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LECTURE PLAN

GLOBAL COMPETITIVENESS AND

STRATEGIC ALLIANCES

MS-244

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COURSE OUTLINE

GLOBAL COMPETITIVENESS AND STRATEGIC ALLIANCES

MS-244

MBA IV

COURSE OBJECTIVES: To develop an understanding of the Strategic Management process

in a dynamic and competitive global environment.

INTERNAL ASSESSMENT AND ASSIGNMENT 40 marks

1. Class Test-I - (Presentation) 15 marks

2. Class Test-II - (Written Test) 15 marks

3. Class Assessment 10 marks

COURSE CONTENTS:

Global Competitiveness

An Overview Macroeconomic and Business Strategy Perspective,

Framework for Assessing Competitiveness Various Approaches; International and

National Competitiveness Studies. (10 Hours)

Developing Competitiveness

Government Policy and Competitiveness

Role of Quality and Productivity in Achieving World Class Competitiveness

Attaining Competitiveness through Integrative Process Management

Science

Technology and Innovation Policy

Human Capital and Competitiveness

Role of Information Systems in Building Competitiveness,

Industrial Clusters and Business Development,

Strategic Management of Technology and Innovation. (10

Hours)

Global Competitiveness of Indian Industry

Status; Cause of Uncompetitive ness

Strategic Options for Building Competitiveness,

Internationalization of Indian Business: Selected Case Studies of

Globally Competitive Indian Companies.

(10 Hours)

Strategic Alliances

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Value creation in alliances strategy

Management of Strategic Alliances

Strategic Alliances in Indian Context.

(07 Hours)

STUDY MATERIAL FOR THE SUBJECT

Following will be the study material for topics of Global Competitiveness and Strategic

Alliances for Management, and students are advised to go through the material for thoroughunderstanding of the subject.

MAIN TEXT BOOK

1. Authors Name(s) : Kiran Kumar Momaya

Title: International CompetitivenessEdition: Year: 2001

Publisher: Hindustan Publishing Corporation (India)

(ibid 1)

2. Authors Name(s) Michael E. Porter

Title: Competitive Strategy

Edition: I Year: 1980

Publisher: The Free Press (ibid 2)

3. Authors Name(s) Azhar Kazmi

Title: Strategic Management and Business Policy

Edition: III Year: 2010Publisher: Tata McGraw-Hill (ibid 3)

4. Authors Name(s) Ravi M. Kishore

Title: Strategic Management- Text and Cases


Publisher: Taxmans (ibid 4)

5. Authors Name(s) White/Bruton

Title: The Management of Technology and Innovation


Publisher: Cengage Learning (ibid 5)

6. Authors Name(s) Mukesh Chaturvedi, Aseem Kumar, Manmohan Rahul

Title: Managing Innovation and New Product Development


Publisher: PHI (ibid 6)

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PERIODICALS

1. Title: Global Competitiveness Report, 2008-2009 (ibid 7)

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LECTURE 1-4

INTRODUCTION OF GLOBAL COMPETITIVENESS

OBJECTIVES:

The objective of these lectures is to make aware the students with the concept of competitiveness

and its various approaches. These approaches would be helpful in understanding the intricacies

of the business within the country and cross borders.

Define competitiveness

Levels of Competitiveness

Country competitiveness

Industry competitiveness

Company competitiveness

Drivers and Sources of Competitiveness

Conceptual framework and analogies

Organizing Systems

Structured framework and models

Porters Diamond

Core Competency

Trade focused approaches

10-P framework for global competitiveness

Asset-Process-Performance Approach

Road map for enhancing competitiveness

Competitiveness enhancement and sustenance process

SUGGESTED READINGS:

1 ibid 1, Page 118-136

ASSIGNMENTS FROM QUESTION BANK:

UNIT-I

MULTIPLE CHOICE QUESTIONS: Q1-7

SHORT ANSWER QUESTIONS: Q 1, 2, 3, 4, 5, 6, 9, 10, 17,

LONG ANSWER QUESTIONS: Q3, 4, 5, 6, 7,12

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LECTURE 5-6

CASE STUDY ANALYSIS

OBJECTIVES:

The objective of these lectures is to build the analytical skills among the students through case

study analyses. In these lectures case studies at different levels of competitiveness will be

analyzed.

CONTENT:

Case study analysis

Country competitiveness

Industry competitiveness

Company competitiveness

LECTURE 7-10

OBJECTIVES:

The objective of these lectures is to build the analytical skills among the students through case

study analyses. In these lectures case studies of different frameworks and models will be

discussed.

CONTENT:

Case study analysis on the following structured framework and models

Porters Diamond

Core Competenecy

Trade focused approaches

10-P framework for global competitiveness

Asset-Process-Performance Approach

LECTURE 11-12

THE MACRO-DYNAMICS OF GLOBAL COMPETITION

OBJECTIVES:

In these lectures students will be able to understand the dynamics of competition. To face the

tough competition companies has to concentrate at cost factor of the product. Hence, tounderstand the competition dynamics theory of comparative cost will be discussed here.

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CONTENT:

The Theory of comparative cost advantage

Product and commodities

Price elasticity of demand

Low-profits and high wastages Case study analysis

Inadequacy of comparative advantage theory

From comparative advantages to competitive advantages

SUGGESTED READINGS:

1 ibid 1, page 18-26


UNIT-I

MULTIPLE CHOICE QUESTIONS: Q8,9

SHORT ANSWER QUESTIONS: Q 7, 8, 12,17

LONG ANSWER QUESTIONS: Q 7, 8, 9, 10, 11, 13,14

LECTURE 12

DEVELOPING COMPETITIVENESS GOVERNMENT POLICY AND

COMPETITIVENESS

OBJECTIVES:

Government policies of a country plays very important role in building its competitiveness. In

this lecture, how competitiveness can be developed by the better government policy will bediscussed.

CONTENT:

Liberalized Trade Regime

Expansion of Industrial Base

Modernization at Reduced Capital Cost

Expansion of Production

Production at Reduced Cost

Other policy incentives

Globalization of the Indian Industry-Some Bottlenecks

Development of Infrastructure and imposition of special duty

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Brand Equity Fund

Indifferent state level policies

Removal of restrictions on imports and exports


UNIT-II

MULTIPLE CHOICE QUESTIONS: Q9,10,16

SHORT ANSWER QUESTIONS:Q 11, 12,13

LONG ANSWER QUESTIONS: Q 4, 21

LECTURE 13

ROLE OF QUALITY AND PRODUCTIVITY IN ACHIEVING WORLD CLASS

COMPETITIVENES

OBJECTIVES:

Quality management is really very important to achieve world class competitiveness. The

objective of this lecture is to understand how a organization can achieve world classcompetitiveness.

CONTENT:

How is world class quality and reliability achieved?

How is low Q&R achieved?

The alternative way

The difference

The Influence of scientific management or Q&R

Total Quality Management

Conclusion

SUGGESTED READINGS:



UNIT-II

MULTIPLE CHOICE QUESTIONS: Q7-11

SHORT ANSWER QUESTIONS: Q 8, 9, 10,11

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LONG ANSWER QUESTIONS: Q 9, 10, 11, 12, 19

LECTURE 14-15

ATTAINING COMPETITIVENESS THROUGH TECHNOLOGY AND INNOVATION

POLICY

OBJECTIVES:

In the era of tough competition without innovative ideas it is very difficult to stay in the market.

Through innovative ideas companies can achieve the goal of global competitiveness.

CONTENT:

The strategic power of innovation

The Two Power Roles of Innovation

Shareholder, Employee, Customer Satisfaction The benefits of innovation effectiveness

An Innovation Blueprint

Elements of the Blueprint

Benefits of the Blueprint

Developing an Innovation Strategy

Strategic Roles

Requisite Role Function

Expansive Roles Function

Evaluation and Screening Questions

Strategic Screens Consumer Screens

Financial Screens

SUGGESTED READINGS:

1 ibid 5, page 34-82, 87-116

2 ibid 6, page 9-34


UNIT-II


SHORT ANSWER QUESTIONS: Q 1, 2, 3, 4, 5, 6, 13, 14,15,16

LONG ANSWER QUESTIONS: Q 1, 2, 3, 5, 6, 7, 16

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LECTURE-16

HUMAN CAPITAL AND COMPETITIVENESS

OBJECTIVES:

In this lecture relationship between human capital and competitiveness will be discussed.

Nothing can be achieved without good human resources.

CONTENT:

Competitiveness: just a fashionable concept?

How is national economic competitiveness measured?

WEF and IMD main categories of indicators

Human capital matter? Analysis of the importance of education in competitiveness Does

indices

Human capital indicators in the WEF Global Competitiveness Index 2008 Weight of human capital indicators in WEF Global Competitiveness Index 2008

Hiding the role of human capital?

What effect does a change in human capital have on competitiveness?

Simulations

Concluding remarks and a proposal on how to include the intangible elements ofeducation and training

SUGGESTED READINGS:



UNIT-II


SHORT ANSWER QUESTIONS: Q 16

LONG ANSWER QUESTIONS: Q16,19,20

LECTURE 17

ROLE OF INFORMATION SYSTEMS IN BUILDING COMPETITIVENESS

OBJECTIVES:

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To business across the borders information system should be strong otherwise one cant go for

the international business. In this lecture students will be acquaint with the importance of

information system for building competitiveness.

CONTENT:

Introduction

ASEAN S&T Cooperation: Goal and Strategy

Areas of Cooperation: Strategic and Enabling Technologies

Promoting Alternative Energy Technologies for SMEs

Increasing Competitiveness in the Food Industry and Addressing Nutrition Needs

Developing a Science-Based Coastal Zone Management System

Building Public Awareness and Recognizing Outstanding Work in S&T

The ASEAN Science Fund: Seed Funding for Projects

Conclusion

SUGGESTED READINGS:



UNIT-II


LONG ANSWER QUESTIONS: Q19, 20

LECTURE 18

INDUSTRIAL CLUSTERS AND BUSINESS DEVELOPMENT

OBJECTIVES:

Theobjective of this lecture is to explain that how business development can be done through

industrial clusters.

CONTENT:

Background to Indian Clusters

Cluster development in India

Main achievements

List of clusters in India

Introduction

Factors contributing to the growth of clusters

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Regional Agglomeration of Selected Modern Industries: Consumer Electronics,

Electronics Components and Computer Hardware, and Drugs and Pharmaceuticals

Cluster economics

Industrial estate and small firms

National capital region cluster

Conclusion


UNIT-II

SHORT ANSWER QUESTIONS: Q 7, 15

LONG ANSWER QUESTIONS: Q13, 14, 15

LECTURE 19

GLOBAL COMPETITIVENESS OF INDIAN INDUSTRY

OBJECTIVES:

Indian industry is growing at very fast pace. Indian industrial sector is going to be globallycompetitive. Hence, it is required to address some issues to be globally competitive.

CONTENT:

Industrial Policy

Economic Reforms of the 1990s Response to reforms

Specific Issues in the Competitiveness of Indian Industry

Tariff Reforms

Infrastructural constraints

Fiscal Consolidation

Sound Investment decisions

Restructuring of public sector

Global competitiveness: Some Issues

SUGGESTED READINGS:



UNIT-III

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LONG ANSWER QUESTIONS: Q1, 2, 13, 14

LECTURE 20

STRATEGIC OPTIONS FOR BUILDING COMPETITIVENESS

OBJECTIVES:

To build competitiveness there are various strategic options available which should be used. In

this lecture students would learn various strategies to improve competitiveness.

CONTENT:

Strategies for improving competitiveness of the machine tools sector in India

Regaining competitiveness: Strategic options for the machine tools industry

Strategic options for competitiveness

Overall cost leadership

The differentiation strategy

The focus strategy

The frontier following strategy

Time based strategy

The support strategy

Meeting felt needs

Mergers and Acquisitions Joint Ventures

Successful strategies adopted by some foreign machine tool firms

Conclusion

SUGGESTED READINGS:

1 ibid 1, page 118-136


UNIT-III

SHORT ANSWER QUESTIONS:Q 3, 4, 5, 6

LONG ANSWER QUESTIONS: Q3, 4, 5

LECTURE 21

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INTERNATIONALIZATION OF INDIAN BUSINESS: SELECTED CASE STUDIES OF

GLOBALLY COMPETITIVE INDIAN COMPANIES

OBJECTIVES:

Process of internationalization of Indian industry will be discussed in this lecture.

CONTENT:

Introduction

Why go global?

Key factors for making a global champion.

Global Ambition

Developing a winning formula that generates sustainable

advantage

Global leadership capacity

Acquisitions and integration

Companies in India Vs. Indian Companies

Lurking threat

Conclusion

SUGGESTED READINGS:

1 ibid 1, page 49-632 http://www.smfi.org/abs/gc006.doc


UNIT-III

SHORT ANSWER QUESTIONS:Q 3,10

LONG ANSWER QUESTIONS: Q8, 9, 10, 11,15

LECTURE 22



Asian Paints Indian Ltd: The Global Strategies

LECTURE 23



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Indian Oil Companies Race for Self Reliance: Risks and Rewards

LECTURE 24

INTERNATIONALIZATION OF INDIAN BUSINESS: SELECTED CASE STUDIES OFGLOBALLY COMPETITIVE INDIAN COMPANIES

The Tata Group Going Global

LECTURE 25



Global Automobile Industry

LECTURE 26



Case on Global Steel Industry

SUGGESTED READINGS:


LECTURE 27

STRATEGIC ALLIANCES

OBJECTIVE:

Strategic alliances have become a very important tool in the hands of management to facecompetition. Therefore it becomes necessary to understand the meaning, types and stages of

strategic alliances.

CONTENT:

Introduction

Types of Strategic Alliances

Joint Venture

Equity Strategic Alliance

Non Equity Strategic Alliance

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Global Strategic Alliance

Advantages of Strategic Alliances

How to Set up a Strategic Alliance

Stages of Strategic Alliances

Strategy Development

Partners assessment

Contract Negotiation

Alliance Operation

Alliance Termination

SUGGESTED READINGS:

1 ibid 3, page 144-168


UNIT-IV

MULTIPLE CHOICE QUESTIONS: Q1,2,4,6

SHORT ANSWER QUESTIONS:Q 1, 2, 3, 4, 12,13,17

LONG ANSWER QUESTIONS: Q1, 4, 5, 6, 7, 8

SUGGESTED READINGS:

1 http://en.wikipedia.org/wiki/Strategic_alliance2 http://www.smallbusinessnotes.com/operating/leadership/alliancehowto.html3 http://www.1000ventures.com/business_guide/strategic_alliances_main.html

LECTURE 28

VALUE CREATION IN ALLIANCES STRATEGY

OBJECTIVES:

How to create value in strategic alliances will be discussed in this lecture.

CONTENT:

Introduction to value creation

Discovering Value in Alliances

The Logic of Alliance Value Creation

Value Creation through Co-option

Value Creation through Co-specialisation

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Value Creation Through learning and internationalization

SUGGESTED READINGS:

1 ibid 3, page 274-306


UNIT-IV


SHORT ANSWER QUESTIONS: Q 13, 14, 15

LONG ANSWER QUESTIONS: Q18, 19, 20, 21,23

LECTURE 29-31

CONCEIVING THE ALLIANCES FOR VALUE CREATION

OBJECTIVE:

To study the methods for creating value in strategic alliances

CONTENT:

Conceived and managed according to its value creation logic

Six key aspect of its management agenda

Assessment of each partners contribution to the alliance

Agreement on the scope of the alliances

Agreement on tasks critical to the success of the alliance

Measurement of success

Progress and duration of alliance

Points of tension

Assessing Contributors

Co-option Contributions

Co-specialization Contributions Learning and Internationalization contributions

Valuation Conundra

Handling Valuation Conundra

Clearly define alliance scope and trade terms between partners

Create a separate economic entity

Seek external benchmarks

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Plan for recurring bargain

Agreeing on the scope of the alliance

Strategic Scope

Economic Scope

Operational Scope

What Scope Means for Managers

Understanding Joint Task Demands

Defining and Measuring Progress

Co-option alliances

Co-specialization alliances

Learning alliances

Different Goals, Different Measures

The Danger of Measuring the Wrong Things

The Balanced Scorecard

SUGGESTED READINGS:1 ibid 3, page 274-306


UNIT-IV


SHORT ANSWER QUESTIONS:Q 14, 15, 16, 17

LONG ANSWER QUESTIONS: Q 4, 10, 11, 13, 14,22

LECTURE 32-34

MANAGEMENT OF STRATEGIC ALLIANCES

OBJECTIVES:

After choosing the best strategic alliances we need to manage it. In these lectures students will

learn how to manage the strategic alliances to achieve the goal of global competitiveness.

CONTENT:

How to get along: Three Guideline Principles

The greatest management challenges: 12 tough tasks

Find me a leader: Who is Mr. Right?

Build a solid management team

Five ingredients for management success

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Autonomy yields savvy marketing strategy for Fuji Xerox

Managing marketing: The perils, the profits

Six steps to a better marriage

Managing the functional alliance

Companies cite their main management problems


UNIT-IV

SHORT ANSWER QUESTIONS: Q 8, 9, 10

LONG ANSWER QUESTIONS: Q 2, 3, 11, 12,23

LECTURE 35-37

CASES ON STRATEGIC ALLIANCES IN INDIAN CONTEXT

OBJECTIVE:

Discussion of case studies for developing the analytical skill among the students.

CONTENT:

FICCI in strategic alliance with US body for quality assessment

Wipro and IBM forge strategic alliance to address India and Asia Pacific IT markets

Strategic Value-Chain Analysis of Indian Pharmaceutical Alliances

SUGGESTED READINGS:

1 http://www.financialexpress.com/news/ficci-in-strategic-alliance-with-us-body-for-quality-

assessment/155609/

2 http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1018022

3 http://www.prdomain.com/companies/I/IBM/newsreleases/200241218205.htm

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http://www.financialexpress.com/news/ficci-in-strategic-alliance-with-us-body-http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1018022http://www.financialexpress.com/news/ficci-in-strategic-alliance-with-us-body-http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1018022

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