Syllabus Unit

Topic Break-up

UNIT 1
Introduction
and Overview
of Strategic
Management
(6 hours)

Definitions of various
strategic terms strategy,
corporate strategy, business
strategy, operational strategy
Mission, Vision, Goals,
Objectives, Business Model
Strategy Making Process:
Cursory concepts
Competitive advantage and
generic building blocks,
Sustainable Competitive
Advantage
Resources, Capabilities
Resource Based View of the
Organization, Core
competency, Distinctive
competency
Case Study: Laura Ashley
External Analysis: Strategic
Groups, Competitor Analysis
Porters FFF, EFE (External
Factor Analysis) Industry Life
Cycle
PESTLED, CPM Matrix
(Competitive Profile) Matrix
Internal Analysis: Value Chain
Concept and Analysis

UNIT 2
Strategic
Analysis external and
internal
factors
impacting the
organization
(6 hours)

UNIT 3
Strategies:
Corporate,
Business
Strategies
(12 hours)

IFE (Internal Factor

Evaluation) Matrix, SWOT,
TOWS matrix, SPACE matrix
Case Study: L'oreal
Business Level Strategy-Part 1
Competitive positioning and
the business model,
Competitive positioning and
business-level strategy
Competitive positioning:
Generic business level
strategies, Dynamics of
competitive positioning:
Strategic Groups included

Readings / Chapter
References from Text by
Grant
Chapter 1: The Concept of
Strategy

Chapter 2: Goals, Values

and Performance

Chapter 8: The Nature of

Competitive Advantage

Chapter 5: Analyzing
Resources and Capabilities

Chapter 3: Industry Analysis

- The Fundamentals
Chapter 4: Further Topics in
Industry and Competitive
Analysis

Chapter 5: Analyzing
Resources and Capabilities

Chapter 8: The Nature of

Competitive Advantage
Chapter 9: Cost Advantage
Chapter 10: Differentiation
Advantage

Business Level Strategy-Part 2

UNIT 4
Strategic
Implementatio
n and Control
(6 Hours)

Strategies in fragmented,
embryonic, growth industries,
Navigating through life cycle
to maturity;
Strategy in mature and
declining industries, Game
Theory
Corporate-level Strategy:
Horizontal and Vertical
Integration, Cooperative
Relationships, Strategic
Outsourcing, Related and
Unrelated Diversification
Strategy in the Global
Environment: Porters
Diamond, Profitability and
profit growth through global
expansion
Case Study: Newell
Rubbermaid
Cost reduction and local
responsiveness pressures,
Choosing a global strategy,
Basic entry decisions, Global
strategic alliances, Mergers &
Acquisitions
Strategic Change and
Turnaround Strategy: Change
Management, Turnaround
Strategy
Implementing Strategy
through Organisational
Design: Controls, Structure,
Culture
Building Distinctive
Competencies at the
functional level
Implementing strategy in
companies operating in single
industry, across industries
and countries
Strategic Audit; Strategy
Review, Evaluation and
Control Balanced Score Card
Summing up and feedback

Chapter 11: Industry

Evolution and Strategic
Change
Chapter 12: Technologybased Indsutries and the
Management of Innovation
Chapter 13: Competitive
Advantage in Mature
Industries
Chapter 14: Vertical
Intergration and the Scope
of the Firm
Chapter 16: Diversification
Strategy
Chapter 15: Global
Strategies and Multinational
Corporation

Chapter 7: Org Structure

and Management Systems The Fundamentals of
Strategy Implementation
Chapter 6: Developing
Resources and Capabilities
Chapter 17: Managing the
Multibusiness Firm

Chapter 18: Current Trends

in Strategic Management