STRATEGIC MANAGEMENT

CC 21- Strategic Management

Course instructors
Name Sem, Programme & Batch Email
Dr. Issac K. Varghese Sem - IV MBA A issackv@rajagiri.edu

Dr. Joji Alex Sem - IV MBA B jojialex@rajagiri.edu

1. Introduction About the Course

Strategic Management is a course, which assumes a broad view of the business eco system,
which covers all stakeholders and influencing factors like buyers, suppliers, competitors,
technology, the economy, capital markets, government, and global forces and views the
external environment as dynamic and characterized by risk. The course takes a general
management perspective, viewing the firm holistically and examining how policies in each
functional area are integrated into an overall competitive strategy. Decision Making tools for
developing competitive strategies, creating and defending competitive advantages, defining
firm boundaries and allocating critical resources over long periods are discussed. Simulation
games planned for this course will help students have a first-hand experience of taking critical
business decisions by analysing the available information. These simulations would help our
student’s master decision-making in real situations.

2. Course learning objectives aligned with program learning objective

Strategic Management course learning objectives are aligned with MBA programme learning
outcomes. Students of the course will be able to:
1. The ability to identify and analyze issues pertaining to business situations and make
informed decisions.
2. Use their conceptual knowledge to manage organizations effectively. (PLO 3b).

3. The ability to communicate ideas and express themselves clearly and effectively in
business situations.

PLO 3b : Our graduates will demonstrate the ability to integrate functional business
knowledge across domains in a managerial perspective.

3. References/Books

i) Charles W.L.Hill and Gareth R. Jones, Strategic Management Theory, An

Integrated approach, Cengage Learning. (Preferred text book)
ii) Thomas L. Wheelen, J.David Hunger and Krish Rangarajan, Strategic Management and
Business policy, Pearson Education., 2006
iii) Azhar Kazmi, Strategic Management & Business Policy, Tata McGraw Hill, Third
iv) Adrien Haberberg & Alison Reiple; Strategic Management: Theory & Application; 1E;
Oxford University Press, Delhi
 v) Arthur A. Jr. Thompson, Margaret Peteraf, John E Gamble, A. J. Strickland
III and A.K. Jain; Crafting & Executing Strategy: The Quest For Competitive
Advantage: Concept and Cases; 19E; Tata McGraw Hill, Delhi.

4. Grading Structure

Evaluation tool Marks PLO Assessed

CAE One 7.5 marks

CAE Two 7.5 marks PLO 3 b (EQ)

End-Semester Exam 60 marks

Individual Written Assignment - 10 marks

Case Analysis

Group Assignment- Simulation 15 marks

Total 100 Marks

5. Grading or Evaluation tools other than Examinations

Individual Written Assignment (10 Marks)

It will be based on cases to be discussed in class. There would be four case submissions (each
submission evaluated for 10 marks). We will take best 3 out of 4 case submissions.

Cover page should have all details like, name, roll number, subject name, instructor’s name,
submission name, institution logo etc. All submissions will have to be done before the
respective case discussion in class. Plagiarism check would be done on each of the assignment.
The permissible limit for any assignment for plagiarism is 25% common words. Anything
exceeding 25% up to 30% will lose 25% of the marks straight away and any submission
exceeding 30% of plagiarism will get a ZERO (no cribbing please).

Evaluation criteria - marks would be based on the quality of decision-making arrived at in

the case assigned.
 Group Assignment – Simulation (15 Marks)

The assignment is fundamentally to evaluate your skills in responding to the environment and
taking decisions in a live environment (Simulation). There would be two simulations used
during this course (each simulation evaluated for 7.5 marks, 2*7.5=15).

Each group will need to submit a PPT, in the Moodle, with the focus on following points: 1)
Key Decisions and logic to them taken during simulation, 2) Performance of team during
simulation 3) Key Learnings

Evaluation criteria - marks would be based on the overall scores achieved during simulation
and quality and relevance of the information points on their presentations.

Written Examinations (End Term, CAE I and II with weightages 60, 15 percentages
respectively)

It’s very imperative that you learn the art of writing-to-the-point. Write crisp, precise, neat and
to the point answers in accordance to the marks assigned to the questions. All exams will be
valued on an absolute mark basis and will be communicated to you in due course of time after
evaluation.

6. Course policies

Please refer student guidelines

7. Session Plan

Session
Instructional
(100 Topic Reading
Methodology
Min)
Module I Lecture/
1 Conceptual framework for strategic management, Chapter 1 Case
the Concept of Strategy and the Strategy. Discussion
Lecture/
2 Formation Process – Stakeholders in business. Chapter 2 Case
Discussion
Vision, Mission and Purpose – Business Lecture/
3 definition, Objectives and Goals Corporate Chapter 4 & 11 Case
Governance and Social responsibility. Discussion
Module II
Lecture/Disc
4 External Environment - Porter‘s Five Forces Model- Chapter 2
ussion
Strategic Groups
Competitive Changes during Industry Evolution- Lecture/Disc
5 Chapter 3
National Context and Competitive advantage ussion
 Case
6 Case: Crown Cork & Seal
Discussion

Resources- Capabilities and competencies–core Lecture/Disc

7 Chapter 5
competencies-Low cost and differentiation ussion

Generic Building Blocks of Competitive

Advantage -Resources and Capabilities
durability of competitive Advantage- Avoiding Lecture/Disc
8 Chapters 6 & 9
ussion
failures and sustaining competitive advantage

Case
9 Case: Haier – Taking Chinese Company Global
Discussion
Sim &
10 Strategy Simulation: Value Champion
Discussion
Module III:
The generic strategic alternatives – Stability,
Lecture/Disc
11 Expansion, Retrenchment and Combination Chapters 7 & 8
ussion
strategies - Business level strategy- Strategy in the
Global Environment-

12 Case
Case Study 3 - Hindalco Acquisition of Novellis
Discussion

Corporate Strategy- Vertical Integration-

Diversification and Strategic Alliances- Building
Lecture/Disc
13 and Restructuring the corporation- Strategic Chapter 9
ussion
analysis and choice - Environmental Threat and
Opportunity Profile (ETOP)

Case Study 4 - Newell Company – Corporate Case

14
Strategy Discussion

Organizational Capability Profile - Strategic

Advantage Profile - Corporate Portfolio Analysis -
SWOT Analysis - GAP Analysis - Mc Kinsey's 7s Lecture/Disc
15 Chapter 10
Framework - GE 9 Cell Model - Distinctive ussion
competitiveness - Selection of matrix - Balance
Score Card.

Sim &
16 Strategy Simulation: The Balanced Scorecard
Discussion
 Module IV
The implementation process, Resource allocation,
Lecture/Disc
17 designing organizational structure- Designing Chapter 13
ussion
Strategic Control Systems- Matching structure and
control to strategy
Implementing Strategic change-Politics-Power and
Lecture/Disc
18 Conflict-Techniques of strategic evaluation & Chapter 13
ussion
control
Module V:
Strategic application of Game theory, Managing Lecture/Disc
19 Chapter 11
Technology and Innovation- Strategic issues for ussion
Non Profit organizations.

New Business Models and strategies for Internet

Lecture/Disc
20 Economy Chapter 11
ussion

8. Assignment Schedule

Session Case Discussion/Simulation Student Groups

6 Analysis Submission of Case -1 By each Student
9 Analysis Submission of Case -2 By each Student
11 Simulation Analysis -1 By each Group
12 Analysis Submission of Case -3 By each Student
14 Analysis Submission of Case -4 By each Student
16 Simulation Analysis -2 By each Group

9. Course requirements
Students are required to come prepared for each session by reading the respective reference
material given in this course plan.