BIRLA INSTITUTE OF TECHNOLOGY & SCIENCE, PILANI

WORK INTEGRATED LEARNING PROGRAMMES

Part A: Content Design

Course Title Strategic Management and Business Policy

Course No(s) MM ZG611 / QM ZG611 / MBA ZG611
Credit Units 4
Credit Model 1-1-2
Course Author Jyoti
Version No Ver 1.2

Course Objectives

No Course Objectives

CO1 Develop the capacity to think strategically about a) the long term
direction of the organization and b) its positioning & capabilities to
achieve sustainable competitive advantage.

CO2 Study and Apply Strategic Management frameworks & tools to

analyze, formulate & implement Strategies

CO3 Evaluate Strategic Goals Vs Results, Define processes & metrics to

monitor and improve performance.

CO4 Integrate knowledge & experience to Innovate and Strategize in

changing times.

Teaching methodology
The Teaching methodology involves Learner centered Teaching approach with focus on industry
examples, learners context and application of result proven management frameworks.

Lectures & Discussions

Case Study discussions

Action Learning Projects

Text Book(s)
 T1 Wheelen, Thomas L. and J. David Hunger, Concepts in Strategic
Management and Business Policy, Pearson Education, 13th ed.
T2 Saloner G., Shepard A and Poldony J., Strategic Management. Wiley
India, Student ed.
T3 Fred R David, Strategic Management Concepts and Cases, Pearson,
13th ed.

Reference Book(s) & other resources

R1 Michael E. Porter, What is Strategy? Harvard Business Review, 1996.

R2 Henry Mintzberg, Crafting Strategy, Harvard Business Review, 1987
R3 The Five Competitive Forces That Shape Strategy, by Michael Porter,
Harvard Business Review, January 2008
R4 C.K. Prahalad and Gary Hamel. The core competence of the
corporation. Harvard Business Review. 1990.
R5 Charles Roxburgh, The Hidden Flaws in Strategy, The McKinsey
Quarterly 2003, No 2
Richard Rumelt, The Perils of Bad Strategy, McKinsey Quarterly
(http://www.mckinseyquarterly.com/The_perils_of_bad_strategy_2826)
R6 Dan Lovallo and Olivier Sibony, The Case for Behavioural Strategy,
The McKinsey Quarterly March 2010.
R7 W. Chan Kim and Renee Mauborgne. Creating New Market Space.
Harvard Business Review. 1999.
R8 Tim Brown, Design Thinking, Harvard Business Review. 2008.
R9 Disruptive Innovation Primer, http://www.innosight.com/innovation-
resources/upload/Disruptive-Innovation-Primer.pdf
Case 1 Strategic Management Model: South West Airlines (1993) HBR Case
Study
Case 2 Strategy Formulation: The Rise & Fall of Nokia -HBR Case Study
Case 3 Product Positioning & Capability: Leadership online: Barnes & Noble vs.
Amazon.com
Video 1 Watch Business Model Explained at http://www.youtube.com/watch?
v=QoAOzMTLP5s
Video 2 Blue Ocean Strategy: https://www.youtube.com/watch?v=8ExRnpy4rPE

Modular Content Structure

1. Module 1: Introduction to Strategy & Strategic Management

 1.1. Session 1: What is Strategy?
1.1.1. What is/not Strategy
1.1.2. Pitfalls of Strategic Planning
1.1.3. Strategic Thinking
1.2. Session 2: Crafting Strategy
1.2.1. Crafting Strategy
1.2.2. Strategy Models & Types
1.2.3. Strategic Decision Making & Behavioural Strategy
1.3. Session 3: Strategic Management
1.3.1. Strategic Management Model
1.3.2. Mission, Vision, Long-term Goals
1.3.3. Strategy Statement: Competitive Advantage
2. Module 2: Environmental Scanning
2.1. Session 4: External Environmental Scanning
2.1.1. Societal Environmental Analysis
2.1.2. Industry Analysis
2.1.3. Porters 5 Forces Model
2.1.4. External Factors Analysis
2.2. Session 5: Internal Environmental Scanning
2.2.1. Resource based view of Organization
2.2.2. Organization Design & Structure
2.2.3. Corporate Culture
2.2.4. Internal Factors Analysis
3. Module 3: Strategy Formulation
3.1. Session 6: Situational Analysis
3.1.1. SWOT Matrix
3.1.2. Alternate Strategies using TOWS matrix
3.1.3. Competitive Strategies
3.2. Session 7: Corporate Strategy
3.2.1. Growth Strategy
3.2.2. Stability Strategy
3.2.3. Turnaround Strategy
3.3. Session 8: Functional Strategy
3.3.1. Core Competency
3.3.2. Marketing Strategy
3.3.3. Operations Strategy
4. Module 4: Strategy Implementation
4.1. Session 9: Organizing for Action
4.1.1. Structure & Strategy
4.1.2. Resource Allocation
4.1.3. Leading cross-cultural teams
4.2. Session 10: Case Study & Discussion
4.2.1. Product Positioning & Differentiation
5. Module 5: Strategy Evaluation & Control
5.1. Session 11: Measuring Performance
5.1.1. Balanced Score Card
5.1.2. Contingency Planning
5.1.3. Strategy Auditing
6. Module 6: Strategy making in times of Change
6.1. Session 12: Business Model Innovation
6.1.1. Industry Life Cycle
6.1.2. Disruptive Innovation
6.1.3. Technology Strategy
6.2. Session 13: Design Thinking: Integrating formulation & implementation
 6.2.1. Discovery: Empathy
6.2.2. Integrative Thinking
6.2.3. Prototyping
6.2.4. Collaboration
6.3. Session 14: Value Innovation: Blue Ocean Strategy
6.3.1. Red Oceans Vs Blue Oceans
6.3.2. Formulation Principles
6.3.3. The Strategy Canvas
6.3.4. ERRC Grid
7. Module 7: Corporate Governance
7.1. Session 15: Corporate Governance
7.2. Session 16: Business Ethics, Corporate Social Responsibility, Sustainability
Learning Outcomes:

No Learning Outcomes

LO1 Ability to Think Strategically and take decisions, execute plans &
sustain competitive advantage.

LO2 Reflect on strategic frameworks and apply them in practice situations

to analyze, evaluate and create value for customers

LO3 Strategic Leadership to build unique positioning & capabilities and

shape the culture of Innovation & Excellence

LO4 Knowledge & Preparedness to manage conflicting, uncertain &

disruptive situations.

Part B: Course Handout

Academic Term Second Semester 2016-2017

Course Title Strategic Management and Business Policy
Course No MM ZG611 / QM ZG611 / MBA ZG611
Lead Instructor Jyoti

Contact List of Topic Title (ref to content Topic # Text/Ref Book/external

Hour structure in part A) (from resource
content
structure)

1 What is Strategy? 1.1.1 R1 Michael E. Porter, What is

Strategy? Harvard Business
Mind of a Strategist Review
1.1.2
The Mind of a Strategist by
Kenichi Ohmae

2 Strategy types & Polices 1.1.3 T1 Ch.1

3 Strategic Decision Making & 1.2.1 T1 Ch.1.7

Behavioural Strategy R6 Dan Lovallo and Olivier
Sibony, The Case for
Behavioural Strategy, The
 McKinsey Quarterly.

4 Pitfalls of Strategic Planning 1.2.2 R5 Richard Rumelt, The Perils

of Bad Strategy, McKinsey
Quarterly
Crafting Strategy 1.2.3
R2 Henry Mintzberg, Crafting
Strategy, Harvard Business
Review

5 Strategic Management Model 1.3.1 T1 Ch. 1.5

6 Mission, Vision, Long-term Goals 1.3.2 T2 Ch. 2.3, T3 Ch.2

7 Strategy Statement: Competitive 1.3.3 T2 Ch. 2.4

Advantage

8 Societal Environmental Analysis 2.1.1 T1 Ch. 4.1

9 Industry Analysis 2.1.2 T1 Ch. 4.2, T2 Ch. 6

Porters 5 Forces Model 2.1.3 R3 The Five Competitive

Forces That Shape Strategy,
by Michael Porter, HBR

10 External Factors Analysis 2.1.4 T1 Ch. 4.6

11 Resource based view of 2.2.1 T1 Ch. 5.1, T2 Ch. 3.6

Organization

12 Organization Design & Structure 2.2.2 T2 Ch. 4

13 Corporate Culture 2.2.3 T2 Ch. 4

Internal Factors Analysis 2.2.4 T1 Chapter 5.6

14

15 Situational Analysis: SWOT Matrix 3.1.1 T1 Chapter 6.1

16 Alternate Strategies using TOWS 3.1.2 T1 Ch. 6.3, T3 Table 5.4

matrix

17 Competitive/Cooperate Strategies 3.1.3 T1 Ch. 6.4, T2 Ch. 7

18 Corporate Strategy: Growth 3.2.1 T1 Chapter 7.2

Strategy

19 Stability Strategy 3.2.2 T1 Chapter 7.2

20 Turnaround Strategy 3.2.3 T1 Chapter 7.3

21 Functional Strategy: Core 3.3.1 R4 C.K. Prahalad and Gary

Competency Hamel. The core competence
of the corporation. HBR.

22 Marketing Strategy 3.3.2 T1 Ch. 8

Operations Strategy 3.3.3 T1 Ch. 8

23 Strategy Implementation: 4.1.1 T1 Ch. 9, T2 Ch. 5

Structure & Strategy
 24 Resource Allocation 4.1.2 T2 Ch. 14.5

Leading cross-cultural teams

4.1.3 T1 Ch. 10.2,
T2 Ch. 5

25 Managing Performance 5.1.1 T1 Ch. 11.2

Balanced Score Card 5.1.2 T3 Ch.9

26 Strategy Auditing 5.1.3 T3 Ch. 9

27 Industry Life Cycle 6.1.1 T2 Ch. 11

28 Business Model Innovation: 6.1.2 R9 Disruptive Innovation

Disruptive Innovation Primer, Video 1

29 Technology Strategy 6.1.3 T1 Web Chapter A

30 Design Thinking: Integrating 6.2.1 R8 Tim Brown, Design

formulation & implementation Thinking, Harvard Business
Review.

31 Value Innovation: Blue Ocean 6.3.1 R7 W. Chan Kim and Renee

Strategy Mauborgne. Creating New
Market Space. HBR. Video 2:
Blue Ocean

32 Corporate Governance 7. T1 Ch. 2

Business Ethics, Corporate Social 8 T1 Ch. 3

Responsibility, Sustainability

Case studies: Detailed Plan

Case Case study Objective Case study Sheet Access URL

study
No

1 Module 1, Session 3: Strategic Management South West Airlines (1993)

Model HBR Case Study

2 Module 2, Session 4, 5: Environmental Star Bucks Example

Scanning

2 Module 3, Session 6, 7, 8: Strategy The Rise & Fall of Nokia -HBR

Formulation Case Study

3 Module 4, Session 10: Product Positioning & Leadership online: Barnes &
Differentiation Noble vs. Amazon.com

Work integration: Detailed plan

No Activity description

1 Write down the Vision, Long term Goals for your organization and assess what is the
 Gap between Vision & Current Realty. (1 to 2 pages write up).

2 Identify the Core competencies in your team and write about how it is being
positioned or it can be positioned as a competitive advantage.

3 What disruptions have you observed/foresee in your team/function/domain, do you

see a need to change the business model and write about your observations

4 Identify the Value elements for 1) your function, 2) competitor, 3) comparable

function in other industry and plot the Value curves for all three. Apply the ERRC
grid to prioritize the strategic focus areas.

Project work: Detailed Plan

Objective of the project: Prepare a Strategic Plan for your function or organization using the Strategic
Management Model, Tools & methodologies studied in this program.
Project scenario description: You can either choose to write the strategic plan either for your function
or organization.
Tasks to be performed by the students:
1. Strategy Statement
2. Internal & External environment scanning/analysis
3. Situational Analysis: SWOT matrix
4. Competitive Strategies: Positioning, Capability, Value Innovation
5. Implementation Plan
6. Evaluation & Control: Balanced Score Card
Expected deliverables: Project Report (minimum 10 pages)
Duration of the project: Shall be informed by the instructor during the course
Evaluation Scheme:
Legend: EC = Evaluation Component; AN = After Noon Session; FN = Fore Noon Session
No Name Type Duration Weight Day, Date, Session, Time
EC-1 Quiz-I/ Assignment-I Online - 5% February 1 to 10, 2017
Quiz-II Online 5% March 1 to 10, 2017
Experiential Online 15% To be announced
Learning
EC-2 Mid-Semester Test Closed 2 hours 30% 26/02/2017 (FN) 10 AM 12 Noon
Book
EC-3 Comprehensive Open 3 hours 45% 09/04/2017 (FN) 9 AM 12 Noon
Exam Book

Syllabus for Mid-Semester Test (Closed Book): Topics in Contact Hours 1 to 16

Syllabus for Comprehensive Exam (Open Book): All topics (Session Nos. 1 to 32)
Important links and information:
Elearn portal: https://elearn.bits-pilani.ac.in
Students are expected to visit the Elearn portal on a regular basis and stay up to date with the latest
announcements and deadlines.
Contact sessions: Students should attend the online lectures as per the schedule provided on the Elearn portal.
Evaluation Guidelines:
1. EC-1 consists of either two Assignments or three Quizzes. Students will attempt them through the
course pages on the Elearn portal. Announcements will be made on the portal, in a timely manner.
2. For Closed Book tests: No books or reference material of any kind will be permitted.
3. For Open Book exams: Use of books and any printed / written reference material (filed or bound) is
permitted. However, loose sheets of paper will not be allowed. Use of calculators is permitted in all
exams. Laptops/Mobiles of any kind are not allowed. Exchange of any material is not allowed.
4. If a student is unable to appear for the Regular Test/Exam due to genuine exigencies, the student should
follow the procedure to apply for the Make-Up Test/Exam which will be made available on the Elearn
portal. The Make-Up Test/Exam will be conducted only at selected exam centres on the dates to be
announced later.
It shall be the responsibility of the individual student to be regular in maintaining the self study schedule as
given in the course handout, attend the online lectures, and take all the prescribed evaluation components such
as Assignment/Quiz, Mid-Semester Test and Comprehensive Exam according to the evaluation scheme
provided in the handout.