropriate. 14 z Global strategies z Setting priorities for businesses and brands z The long tail -> Case Analysis VI/ discussion VI L10-13th -> Chapter 15 -> Test -> Strategy maps L11-18th -> Project presentation I z Discussion and inspiration L12-20th ->Project presentation II z Discussion and inspiration No Class.25th Easter Holiday L13-27th ->Concluding session z Learn the theory and throw it away Note: 1) Students are required to read the assigned chapters before class.

determine the extent to which your ideas derive from the source and follow your original reasoning. It is expected that students can learn from each other during the preparation and presentation. Please straightly observe the announcement of discipline on plagiarism by our faculty office. In either case.Project requirements: 1) The project is to be worked on team basis. your footnote must contain a full citation that will enable the reader to find the source. independently verify facts. LARRY K Y POON January 2011 4 . We will actively search for plagiarism using software purchased by our university. 10) Lecturer will conduct tutorial for individual group to facilitate studying and learning Citation of sources Whatever work you submit must be your own. 2) The class will be divided into teams with 5 to 7 students (tentatively) 3) Topics will be assigned one month after the first lesson 4) The written report should be handed in to lecturer on or before the final presentation day 5) The report is limited to 15 pages maximum excluding appendix 6) The report should be typed on A4 size papers and in double line spacing 7) Oral presentation of the project is required (English) 8) Each group should distribute its executive summary to all students on the presentation day 9) The project is an integral part of this course. We encourage you to use any and all information sources. a serious academic offence. when you quote directly you must use quotation marks around your direct quote and insert a footnote and whenever you paraphrase another person’s words. Plagiarism will not be tolerated. you must insert a footnote. Claiming work written by others to be your own is plagiarism. However.

group exercises. 3rd edition. measuring. If for some reason you have to be late or miss a class. by Kevin Lane Keller. this course will include discussion. and attendance and participation (10%). You are strongly encouraged to attend all class sessions. The grade distribution policy of the faculty will be strictly observed.hk MSN Messenger: krungthep@hotmail. Upon completion of this course. in-class group exercises and case discussion (10%). students are expected to have adequate knowledge and technical skills to perform successfully as a brand manager. Punctuality is also very important.edu. Measuring.com Course Description Strategic brand management is the process of building. 2609-7652 (office). and group project. The achievement of the course objective largely depends on the preparation and participation by all students. Instruction Method To achieve the objective. Samart (Sam) Powpaka Office: CCS 1124 Office Hour: Wednesdays/Fridays 5:30 to 6:30 pm at Town Center or by appointment Contact Numbers: Tel. and Managing Brand Equity. in addition to the traditional lecture. The final grade given will be subject to the approval by the examination panel. one group project (40%). Textbook Strategic Brand Management: Building. MKTG6017E—STRATEGIC BRAND MANAGEMENT Wednesdays/Fridays 6:45 to 9:45 pm MBA Town Center Instructor: Dr. This course aims at providing students with both (1) conceptual understanding on what strategic brand management is and why it is so important in the contemporary business world and (2) practical marketing research that is useful for strategic brand management. please e-mail me to let me know in advance. . 2008. Pearson Education/Prentice-Hall. 9136-6962 (mobile) E-mail: powpaka@cuhk. Tel. Class Attendance Your preparation and attendance are very important for this course. and managing brand equity. Grading Policy There will be one test (40%).

1-3) Case Assignment: Creating a Global Brand—Nike 06 Building Brand Equity I (Read Ch. 13-15) Case Discussion: Assessing and Managing Brand Value—Snapple 27 Review June 08 Exam (Ch. 6-7) Case Assignment: Branding an Ingredient—Intel Corporation 18 Measuring/Monitoring Brand Equity (Read Ch. 8-10) Case Discussion: Branding an Ingredient—Intel Corporation 20 Managing Brand Equity I (Read Ch. 4-5) Case discussion: Creating a Global Brand—Nike 11 Positioning Research (BA Computer Lab) 13 Building Brand Equity II (Read Ch. Class Schedule Date Topic/Activity May 04 Marketing and Brand Management (Read Ch. 1-15) 10 Project Presentation . 11-12) Case Assignment: Assessing and Managing Brand Value—Snapple 25 Managing Brand Equity II (Read Ch.