Business Strategy-I

Program : PGPM Class of :

Credit : 3 Sessions : 30
Course Code : SL GM 611
AIM
The objective of this course is to introduce the student with basic knowledge on the dynamics of
Strategic Management Formulation & Implementation and its complexities in a global environment
and enable understanding of the underlying factors that explains business success and failure.
LEARNING OUTCOMES
1) Differentiate strategic management from operational management and identify the strategy
development process including the different levels of strategy.
2) Articulate the purpose of an organizations existence and communicating the same to all
stakeholders.
3) Analyze the key structural drivers in the business environment to identify opportunities, threats
and strategic gaps.
4) Discuss contemporary approaches to strategy development processes, evaluation of strategic
choices; assess the role of a corporate parent in a multi-business organization and its value
adding capabilities in managing a portfolio of businesses.
5) Contrast the different bases of achieving competitive advantage and outline the means to
achieve sustainability in a competitive environment for an SBU.
6) Outline the ways to go global and achieve global competitiveness and identify risks involved.
7) Discuss the Key tasks for effective strategy implementation and assess how to align them.

REFERENCE BOOKS AUTHOR / PUBLICATION
Strategic Management- Formulation,
Implementation and Control
John A Pearce, Richard B. Robinson 10ed,
TMH
Exploring Corporate Strategy Keven Scholes & Jerry Johnson
Crafting and Executing Strategy The Quest
for Competitive Advantage Concepts &
Cases, 14
th
e
Thompson et al. Tata McGraw Hill - 2006
Competitive Strategy Porter, Michael E. The Free Press - 1990
Competitive Advantage Porter, Michael E. The Free Press - 1985

Detailed Syllabus
Introduction to Strategic Management:
Introduction to Strategic Management
Dimensions of Strategic Decisions
Evolution of Strategic Thinking - Views of
Eminent Thinkers - Strategic Management
Process Components of Strategic
Management Model - Levels of Strategy
(Corporate, Business, Functional).

Strategic Purpose: Vision, Mission, Strategic
Intent Core Ideology and Values Corporate
Governance.
Environmental Scanning: Macro Environment
(PESTEL Framework) Industry Analysis
(Porters Five Forces Model) Firm Analysis
(SWOT) Strategic Gaps Critical Success
Factor Experience Curve Strategic Capability
Resources, Core Competence Competition
View of Strategy Vs RBV .

Strategy Development: Multiple approaches
Strategic Planning System, Logical Incrementalism,
Learning Organization, Strategic Leadership,
Implications Intended, Realized, Emergent
Strategy Strategic Drift, Differing Context PVT
Vs PSU, MNC Vs SME, Not for Profit
Organizations
Corporate Strategy: Corporate Rationale
Portfolio Manager (Eg. BCG, GE Matrices),
Synergy Manager, Resource Allocator,
Restructurer, Parenting, Grand Strategies -
Stability Market Penetration Product
Development Market Development
Integration (Vertical, Horizontal, Quasi, Tapered)
Diversification (Related, Unrelated)
Divestment.
Business Strategy: Generic Strategies Cost
Leadership, Product Differentiation, Focus -
Hybrid Strategy Strategy Clock Hyper
Competition Sources of Competitive
Advantage Resources, Operational Efficiency,
Responsiveness, Innovation Sustainability
Value Chain Analysis.
Global Strategy: Standardization Vs
Adaptation in Products and Services Choice of
Market and Entry Strategies - Risks and Issues
Involved
Strategy Implementation: Key Implementation
Tasks - Structure, Systems, Culture, McKinsey
7S Framework, Managing Strategic Change.

Cases
Faculty will be handling eight or more cases.
Alibaba: Competing in China & Beyond
Globalization Strategy of McDonalds
Corporation
Voltas Ltd.: From Turnaround to the Big
Bang
Zappos.Com: Focus on Customer Service
The Indian Pharma Industry under the
Product Patent Regime
Kongo Gumi: Lessons from the Legendary
Family Owned Business Longevity and
Ultimate Demise
MTV Networks: The Arabian Challenge
Tata Motors in Trouble
Troubled Times for The Chinese Toy
Industry
Starbucks: Back to Basics?
The Carrefour and Tesco Swap Deal
Yes Bank: Competitive Strategy of a Late
Entrant
Utstarcom in China
Menlo Innovations: A New Approach to
Workplace & Project Management
Logan: Renaults Low Cost World Car
Aldi: A Low-Cost Retail Giants
Distinctive Business Practices
eBay & Yahoo! in Japan: From
Competition to Collaboration
Bajaj Auto Ltd.: Overtaken in the Indian
Scooter Market
Grasim Industries Ltd and VSF
Expanding a Commodity Market through
Branding and CRM
Bharti Airtel Limited and the Indian
Telecom Sector
Li & Fung: The Global Value Chain
Configurator
Source: Case Studies in Business Strategy
Volume VI I I












Suggested Schedule of Session
Topic
No. of
Sessions
Introduction to Strategic Management 4
Strategic Purpose 1
Environmental Scanning 5
Strategy Development 5
Corporate Strategy 5
Business Strategy 5
Global Strategy 2
Strategy Implementation 3
Total Sessions 30