Académique Documents
Professionnel Documents
Culture Documents
Objective
The objective of this course is to introduce the student to the fundamentals of Business Strategy especially
on the strategic planning aspects. This course also intends to familiarize students with the complexity
involved in developing business strategies.
REFERENCE BOOKS AUTHOR / PUBLICATION
Introduction to Business Strategy ICMR
Crafting and Executing Strategy – The
Quest for Competitive Advantage – Thompson et al. Tata McGraw Hill 2006
Concepts & Cases, 14 th e
Pearce, John / Robinson, Richard .
Strategic Management
All Indis Traveller Bookseller 2008
Blue Ocean Strategy : How to Create Kim, W. Chan / Mauborgne, Renée.
Uncontested Market Space and Make the Harvard Business School Publishing
Competition Irrelevant Corporation, USA 2005
Competitive Strategy Porter, Michael E. The Free Press 1998
Competitive Advantage Porter, Michael E. The Free Press 1998
Exploring Corporate Strategy Scholes & Johnson
Detailed Syllabus
Introduction to business strategy: contributions of leading management gurus.
The nature of strategy and strategic decisions – characteristics of strategic decisions – levels of strategy –
vocabulary of strategy.
Strategic management – the strategic position – strategic choices – strategy into action
Understanding strategy development:
Strategy development process in organizations – strategic planning systems – strategic leadership –
organizational politics – logical incrementalism – the learning organization –imposed strategy – multiple
processes of strategy development. Implications for strategy development – intended and realized
strategies – strategic drift – strategic management in uncertain and complex conditions
The strategic position:
The environment – the macro environment – the PESTEL framework – structural drivers of change –
differential impact of environmental influences – scenarios. Industries and sectors – sources of
competition – the five forces framework – the dynamics of competition and hyper competition – strategic
groups. Organizational fields. Markets – market segments, understanding what customers value.
Opportunities and threats – strategic gaps – SWOT.
Strategic Capability:
Critical success factors. The strategic importance of resources – available resources – threshold resources
– unique resources.
Competencies and core competencies – what is core competence – where core competencies reside –
importance of linkages. Performing better than competitors – historical comparison – industry
norms/standards, best in class benchmarking. Experience learning curve
Communicating organizational purposes – mission statements – objectives
Strategy Choice: Corporate level strategy – the corporate portfolio – growth share matrix – BCG, GE,
Arthur D Little.
Business level strategy – forces influencing business strategy – bases of competitive advantage – price
based strategies – added value or differentiation strategies – hybrid strategy – focused differentiation –
failure strategies – differentiation versus legitimacy.
Sustaining competitive advantage – sustaining low price advantage – sustaining differentiation based
advantage – the delta model and lock in
Competition and collaboration. Game theory – simultaneous games – sequential games – repeated games
– changing the rules of the game. Competitive strategy in hypercompetitive conditions – overcoming
traditional bases of competitive advantage. Escalating bases of competition – successful hypercompetitive
strategies. Value chain strategy.
Cases
Faculty will be handling eight or more cases.
· Alibaba: Competing in China & Beyond
· Globalization Strategy of McDonald’s 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: Renault’s Low Cost ‘World Car’
· Aldi: A LowCost Retail Giant’s 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 VIII
Suggested Schedule of Session
Topic No. of Sessions
Introduction to business strategy 5
Understanding strategy development 6
The strategic position 6
Strategic Capability 5
Communicating organizational purposes 2
Strategy Choice 9
Total Sessions 33