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PES INSTITUTE OF TECHNOLOGY – BANGALORE SOUTH CAMPUS

Dept. of MBA

Lesson Plan

Semester – II

Subject Code : 16MBA25 Total no of Lectures: 56

Subject Title : Strategic Management IA Marks: 20

Type : Core Credits: 4 Faculty Name : Ravi Urs D Exam Hours: 03

No of Lecture Hours / Week : 03 Exam Marks: 80

Practical Component Hour : 02 Ratio of theory to problems: 100 : 0

Pre-Requisite: Mention the pre-requisite course code if required

Course Objectives: 1. To provide insights into the core concepts of strategic management. 2. To evaluate various business strategies in dynamic market environments.

3. To gain insights into various strategic management models

Table - 1

Session Plan

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I 1 Course Outline: Meaning and

Nature of Strategic Management

Course Objective: To understand

concept of Strategic Management

Course Outcome: Students should

get clear idea about the concept of

Strategic Management, its nature

and purpose.

PPT

Refer the

Table 2

Class Discussion

Test I

Case Presentation

14%

2 Course Outline: Importance and

relevance of Strategic Management


Importance and relevance of

Strategic Management.

PPT

Refer the

Table 2

Course Outcomes: At the end of the course students will be able to:

1. Formulate a strategic plan that operationalizes the goals and objectives of the firm. 2. Use management concepts to analyze complex business situations

3. Associate with various Strategic Management models for Business situations 4. Ability to evaluate and critique theories and models in corporate environment.


get clear idea about the Importance

and relevance of Strategic

Management.

3-4 Course Outline: Characteristics of

Strategic Management


Characteristics of Strategic

Management.


get clear idea about the

Characteristics of Strategic

Management.

PPT

Refer the

Table 2

5 Practical Class: Creating groups

and asking them to come up with a

business idea.

Presentation Refer the

Table 2

6 Course Outline: The Strategic

Management Process


Strategic Management Process


get clear idea about the Strategic

Management Process

PPT

Refer the

Table 2

Class Discussion

Test I

Case Presentation

7 -8 Course Outline: Relationship

between a Company’s Strategy and

its Business model


Relationship between a company ’s

Strategy and its Business model


get clear idea about the

Relationship between a Company’s

PPT

Refer the

Table 2

Refer the

Table 3

Strategy and its Business model. M

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Pedagogical

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Presentation

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Assignments

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II

9

Course Outline: Strategy

formulation - Developing Strategic

Vision and Mission for a company


Strategy formulation - Developing

Strategic Vision and Mission for a

company


get clear idea about the Strategy

formulation - Developing Strategic

Vision and Mission for a company

PPT

Refer the

Table 2

Class Discussion

Test I

Case Presentation

30%

10

Practical Class: The groups have

to give a vision and mission to their

idea.

Presentation

Refer the

Table 2

Class Discussion

Test I

Case Presentation

11

Course Outline: Setting Objectives

– Strategic objectives

Course Objective: Students will

be made to understand how to

develop strategic objectives


get clear idea about the Setting

Objectives – Strategic objectives

PPT

Refer the

Table 2

Class Discussion

Test I

Case Presentation

12

Course Outline: Setting Objectives

– Financial Objectives

PPT

Refer the

Table 2

Class Discussion

Test I


Setting Objectives – Financial

Objectives


get clear idea about the Setting

Objectives – Financial Objectives

Case Presentation

13

Course Outline: Balanced Score

Card


Balanced Score Card


get clear idea about the Balanced

Score Card

PPT

Refer the

Table 2

Class Discussion

Test I

Case Presentation

14

Course Outline: Company Goals

and Company Philosophy


Company Goals and Company

Philosophy


get clear idea about the Company

Goals and Company Philosophy

PPT

Refer the

Table 2

Class Discussion

Test I

Case Presentation

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Contents

Pedagogical

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Presentation

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Component

Assignments

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15

Practical Class: The groups have

to set financial and strategic goals

to their idea.

Presentation

Refer the

Table 2

Class Discussion

Test II

Case Presentation

Course Outline: The Hierarchy of

16 Strategic Intent


The Hierarchy of Strategic Intent


get clear idea about the Hierarchy

of Strategic Intent

PPT Refer the

Table 2

Class Discussion

Test I

Case Presentation

39%

17

Course Outline: Merging the

Strategic Vision, Objectives and

Strategy into a Strategic Plan


Merging the Strategic Vision,

Objectives and Strategy into a

Strategic Plan


get clear idea about the Merging

the Strategic Vision, Objectives and

Strategy into a Strategic Plan

PPT

Refer the

Table 2

Refer the

Table 3

Class Discussion

Test I

Case Presentation

III

18

Course Outline: Analyzing a

company’s external environment –

The strategically relevant

components of a company’s

external environment


Analyzing a company’s external

environment – The strategically

relevant components of a

company’s external environment


get clear idea about the Analyzing a

company’s external environment –

The strategically relevant

components of a company’s

PPT

Refer the

Table 2

Class Discussion

Test II

Case Presentation

external environment.

19

Course Outline: Industry Analysis

- Porter’s dominant economic

features.


Industry Analysis - Porter’s

dominant economic features.


get clear idea about the Industry

Analysis - Porter’s dominant

economic features.

PPT

Refer the

Table 2

Class Discussion

Test II

Case Presentation

Mo

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Contents

Pedagogical

Tools

Presentation

/Practical

Component

Assignments

/ addit ional

work

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20 Course Outline: Competitive

Environment - Analysis Porter’s five

force model


Competitive Environment - Analysis

Porter’s five force model


get clear idea about the Competitive

Environment - Analysis Porter’s five

force model

PPT

Refer the

Table 2

Class Discussion

Test II

Case Presentation

62%

21-22 Course Outline: Industry driving

forces


Industry driving forces


PPT

Refer the

Table 2

Class Discussion

Test II

Case Presentation

get clear idea about the Industry

driving forces

23 Course Outline: Key success factors

– concepts and implementation.


Key success factors – concepts and

implementation.


get clear idea about the Key success

factors – concepts and

implementation.

PPT

Refer the

Table 2

Refer the

Table 3

Class Discussion

Test II

Case Presentation

IV 24 Course Outline: Analyzing a

company’s resources and competitive

position


Analyzing a company’s resources and

competitive position


get clear idea about the Analyzing a

company’s resources and competitive

position

PPT

Refer the

Table 2

Class Discussion

Test II

Case Presentation

25 Course Outline: Analysis of the

company’s present strategies, SWOT

analysis


Analysis of the company’s present

strategies, SWOT analysis


get clear idea about the Analysis of

the company’s present strategies,

SWOT analysis

PPT

Refer the

Table 2

Class Discussion

Test II

Case Presentation

26 Course Outline: Value chain

analysis


Value chain analysis


get clear idea about the Value chain

analysis

PPT

Refer the

Table 2

Class Discussion

Test II

Case Presentation

27 Course Outline: Benchmarking.


Benchmarking.


get clear idea about Benchmarking.

PPT

Refer the

Table 2

Class Discussion

Test II

Case Presentation

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Contents

Pedagogical

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Presentation

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Assignments

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work

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28 Practical Component: The group

has to do a SWOT analysis of their

idea

Presentation

Refer the

Table 2

Class Discussion

Test II

Case Presentation

78%

29 Course Outline: Generic competitive

strategies, Low cost provider strategy

Course Objective: To teach the

students to learn about Generic

competitive strategies, beginning

with Low cost provider strategy


be able to create and implement a

Low cost provider strategy

PPT

Refer the

Table 2

Class Discussion

Test II

Case Presentation

30 Course Outline: Differentiation

strategy, Best cost provider strategy


students to learn about

Differentiation strategy and Best cost

provider strategy


be able to create and implement

Differentiation strategy and Best cost

provider strategy

PPT

Refer the

Table 2

Class Discussion

Test II

Case Presentation

31 Course Outline: Focused strategy


students to learn about Focused

strategy


be able to create and implement

Focused strategy

PPT

Refer the

Table 2

Class Discussion

Test II

Case Presentation

32 Course Outline: Practical class

Course Objective: To check the

ability of students to create a

competitive strategy


be able to create a competitive

strategy

PPT

Refer the

Table 2

Class Discussion

Test II

Case Presentation

33 Course Outline: Strategic alliances,

collaborative partnerships


students to understand about

Strategic alliances and collaborative

partnerships

PPT

Refer the

Table 2

Class Discussion

Test II

Case Presentation


be able to forge successful Strategic

alliances and collaborative

partnerships

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Contents

Pedagogical

Tools

Presentation

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Component

Assignments

/ addit ional

work

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34 Course Outline: Merger and

acquisition strategies


students to understand about Merger

and acquisition strategies


be able to successfully do Merger and

acquisitions

PPT

Refer the

Table 2

Class Discussion

Test II

Case Presentation

92%

35 Course Outline: Joint Ventures

Strategies – Outsourcing Strategies


students to understand about Joint

Ventures Strategies and Outsourcing

Strategies


be able to successfully forge Joint

Ventures and do Outsourcing

PPT

Refer the

Table 2

Class Discussion

Test II

Case Presentation

36 Course Outline: International

Business level strategies



International Business level

strategies

PPT

Refer the

Table 2

Class Discussion

Test II

Case Presentation


be able to successfully forge

International Business level

strategies

37 Course Outline: Practical Class


ability of students to plan the

alliances and partnerships


be able to create alliances and

partnerships

PPT

Refer the

Table 2

Refer the

Table 3

Class Discussion

Test II

Case Presentation

100%

V 38 Course Outline: Business planning

in different environments:

Entrepreneurial Level Business

planning




planning


be able to successfully create


planning

PPT

Refer the

Table 2

Class Discussion

Test III

Case Presentation

39 Course Outline: Multi stage wealth

creation model for entrepreneurs


students to understand about Multi

stage wealth creation model for

entrepreneurs


be able to successfully use Multi

PPT

Refer the

Table 2

Class Discussion

Test III

Case Presentation

stage wealth creation model

40 Course Outline: Planning for large

and diversified companies



Planning for large and diversified

companies


be able to successfully Plan for large

and diversified companies

PPT

Refer the

Table 2

Class Discussion

Test III

Case Presentation

41 Course Outline: Brief overview of

Innovation, integration



Innovation and integration


be able to successfully do Innovation

and integration

PPT

Refer the

Table 2

Class Discussion

Test III

Case Presentation



ability of students to plan for

innovation


be able to plan for innovation

PPT

Refer the

Table 2

Class Discussion

Test III

Case Presentation

43 Course Outline: Diversification,

Turnaround Strategies



Diversification and Turnaround

PPT

Strategies


be able to successfully create and

implement Diversification and

Turnaround Strategies

44 Course Outline: BCG matrix


students to understand about BCG

matrix



implement BCG matrix

PPT

Refer the

Table 2

Class Discussion

Test III

Case Presentation

45 Course Outline: GE nine cell

planning grid


students to understand about GE nine

cell planning grid



implement GE nine cell planning grid

PPT

Refer the

Table 2

Refer the

Table 3

Class Discussion

Test III

Case Presentation

VI 46 Course Outline: Strategy

implementation – Operationalizing

strategy



Strategy implementation and

Operationalizing strategy


be able to successfully have

operationalizing strategy

PPT

Refer the

Table 2

Class Discussion

Test III

Case Presentation



ability of students to implement GE

nine cell grid for a company


be able to implement GE nine cell

grid for a company

PPT

Refer the

Table 2

Class Discussion

Test III

Case Presentation

48 Course Outline: Annual objectives


students to understand about Annual

objectives


be able to successfully create Annual

objectives

PPT

Refer the

Table 2

Class Discussion

Test III

Case Presentation

49 Course Outline: Developing

functional strategies



Developing functional strategies


be able to successfully develop

functional strategies

PPT

Refer the

Table 2

Class Discussion

Test III

Case Presentation

50 Course Outline: Developing and

communicating concise policies



Developing and communicating

concise policies


be able to successfully develop and

PPT

Refer the

Table 2

Class Discussion

Test III

Case Presentation

communicate concise policies

51 Course Outline: Institutionalizing

the strategy, structure



Institutionalizing the strategy and

about the role of structure


be able to successfully institutionalize

a strategy and create an

organizational structure

PPT

Refer the

Table 2

Class Discussion

Test III

Case Presentation

52 Course Outline: Leadership and

culture



Leadership and culture


be able to be a successful Leader and

create a suitable culture

PPT

Refer the

Table 2

Class Discussion

Test III

Case Presentation

53 Course Outline: Strategic control

guiding and evaluating strategies



Strategic control guiding and

evaluating strategies


be able to successfully implement

Strategic control guides and

evaluation strategies

PPT

Refer the

Table 2

Class Discussion

Test III

Case Presentation

54 Course Outline: Establishing

strategic controls and Operational

PPT

Refer the

Table 2

Class Discussion

Test III

control systems



Establishing strategic controls and

Operational control systems


be able to successfully establish

strategic controls and Operational

control systems

Case Presentation

55 Course Outline: Monitoring

performance and evaluating

deviations



Monitoring performance and

evaluating deviations


be able to successfully monitor

performance and evaluate deviations

PPT

Refer the

Table 2

Class Discussion

Test III

Case Presentation

56 Course Outline: Challenges of

implementation


students the challenges that any

implementation will face

Course Outcome: Students will be

able to successfully implement their

strategies

PPT

Refer the

Table 2

Refer the

Table 3

Class Discussion

Test III

Case Presentation

Syllabus Review A complete revision through the presentation by the students based on the

presentation topics

Table – 2

Practical Component

Table – 3

Assignments & Additional Work

S.No. Mod. No. Presentation Topics

1-17 I & II Design vision, mission and objectives for Groffy; Strategic

Intent; Strategic long term objectives (for 5 years)

18-23 III

Write the substitute products and mention the switching costs;

Mention the barriers for entering the following businesses; For

the following scenarios specify if buyer or seller is powerful and

give the reason; Mention the driving forces for the following

industries; Mention the Key Success Factors for the following

industries

24 – 37 IV

Do SWOT analysis for the following organizations; Which

companies in the world would you benchmark against for the

following processes; What type of generic strategy would you

adopt for the following product categories. Justify your decision; Give three examples for Strategic Alliance, Joint Venture,

Outsourcing, Acquisition, Merger; What type of focused strategy

would you adopt for the following brands/industries? Justify

your decision

38 – 45 V

Creating a GE nine cell matrix for Tata Sons

46 - 56 VI

Finding examples where strategy has failed due to

implementation mistakes

S.No. Mod. No. Assignment Topic

Table – 4

Case Study Topics

1 to 56 I to VI Assignment – 1: Module 1 questions with answers

Assignment – 2: Module 2 questions with answers




Assignment – 6:

Module 6 questions with answers

Question Bank contents will be divided as an assignment topics to the students

S.No. Mod. No. Particulars

1 - 30 I – VI Case study will be given to the students for

presentation based on previous year question papers

problems

1 ” Question Paper, VTU, June / July 2015

2 ” Question Paper, VTU, December 2011, 12, 13, 14

3 ” Question Paper, VTU, June / July 2011, 12, 13, 14

Table – 5

References & Additional Readings

S.No. Mod. No. Particulars

1 I – VI Strategic Management: A South-Asian Perspective With Course Material Michael

A.Hitt/ R.Duane Ireland/ Robert E.Hoskisson/ S.Manikutty Edition:9th, Cengage

Learning

2 ” Crafting and Executing Strategy, Arthur A. Thompson Jr.,A J Strickland III, John

E Gamble,18/e, Tata McGraw Hill, 2012.

3 ” Strategic Management - Analysis, Implementation, Control, Nag

A,1/e,Vikas,2011.

4

”

Strategic Management -An Integrated Approach, Charles W. L. Hill, Gareth R.

Jones, Cengage Learning.

5 ” Business Policy and Strategic Management, Subba Rao P,HPH.

6 ” Strategic Management, Kachru U, Excel BOOKS,2009.

7 ” Strategic Management: Concepts and Cases, David R, 14/e, PHI.

8 ” Strategic Management: Building and Sustaining Competitive Advantage, Robert

A. Pitts & David Lei, 4/e, Cengage Learning.

9 ” Competitive Advantage, Michael E Porter, FreePress NY

10 ” Essentials of Strategic Management, Hunger, J. David, 5/e, Pearson.

11 ” Strategic Management, Saroj Datta, Jaico Publishing House, 2011.

12 ” Contemporary Strategic Management, Grant, 7/e, Wiley India, 2012

11

13 ” Strategic Management-The Indian Context, R. Srinivasan, 4th edition, PHI

Table – 6

IA Pattern Test Marks Practical / Presentations Assignments / Seminars

10 5 5

For Internal Evaluation T1 marks and the best out of remaining two will be considered. 1st Test is mandatory.

Question Bank 16MBA25: Strategic Management

2 Marks Questions:

Module 1

1. What is a strategy?

2. What are the sources available to know the strategy of a company?

3. What are the four most frequently used strategic approaches?

4. What is the relationship between a company’s strategy and its business model?

5. What are the three questions to be asked to choose the right strategy?

Module 2

1. What is crafting a strategy?

2. What is executing a strategy?

3. What is a strategic vision?

4. What is the difference between a strategic vision and mission?

5. What is a company value?

6. Why should everybody commit to the strategy of a company?

7. How can we breakdown resistance to a new strategic vision?

8. What is a strategic inflexion point?

9. What is the purpose of setting strategic objectives?

10. What are the characteristics of an objective and how are they used to achieve the objectives?

11. What are the two important performance yardsticks for setting objectives and why?

12. What are leading and lagging indicators?

13. Explain the need for objectives at all organizations level?

14. Why is it necessary to involve people from all levels in an organization to craft a strategy?

15. What is a corporate strategy?

16. What is a business strategy?

17. What is a functional area strategy?

18. What is a operating strategy?

19. What is implementing and executing a strategy?

Module 3

1. What is a macro environment?

2. How can strategy be affected by an industry’s dominant economic features?

3. What are the five factors of the Porter’s model?

4. Why is rivalry among competing sellers the most important of the five-force s in Porter’s model?

5. What are the classifications of rivalry among industry competitors?

6. What are the factors that affect the industry because of potential entry of new competitors?

7. How to evaluate the potential threat of a new entrant?

8. Explain how seller-supplier partnerships can create competitive pressure?

9. How can buyer bargaining power create competitive pressures?

10. How can seller-buyer partnerships create competitive pressures?

11. What is a driving force?

12. How is globalization a driving force?

13. How can reduction in uncertainty and business risk be a driving force?

Module 4

1. What is a success factor?

2. What is SWOT analysis?

3. What is a competence?

4. What is a core competence?

5. What is a distinctive competence?

6. What are the four tests to measure the competitive power of a company strength?

7. What is a company weakness?

8. What is benchmarking?

9. What are the five generic competitive strategies?

10. What is a competitive strategy?

11. What is a low-cost provider strategy?

12. What are the options available for translating a low-cost advantage into profit performance?

13. What are the two major avenues for activating cost advantage?

14. What is a differentiation strategy?

15. What is a differentiation strategy?

16. What are the advantages of differentiation?

17. What is a perceived value? What is its importance?

18. What is a best-cost provider strategy?

19. What is the risk in a best-cost provider strategy?

20. What is a focused or a market niche strategy?

21. Explain the risks of a focused strategy?

22. What is a strategic alliance?

23. Why is it dangerous to rely heavily on alliances?

24. What are the pitfalls of outsourcing?

Module 5

1. What are Grand Strategies?

2. What are the two forms of retrenchment in Turnaround long-term objective?

3. What is a turnaround situation in Turnaround long-term objective?

4. What is situation severity in Turnaround long-term objective?

5. What is retrenchment phase in Turnaround long-term objective?

6. What is recovery phase in Turnaround long-term objective?

7. What strategies that can be followed in a stagnant or declining industry?

8. What are the most common strategic mistakes done in a stagnant or declining industry?

9. What are the characteristics of a fragmented industry?

10. What are the characteristics of a company which is a industry leader?

11. What are the limitations of a GE nine cell planning grid?

12. Explain the two kinds of diversification.

Module 6

1. What is Operationalizing a strategy?

2. What are the four important things to be done in Operationalizing a strategy?

3. What are Functional Strategies?

4. What are the differences between Business strategies and functional tactics?

5. What are the three basic levers through which the managers can implement strategy?

6. What is a virtual organization?

7. What is a Web-based organization?

8. Why is leadership important?

9. What are the three activities that help organizational leadership to embrace change?

10. What are the advantages of policies?

11. What is the role of culture in strategy implementation?

12. What is Strategic control?

13. What are the four basic types of strategic controls?

14. What are the two basic types of implementation control?

15. What are the four common steps to be taken by operational control systems in all post-action controls?

6 Marks Questions: Module 1 1. Strategy is partly proactive and partly reactive. Justify. 2. Why is good entrepreneurship needed to craft a good strategy?

3. Why should a strategy be ethical? 4. Explain the best ways to choose the right strategy? Module 2 1. What are the advantages of crafting a strategy? 2. What are the phases in crafting and executing a strategy? 3. What are the advantages of a strategic vision? 4. What are the external factors to be considered for creating a strategic vision? 5. What are the internal factors to be considered for creating a strategic vision? 6. What are the common shortcomings in company vision statements? 7. How are the vision and values of a company linked? 8. What are the affects of a clear vision statement? 9. Explain the Balanced Scorecard Approach to setting strategic objectives? 10. Why is it necessary to set both short-term and long-term objectives? 11. What are the differences in creating a strategy in a small firm and a multi-product, multi-geographical company? 12. How is crafting a strategy done in a multi-product, multi-geography company? 13. Explain the importance of initiating corrective and adjustment steps in strategy crafting and implementation. Module 3 1. What are the questions to be asked to know a company’s industry and competitive environment? 2. What features define the industry’s dominant economic features? 3. Explain how supplier bargaining power can create competitive pressures. 4. In what circumstances can a buyer gain bargaining power? 5. How to use an industry’s key success factors in crafting a strategy? Module 4 1. Explain the difference between a competence, core competence and a distinctive competence. 2. Explain how to test the competitive power of a company’s strength. 3. How to identify a company’s market opportunity? 4. How can we identify a company’s future profitability? 5. Explain the concept of a company value chain. 6. How can data be developed to measure a company’s cost competitiveness? 7. How can we translate advantages of value chain activities into a competitive advantage? 8. How can cost of key resource inputs be controlled? 9. What are the factors that are important to get success in achieving low-cost leadership? 10. Explain when does a low-cost provider strategy works best.

11. What are the pitfalls of a low-cost provider strategy? 12. What are the various differentiation themes available? 13. What are the points in the value chain where we can create the differentiating attributes? 14. When do differentiation strategies work best? 15. Explain the pitfalls of a differentiation strategy. 16. Explain focused low-cost strategy. 17. Explain focused differentiation strategy. 18. Why do alliances break? 19. What are the advantages of outsourcing? Module 5 1. What are the seven areas in which long term objectives have to be established? 2. What are the seven most important qualities to be present in long-term objectives? 3. Explain Innovation as a long term objective for grand strategy. 4. Explain Horizontal and Vertical integration as long term objectives for grand strategy. 5. Explain Concentric and Conglomerate diversification as long term objectives for grand strategy. 6. Explain retrenchment and recovery phases in Turnaround long-term objective? 7. What are the characteristics of a turbulent, high-velocity market? 8. What are the strategies available for coping with rapid changes in markets? 9. What are the characters of an maturing industry? 10. What strategic moves can be adopted for maturing industries? 11. What can be the strategic pitfalls in an maturing industry? 12. What are the characteristics of a stagnant or declining industry? 13. What are the Strategic options available for a fragmented industry? 14. What are the Strategic approaches available for runner-up companies? 15. How to plot the information on a GE nine cell planning grid? 16. What are the strategic implications of a GE nine cell planning grid? Module 6 1. What are annual or short term objectives? 2. What are the benefits of short-term objectives and action plans? 3. What are the advantages of Developing and communicating concise policies? 4. What are the advantages of Creating policies that empower? 5. What are the advantages of Formal, written policies? 6. Mention the different types of structures that suit diffrent strategies.

7. What are the steps pursued by companies that have successfully reengineered their operations around strategically critical business processes? 8. What are the issues to be addressed by the organizational leadership to overcome resistance to change? 9. What are the questions that help in monitoring the success of a strategy? 10. What is the significance of Strategic Surveillance as a type of strategic control? 11. What are the four perspectives suggested by Balanced scorecard approach to develop metrics and analyze it?

8 Marks Questions:

Module 1 1. How can we identify the strategy of a company? 2. How can you explain that a company’s strategy emerges incrementally and then evolves over time? 3. Why is it important for a strategy to be ethically correct? 4. What is Strategic Management Process? Module 2 1. Why is it important to craft and execute a strategy? 2. Write a note on developing strategic vision. 3. Explain the characteristics of an effectively worded vision statement. 4. Explain the importance of communicating the strategic vision. 5. What are the commonly used financial and strategic objectives? 6. What is a strategic intent? What are its uses? 7. A top-down rather than a bottom-up objective setting is effective. Explain. 8. Explain strategy making pyramid. 9. What is a strategic plan? How is it created? 10. How is a strategy implemented? Module 3 1. How to profile an industry’s dominant economic features? 2. What are the weapons available for companies for battling rivals and attracting buyers? 3. What are the factors that influence the tempo of rivalry among industry competitors?

4. What are the common barriers that a new competitor faces in the industry? 5. Explain the importance of competitive pressures from the sellers of substitute products. 6. What are the factors that determine if any supplier in an industry is in a position to the exert bargaining power? 7. Explain the process to determine whether the collective strength of the five factors can promote profitability? 8. Explain the most common driving forces in an industry. 9. Explain the indicators of how well a company’s strategy is working? Module 4 1. How can we identify a company’s competitive strength? 2. How can we know what the SWOT analysis of a company means? 3. How can we know the implications SWOT analysis has on a company’s strategic actions? 4. Why does the value chain system among a group of companies in a industry differ? 5. What is the value chain system for an entire industry? 6. Explain the concept of benchmarking the cost of key value chain activities? 7. Explain the major cost drivers in a company’s cost of value chain. 8. Explain how the company can use revamping of the value chain to achieve cost advantage. 9. How can a company achieve a differentiation based competitive advantage? 10. When s a focused strategy attractive? 11. How are strategic alliances helpful? 12. What are the objectives that drive mergers and acquisitions? 13. What are the outsourcing advantages? Module 5 1. Explain Turnaround as a long-term objective in a grand strategy? 2. What are the Challenges when competing in emerging industries? 3. What are the Strategic avenues available for competing in an emerging market? 4. What is the best payoff strategy between altering offensive and defensive strategies and fast -obsolescing strategy? 5. What are the changes we can see in an industry as it enters the mature stage?

6. What are the strategies available for sustaining rapid company growth? 7. Explain in detail the strategies that can be followed by a company which is a industry leader? 8. Explain in detail the GE nine cell planning grid? Module 6 1. What are the qualities of effective short-term objectives? 2. What are the useful guidelines and approaches to arrive at a suitable organizational structure? 3. Write a note on Premise control. 4. Write a note on Implementation control. 5. What are the challenges in implementing a strategy?

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