Format No. QSP/7.1/01.

F01
Issue No. 04 Rev. No 3 Dated: 1an 25, 2010
______________________________________________________________________________
_______________

UNIVERSITY OF PETROLEUM & ENERGY STUDIES
College of Management and Economic Studies
Dehradun
______________________________________________________________________________
__

COURSE PLAN

Programme : BBA MBA Integrated
Course : Oil & Gas Marketing
Semester : V
Session : Aug to Dec 2011
Batch : 2010-2012
Subject Code : BBCG 107
No. oI credits : 3
Subject : Business policy & strategy

Prepared by: Jayanta K Mohapatra
Email: jkmohapatraddn.upes.ac.in

Approved By



HOD Dean


UPES Campus Tel : 91-135-2261090/91
'Energy Acres Fax : 91 135- 2694204
P.O. Bidholi, Via Prem Nagar Web : www.upes.ac.in
Dehradun -248 007 (U K)


UNIVERSITY OI PETROIEUM & ENERGY STUDIES
College ol Management anJ Fconomic StuJies, DehraJun


No oI sessions- 36 One Session: 60 Minutes
Duration: August 2011 December 2011 Semester: V

A. Objectives:

The overall goal oI this course is to develop your capacity to think and execute strategically.
The first obfective is to develop your knowledge oI the concepts and tools used by corporations
in developing and implementing their strategies.
The second obfective is to provide you the opportunity to apply these principles and tools to
practical situations through the analysis oI actual business cases.
The third obfective, and potentially the most important, is to make you capable oI making your
own decisions in complex business situations.
Cases must be solved with the help oI structured case analysis format. Analyses cannot exceed
4 textual pages in length, plus at least one additional page oI written Iinancial analyses in an
appendix (tables, graphs, charts, etc. do not count). Case analyses will not be read or graded
beyond the 4
th
page. The basic structure should be as Iollows:
O A cover page with your name, the case name, the date, the course name and number.
O A 4-page maximum analysis that discusses the key strategic issue, alternatives,
recommendation, and implementation/action plan.
O 1-page Iinancial analysis (in an appendix) whose results are included in the analysis
where necessary (but almost always in the recommendation and implementation/action
plan sections)

A Key Strategic Issue/Problem Identification section (typically - / page):
O A brieI background oI key relevant inIormation/Iacts pertinent to the case (usually no
more than 3-4 sentences). Remember, the goal is not to summarize the case.
O 1-2 sentences succinctly describing the one primary key issue/problem Iacing the
organization. The statement should be direct and actionable, e.g., the problem must be
stated in some way that the organization can take action to solve the problem. 3-5
sentences describing the best case, likely case, and worst case scenarios iI the strategic
issue/problem is not addressed (i.e., no action taken): 1-2 sentences Ior each scenario
UNIVERSITY OI PETROIEUM & ENERGY STUDIES
College ol Management anJ Fconomic StuJies, DehraJun

An Alternatives section (typically 1 1 pages).
O Alternatives must be strategic, and they must be mutually exclusive. For example, two
alternatives Ior an issue could be to a) buy the competitor, or b) not to buy the competitor
obviously the organization cannot do both. You will usually develop 2 or 3 alternatives
in an analysis. For each alternative brieIly detail the alternative (1-3 sentences) and then:
W Discuss 2-3 strategic advantages oI the alternative (1-2 sentences Ior each)
W Discuss 2-3 strategic disadvantages oI the alternative (1-2 sentences Ior
each)
A Recommendation section where you select 1 (and only 1) alternative Irom the list above as the
recommendation (typically - / page) this answers the question oI 'what
should the organization do?
Describe 1-3 key decision criteria and/or assumptions, with rationale, that will
serve as the basis oI the decision (2-3 sentences)
State the recommended course oI action (Irom your list oI alternatives) and
possibly provide a little more elaboration oI the recommendation beyond its
description in the alternatives section (1-3 sentences)
Describe why the recommended course oI action is the best alternative and the
weaknesses oI the other alternatives that prevent them Irom being selected as the
recommendation (2-4 sentences)
Describe the goals and objectives oI the recommendation (2-5 sentences). This
must include: 1) a stated time Irame Ior achieving; 2) appropriate speciIic goals
(proIit, market share, etc.); 3) expected costs and beneIits.
Implementation/Action Plan (typically 1 - 2 pages) this answers the question oI 'how should
the organization go about achieving the recommendation. This is the most
important part oI the entire case analysis. This section needs to be described in as
much detail as possible given the constraints in the case when you are missing
speciIic data, Iill in using sound business judgment. Items to include (this is not
necessarily a complete list):
Description oI speciIic activities that need to be undertaken, Assignation oI
responsibilities, Costs oI each activity, TimeIrames Ior each activity, Measures oI
UNIVERSITY OI PETROIEUM & ENERGY STUDIES
College ol Management anJ Fconomic StuJies, DehraJun

success/Iailure Ior each activity, Possible coordination issues, Possible
obstacles/impediments that need to be considered/dealt with to successIully
implement the recommendation.
inancial Analysis on a separate appendix page (1 page). All case analyses must have a
Iinancial analysis, no matter how brieI the Iinancial inIormation is presented in
the case. Failure to include a Iinancial analysis will lead to an automatic deduction
Irom the Iinal grade. The Iinancial analysis should be an analysis, not a simple
statement oI Iacts. For example:
simple statement oI Iact| The debt-to-equity ratio has been increasing during the
past three years
Iinancial analysis| The company`s debt-to-equity ratio has risen Irom 1.1 to 6.4
Irom 2007 to 2009. This is caused by the company`s vigorous plant building
during the past three years and because management has chosen to take advantage
oI the relatively low interest rates in the debt market. However, this high ratio,
compared to its industry, combined with the recent rise in interest rates, indicates
that the company cannot use much more debt Iinancing to pursue Iuture growth
plans
Objective oI this subject is to reveal the integrative nature and developing a Iirm based point oI
view oI seeing business.
O Knowledge- Integrative oI all Iunctional knowledge.
O Skills- Diagnosing, problem solving and decision making
O Attitudes-Holistic and broad based approach towards management
B. Requirements and Measurement:
1. You are expected to read the assigned material prior to the beginning of the class on the
speciIic date. You should be very Iamiliar with the case and have developed your own analysis
and recommendation for strategic action (on above given formats. It is highly recommended that
you review the cases, beIore the class, in inIormal groups. One hand notes oI 'How to analyse a
case` by William Ellet (Harvard business school publishing) will also be provided along with
course pack.
2. You will submit a written analysis of all the cases that will be discussed in class during the
UNIVERSITY OI PETROIEUM & ENERGY STUDIES
College ol Management anJ Fconomic StuJies, DehraJun

semester.
C. Course curriculum:

Module One - Introduction to Business Policy & Strategy
Session Topic Suggested Reading/ Reading
Material/Case
Pedagogy
Session 1 Strategic
Management A
Tour de`
Horizon
The origins oI strategy,
strategy & the business
landscape,Pankaj Ghemawat
IInd Edition
Lecture
Session 2 Strategy as
multi-Iunctional
and multi
dimentional.
Kanpur ConIectioneries
Private Limited (A)
Case discussion
Session 3 Contd. Contd. -do-
Session 4 Case Method Focus on case methodology
Importance and know hows
Lecture
Session 5 The concept and
mechanism oI
strategy
Iormulation
OI Strategies, Deliberate and
Emergent, Henry Mint:berg
and James A. Waters
Lecture
Session 6 -Do- Honda`s entry in to US Market
(Revised)
Case discussion
Session 7 Contd. Contd. - Do-

Module Two- External Analysis- Environment Analysis & Industry Analysis-
(Opportunities and threats)

Session Topic Suggested Reading/ Reading Material Pedagogy
Session 8 SWOT Analysis ReIer any reIerence book listed bellow Lecture
Session 9 Environmental
Analysis
R1-'Industry transIormation, Porter &
Rivkin

UNIVERSITY OI PETROIEUM & ENERGY STUDIES
College ol Management anJ Fconomic StuJies, DehraJun

R2- 'How industries change, Anita
McGahan, HBR, October 2004
Session
10
Analyzing
industry
attractiveness
Ch.1, Structural analysis oI industry,
ompetitive Strategy, Michel E. Porter
Case: Arun Ice-cream
Case study
Session
11
Discussion on '5
Iorces Model

Group oI 5 students would be presenting
each Ior 15 min.

Presentation
Session
12
Discussion on '5
Iorces Model
Examples Mixed
Session
13
Discussion on '5
Iorces Model
Relevant Example Mixed
Session
14
Discussion on '5
Iorces Model
Relevant Example

Module Three- Internal Analysis- Distinctive and Core Competencies, Resource based
view (Identifying Strengths and Weaknesses)-
Session Topic Suggested Reading/ Reading Material Pedagogy
Session 15 Internal analysis-
Resource based
view
R1-'Competing on resources, HBR, July-
Aug, 2008
Discussion
Iollowed by
lecture
Session 16 Internal analysis-
The core
competence oI the
organisation
C.K. Prahallad & Hamel, 'Core
Competence oI the corporation, HBR,
May-June1990, pp79-91
PPT
Session 17 Internal Analysis ontd. Discussion
Session 18 EIIicient Firm
Boundary
Case: Cool king ltd. (Revised)

Case Study



UNIVERSITY OI PETROIEUM & ENERGY STUDIES
College ol Management anJ Fconomic StuJies, DehraJun

Module Four- Types of strategy -
Session Topic Suggested Reading/ Reading Material Pedagogy
Session 19 Analysis oI
Competitive
Advantage.
Ch. 2, Generic Competitive Strategies,
ompetitive Strategy, Michel E. Porter
Lecture and
discussion
Session 20 Generic
Competitive
Strategies (Cost
strategy)
Case: Nucor at a crossroads (Revised) Case
discussion
Session 21 Focus strategy Ch. 2, Generic Competitive Strategies,
ompetitive Strategy, Michel E. Porter
Lecture and
discussion
Session 22 Strategic
Crossroads
Ch. 2, Generic Competitive Strategies,
ompetitive Strategy, Michel E. Porter
Lecture and
discussion
Session 23 Competitor
Analysis
Ch. 3, ompetitive Strategy, Michel E.
Porter
Lecture and
discussion
Session 24 -do- Case: Coca cola vs. Pepsi, the battle Ior
bottle continues

Case
Discussion
Session 25 Concept oI
Strategic group
and its
implication.
Ch. 7 Structural analysis within industries,
ompetitive Strategy, Michel E. Porter
Lecture and
discussion
Session 26 Contd. Arun Ice cream
Session 27 Contd. Contd.
Session 28 Building and
Managing
Corporate
Business PortIolio
A Note on the BCG Concept oI
competitive analysis and strategy, HBR
Case
Discussion

Session 29 Contd. A Note on the BCG Concept oI
competitive analysis and strategy, HBR

Session 30 DiversiIication Readings: To DiversiIy or not to
diversiIy? HBR Nov-Dec 1997

Case and
discussion
Session 31 Case Case: GCMMF (caselet)
Session 32 Strategic Drivers Readings: Strategy as Stretch & Leverage, Case and
UNIVERSITY OI PETROIEUM & ENERGY STUDIES
College ol Management anJ Fconomic StuJies, DehraJun

(Leadership) Gary Hamel & C.K. Prahallad, HBR
March Apr 1993

discussion
Session 33 Contd. Readings: GEs` two decade
transIormation: Jack Welch`s Leadership
PPT

Module Six- Strategic implementation and control-
Session Topic Suggested Reading/ Reading
Material
Pedagogy
Session 34 The
Implementation
Readings: Hitt M, Organizational
Structure and controls, in strategic
management: competentitiveness and
globalization.
7s Framework
Caselet: RR Donnelly & Sons: the
digital division
Case and
discussion
Session 35 Balance Scorecard
(BSC)
R 1 'Linking the Balance Scorecard to
strategy, Kaplan and Norton,
CaliIornia Management Review,
39(1), Fall 1996.
R 2 ''Using the Balance scorecard as
strategic management system Kaplan
& Norton, HBR, July-Aug, 2007
Discussion
Iollowed by
lecture
Session 36 Strategy process &
wrap up
Readings: What is strategy? Michael
Porter, HBR
Discussion &
Ieedback
-
D. Internal Evaluation
Class participation & case discussion 25
Presentations & Group Exercises 35
Quiz 40



E. Continuous Evaluation

UNIVERSITY OI PETROIEUM & ENERGY STUDIES
College ol Management anJ Fconomic StuJies, DehraJun


Description Marks Schedule
1. Internal Examination 30 Marks Detailed Above
2. Mid Semester Exams 20 Marks See Academic Calender
3. End Semester Exam 50 Marks See Academic Calender



F. Instructions:
a) All students will be divided in groups comprising 5 students each.
b) The session will be made interactive through active participation Irom students. The
entire session will be conducted through question-answer, discussion, current practices,
examples, problem solving and presentations etc.
c) Any group may be asked to present their views and deIend the same in cases study
sessions.
d) All schedules/announcements must be strictly adhered to.