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Business Strategy-I

Program : PGPM Class of :

Credit : 3 Sessions : 30

Course Code : SL GM 611

AIM

The objective of this course is to introduce the student with basic knowledge on the dynamics of

Strategic ManagementFormulation & Implementation and its complexities in a global environment

and enable understanding of the underlying factors that explains business success and failure.

LEARNING OUTCOMES

1) Differentiate strategic management from operational management and identify the strategy

development process including the different levels of strategy.

2)

Articulate the purpose of an organizations existence and communicating the same to allstakeholders.

3) Analyze the key structural drivers in the business environment to identify opportunities, threats

and strategic gaps.

4) Discuss contemporary approaches to strategy development processes, evaluation of strategic

choices; assess the role of a corporate parent in a multi-business organization and its value

adding capabilities in managing a portfolio of businesses.

5) Contrast the different bases of achieving competitive advantage and outline the means to

achieve sustainability in a competitive environment for an SBU.

6) Outline the ways to go global and achieve global competitiveness and identify risks involved.

7) Discuss the Key tasks for effective strategy implementation and assess how to align them.

REFERENCE BOOKS AUTHOR / PUBLICATION

Strategic Management- Formulation,Implementation and Control

John A Pearce, Richard B. Robinson10ed,TMH

Exploring Corporate Strategy Keven Scholes & Jerry Johnson

Crafting and Executing StrategyThe Quest

for Competitive AdvantageConcepts &

Cases, 14th

e

Thompson et al. Tata McGraw Hill - 2006

Competitive Strategy Porter, Michael E. The Free Press - 1990

Competitive Advantage Porter, Michael E. The Free Press - 1985

Detailed Syllabus

Introduction to Strategic Management:

Introduction to Strategic Management

Dimensions of Strategic Decisions

Evolution of Strategic Thinking - Views of

Eminent Thinkers - Strategic Management

Process Components of Strategic

Management Model - Levels of Strategy

(Corporate, Business, Functional).

Strategic Purpose: Vision, Mission, Strategic

Intent Core Ideology and Values Corporate

Governance.

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Environmental Scanning: Macro Environment

(PESTEL Framework) Industry Analysis

(Porters Five Forces Model) Firm Analysis

(SWOT) Strategic Gaps Critical Success

FactorExperience CurveStrategic Capability

Resources, Core Competence Competition

View of Strategy Vs RBV .

Strategy Development: Multiple approaches

Strategic Planning System, Logical Incrementalism,

Learning Organization, Strategic Leadership,

Implications Intended, Realized, Emergent

StrategyStrategic Drift, Differing ContextPVTVs PSU, MNC Vs SME, Not for Profit

Organizations

Corporate Strategy: Corporate Rationale

Portfolio Manager (Eg. BCG, GE Matrices),

Synergy Manager, Resource Allocator,

Restructurer, Parenting, Grand Strategies -

Stability Market Penetration Product

Development Market Development

Integration (Vertical, Horizontal, Quasi, Tapered)

Diversification (Related, Unrelated)

Divestment.

Business Strategy: Generic Strategies Cost

Leadership, Product Differentiation, Focus -

Hybrid Strategy Strategy Clock Hyper

Competition Sources of Competitive

AdvantageResources, Operational Efficiency,

Responsiveness, Innovation Sustainability

Value Chain Analysis.

Global Strategy: Standardization Vs

Adaptation in Products and ServicesChoice of

Market and Entry Strategies - Risks and Issues

Involved

StrategyImplementation: Key Implementation

Tasks - Structure, Systems, Culture, McKinsey

7S Framework, Managing Strategic Change.

CasesFaculty will be handling eight or more cases.

Alibaba: Competing in China & Beyond

Globalization Strategy of McDonaldsCorporation

Voltas Ltd.: From Turnaround to the Big

Bang

Zappos.Com: Focus on Customer Service

The Indian Pharma Industry under theProduct Patent Regime

Kongo Gumi: Lessons from the Legendary

Family Owned Business Longevity and

Ultimate Demise

MTV Networks: The Arabian Challenge

Tata Motors in Trouble

Troubled Times for The Chinese Toy

Industry

Starbucks: Back to Basics?

The Carrefour and Tesco Swap Deal

Yes Bank: Competitive Strategy of a Late

Entrant

Utstarcom in China

Menlo Innovations: A New Approach to

Workplace & Project Management

Logan: Renaults Low Cost World Car

Aldi: A Low-Cost Retail GiantsDistinctive Business Practices

eBay & Yahoo! in Japan: From

Competition to Collaboration

Bajaj Auto Ltd.: Overtaken in the Indian

Scooter Market

Grasim Industries Ltd and VSF

Expanding a Commodity Market through

Branding and CRM

Bharti Airtel Limited and the Indian

Telecom Sector

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Li & Fung: The Global Value Chain

Configurator

Source: Case Studies in Business Strategy

Volume VII ISuggested Schedule of Session

TopicNo. of

Sessions

Introduction to Strategic Management 4

Strategic Purpose 1

Environmental Scanning 5

Strategy Development 5

Corporate Strategy 5

Business Strategy 5

Global Strategy 2

Strategy Implementation 3

Total Sessions 30

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