Strategic Management Syllabus MBA Pune university for Academic year 2013-14

    Subject Name: Strategic Management

    Subject Type: Generic Core ( External Subject for Sem III)

    Subject Code: 301

    Marks: 100

    Distribution of Marks: 50 (External Written) 20 (External Online Exam) 30 (Internal Marks by College)

    Unit 1

    1.1 Understanding Strategy: Concept of strategy, Corporate, Business and Functional Levels of Strategy

    1.2 Introduction to Strategic Management: Meaning and Characteristics of strategic management, strategic management Vs. operational management

    1.3 Four Phases in Strategic Management Process: Stakeholders in business and their roles in strategic management

    1.4 Hierarchy of Strategic Intent: Meaning & attributes of strategic intent, Meaning of Vision, Process of envisioning, Meaning of mission, difference between vision & mission, characteristics of good mission statements, Business definition using Abell’s three dimensions, objectives and goals, Linking objectives to mission & vision. Critical success factors (CSF), Key Performance Indicators (KPI), Key Result Areas (KRA)

    1.5 Analyzing Company’s External Environment: Environmental appraisal Scenario planning – Preparing an Environmental Threat and Opportunity Profile (ETOP)

    Analyzing Industry Environment: Industry Analysis – Porter’s Five Forces Model of competition, Entry & Exit Barriers, Strategic Group analysis (7 + 2)

    Unit 2

    2.1 Analyzing Company’s Internal Environment: Resource based view of a firm, meaning, types & sources of competitive advantage, analyzing Company’s Resources and Competitive Position, VRIO Framework, competitive advantage, competitive parity & competitive disadvantage, Core competence, characteristics of core competencies, Distinctive competitiveness, Benchmarking as a method of comparative analysis

    2.2Value Chain Analysis Using Porter’s Model: primary & secondary activities

    2.3Organizational Capability Profile: Strategic Advantage Profile, Concepts of stretch, leverage & fit, ways of resource leveraging –concentrating, accumulating, complementing, conserving, recovering

    2.4Portfolio Analysis: Business Portfolio Analysis – BCG Matrix – GE 9 Cell Model (7 + 2)

    Unit 3

    3.1 Generic Competitive Strategies: Meaning of generic competitive strategies, Low cost, Differentiation, Focus – when to use which strategy

    3.2Grand Strategies: Stability, Growth (Diversification Strategies, Vertical Integration Strategies, Mergers, Acquisition & Takeover Strategies, Strategic Alliances & Collaborative Partnerships), Retrenchment – Turnaround, Divestment, Liquidation, Outsourcing Strategies (7 + 2)

    Unit 4

    4.1 Strategy Implementation: Components of a strategic plan, barriers to implementation of strategy, Mintzberg’s 5 Ps – Deliberate & Emergent Strategies , Mc Kinsey’s 7s Framework

    4.2Organization Structures for Strategy Implementation: entrepreneurial, functional, divisional, SBU, Matrix, Network structures, Cellular/ Modular organization, matching structure to strategy, organizational design for stable Vs. turbulent environment,

    4.3Changing Structures & Processes: Reengineering & strategy implementation – Principles of Reengineering, Six Sigma – Process consisting of defining, measuring, analyzing, improving & establishing steps, Lean Six Sigma (Concepts only)

    4.4Corporate Culture: Building Learning organizations, promoting participation through technique of Management by Objectives (MBO), Total Quality Management (TQM)

    4.5 Strategy Evaluation: Operations Control and Strategic Control – Symptoms of malfunctioning of strategy –Use of Balanced Scorecard for strategy evaluation (7 + 2)

    Unit 5

    5.1 Blue Ocean Strategy: Difference between blue & red ocean strategies, principles of blue ocean strategy, Strategy Canvass & Value Curves, Four Action framework

    5.2 Business Models: Meaning & components of business models, new business models for Internet Economy– E-Commerce Business Models and Strategies – Internet Strategies for Traditional Business –Virtual Value Chain

    5.3 Sustainability & Strategic Management: Threats to sustainability, Integrating Social & environmental sustainability issues in strategic management, meaning of triple bottom line, people-planet-profits. (7 + 2)

    Text Books

    • Crafting and Executing Strategy- The Quest for Competitive Advantage by Thompson, Strickland, Gamble & Jain, Tata McGraw-Hill, 16th Edition

    • Crafting the Strategy: Concepts and Cases in Strategic Management by Ranjan Das, Tata McGraw Hill, 2004

    • Strategic Management and Business Policy by Azhar Kazmi, Tata McGraw-Hill, Third Edition

    Reference Books

    • Strategic Management by Ireland, Hoskisson & Hitt, Indian Edition, Cengage Learning, 2008 Edition

    • Concepts in Strategic Management & Business Policy by Thomas L. Wheelen & J. David Hunger, Pearson, 12th ed.

    • Strategic Management by Allen C. Amason

    • Strategy Safari by Henry, Mintzberg, Bruce, Ahlstrand and Joseph, Lampel (1998). Free Press, New York

    • Strategic Management by Friancs Cherunilam

    • Strategic Management by Subba Rao

    Supplementary Reading Material

    • The Essentials, Harvard Business Press, 2011 Edition

    • Competitive Strategy: Techniques for Analyzing Industries and Competitors by Michael E. Porter, First Free Press Edition, 1980

    • Competing for the Future by Gary Hamel & C.K. Prahlad, TMGH.

    • Blue Ocean Strategy by Kim & Mauborgne

    • Managing in a Time of Great Change by Peter F. Drucker,Truman Talley Books Plume Penguin Group, 1998.





    • Managing Core Competence of the Organization by Srivastava, Shirish C.,

    • Vikalpa: The Journal for Decision Makers, Oct-Dec2005, Vol. 30 Issue 4

    • Core Competence, Distinctive Competence, and Competitive Advantage: What Is the Difference? byMooney, Ann. Journal of Education for Business, Nov/Dec2007, Vol. 83Issue 2

    • The Five Competitive Forces That Shape Strategy by Porter, Michael E., Harvard Business Review, Jan2008, Vol. 86 Issue 1

    • Strategy & Society: The Link Between Competitive Advantage and Corporate Social Responsibility by Porter, Michael E.; Kramer, Mark R., Harvard Business Review, Dec2006, Vol. 84 Issue 12

    • From Competitive Advantage to Corporate Strategy by Porter, Michael E. McKinsey Quarterly, Spring88, Issue 2

    • Strategy and the Internet by Porter, Michael E., Harvard Business Review, Mar2001, Vol. 79 Issue 3

    • What Is Strategy? byPorter, Michael E., Harvard Business Review, Nov/Dec96, Vol. 74Issue6

    • The Strategy Concept I: Five Ps For Strategy by Mintzberg, Henry., California Management Review, Fall1987, Vol. 30 Issue 1

    • The Strategy Concept II: Another Look at Why Organizations Need Strategies by Mintzberg, Henry. , California Management Review, Fall1987, Vol. 30 Issue 1

    • The Pitfalls of Strategic Planning by Mintzberg, Henry., California Management Review, Fall1993, Vol. 36 Issue 1

    • Crafting strategy by Mintzberg, Henry; Hunsicker, J. Quincy. , McKinsey Quarterly, Summer88,Issue 3

    • The GE-McKinsey Nine-box Framework, McKinsey Quarterly, 2008, Issue 4

    • Reliance Telecom: Related or Unrelated Diversification? A Case Study by Sen, Subir, South Asian Journal of Management, Apr-Jun2011, Vol. 18 Issue 2

    • Competing Today While Preparing for Tomorrow by Abell, Derek F., Sloan Management Review, Spring99, Vol. 40 Issue 3