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