JAIPURIA INSTITUTE OF MANAGEMENT

PGDM; TRIMESTER III; ACADEMIC YEAR 2019-21

Course Code and title GM301: Strategic Management
Credits 3
Term and Year III Term
Course Pre-requisite(s) Read the text book and the cases before coming to
class
Course Requirement(s) Well versed with concepts of Marketing, Finance,
Operations and OB
Course Schedule (day and time of class) As per Time Table
Classroom # (Location) As Per PGP Instructions
Course Instructor Dr. D. Ravinath
Course Instructor Email dammalapati.ravinath@jaipuria.ac.in
Course Instructor Phone (Office) 323
Student Consultation Hours Anytime between 9am to 5pm (Working Days)
Office location Faculty Wing

1. Course Overview

Strategic Management is concerned with management of the direction and scope of activities of an
organization over the long term, based on consideration of resources and an assessment of the internal
and external environments in which the organization competes. Strategic Management enables an
organization to have clearer sense of long term direction and a sharper focus on how to achieve its
vision with a coordinated and effective ‘strategy’ in a rapidly changing environment. The end
outcome of applying strategic management process is superior organizational performance.

Strategy is a capstone course integrating knowledge and skills learnt in core courses like Marketing,
Finance, Operations, and Organizational Behavior. It helps students to comprehend organization
environment, its action and its performance with a sense of insight that enables him, when applied in
any company context, to have a feeling of deja-vu when the organization direction unfolds as might be
predicted by a sharper understanding of the course.

2. Session Plan

Sessio Topic/ Sub Reading Pedagogy Session Learning CLO

n Topic Reference Outcomes

Understanding of Strategic Management

1. Decipher how Case on Tata Classroom Analyze and CLO

firms perform Nano Discussion logically argue 1
Optimally / sub
optimally

2. Decipher how Case on Classroom Analyze and CLO

firms perform Kingfisher Discussion logically argue 1
Optimally / sub Airline
optimally

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 Evaluation:
Group Report to
be submitted on
learnings.

(Assignment 1)

Module I: Introduction to Strategic Management

3 Strategic Text, Ch-1, Pg. Classroom Understand the CLO

4 Managers 9-33 discussion on role of Business 1
issues how Vision & Mission
Strategic Case- Walmart’s founder’s vision Statements
Making Process Competitive facilitates long
Advantage, Book term direction and
Business critical decisions
Vision &
Mission

Strategy as an
Emergent
Process
5 External  Text, Ch-2, Explanation of Understanding CLO
6 Analysis Pg. 42-67 Porter’s Five force how external 2
model, Clarifying variables shape
Porter’s Five concepts of Industry Structure
Forces Model Industry, effect of
entry Barriers
Industry Life
Cycle

Macro Env

(PEST
Analysis)

Module II: The Nature of Competitive Advantage

7 Internal Text, Ch-3, Pg. Discussion on Developing CLO

8 Analysis 73-100 impact of understanding 2
liberalization on about structural
Competitive Passenger Car / factors that
Advantage Telecom Industry, contribute to the
Internet competitive
Value Chain
intensity of an
industry.

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 Group Report on
5-Forces Analysis
of different
industries
(Assignment 2)

Module III: Strategies

9 Building Text, Ch-5, Pg. Detailed discussion Develop a textured CLO

10 Competitive 142-172 on finer aspects of understating of 3
Advantage Read - Generic generic strategies generic strategies
Thru Business Competitive & competitive
Level Strategy Strategies (Porter markets
(2004), 34-46
Strategies
(Generic)

11 Business Level Text, Ch-6, Pg. PLC wrt Strategy A grounded CLO
12 Strategy & 178-204 understanding of 3
Industry Env inevitability of
Strategies for
organization’s
long-term survival

13 Strategy in the Text, Ch-8, Pg. Discussion on The Understanding CLO

14 Global 243-278 Evolving Strategy entry strategies 3
Environment of Coca-Cola,
Book

15 Corporate- Text, Ch-9, Pg. Discussion- Understanding of CLO

16 Level Strategy: 284-307, Walmart’s supply development of 3
Horizontal network & resources /
Integration, Case-Walmart’s competitive capabilities for
Vertical Growing Chain advantage long term
Integration and of Neighborhood performance
Strategic Markets, Book
Outsourcing

17 Corporate- Text-10, Pg. 313- Discussion on Understanding CLO

Level Strategy: 340 Samsung’s Success Value Chains in 3
Related & Depends on Many Businesses
Unrelated Corporate
Diversification Strategies, Book

Module IV: Implementing Strategy

18 Corporate Text-11, Pg. 346- Discussion Balance Understand how CLO

Performance, 374 Score Card Balance Score 3

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 Governance & Card is used and
Business Ethics its applicability

19 Implementing Text-12 & 13, Discussion on Understand the CLO

20 Strategy in Pg. 380-385, Organizational organization 3
Companies that 394-416. Read. 1. Structures and its hierarchy
Compete in a The Value Chain operation
Single Industry.
Value Chain and Competitive
Framework Advantage
7-S Framework (Porter, 2004) Pg.
33-52.
2.Organization
Alignment- 7S
Model (HBS
Note 9-497-045)

21
22 PROJECT PRESENTATIONS
23
24
(Note: The Cases/Readings are indicative. Faculty can use other Cases/Readings.)

3. Books and References

Text Book

Charles W L Hill / Gareth R Jones, (2013), “Strategic Management: An Integrated Approach”, (Ninth
Edition), Cengage Learning India Private Limited, Delhi.

References:
 Fred R. David, (2011), “Strategic Management: Concepts & Cases”, (Fifteenth Edition),
New Delhi, PHI Learning Private Limited.
 Hitt, M.A., Ireland, R.D., Hoskisson, R.E., Manikutti, S. (2016). Strategic Management – A
South Asian Perspective, 9th Edi., Cengage Learning, New Delhi.
 Porter, Michael E. (2004) Competitive Strategy, Free Press, New York
 Thompson, Strickland, Gamble & Jain, “Crafting and Executing Strategy – The quest for
competitive advantage”, (19th edition), New Delhi, Tata McGraw Hill (Hereby called as
TSG).
Internet Resources
 www.mckinseyquarterly.com/
An online business journal of Business Management Strategy articles, surveys, and interviews,
covering Global Business Strategy, etc.
 http://knowledge.wharton.upenn.edu/india/
This site is committed to sharing its intellectual capital through online journal offering free access
to global contemporary business trends and analysis; interviews with corporate leaders; articles on
recent business practices and strategies, etc.
 http://www.ibef.org/indiaatglance.aspx
It is a knowledge Centre for global investors, international policy-makers and world media
seeking updated, accurate and comprehensive information on the Indian economy, states and
sectors.
 http://www.businessworld.in/businessworld/businessworld/bw/Business

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 This site comprehensively covers news items related to various sectors, in depth analysis of
business, stock market, finance & economy which can be a key input in understanding business
scenario

Vital Essential Desirable

(prerequisite or basic (Non-imperative yet (adds substance, breadth,
knowledge or skills) significant) or interest to a subject or
skill)
IN CLASS PRE CLASS BEYOND CLASSROOM
Understandin Case on Tata Nano, Readings and internet Go to the company website
g of Strategic Kingfisher resources on Nano & KF and try getting the details
Management Airlines and Videos wrt Strategy
Resources-Livemint
website
Module I: External & Internal Discussion Forum- Why Vision and Mission
Introduction Analysis, Porter’s Five did CCD diversify, Statement of some
to Strategic forces Model, Industry difference between organizations.
Management Life Cycle, Macro Env. Starbucks and CCD prices
and services offered

Module II: Internal Analysis, Identification of Value Refer internet resources on

The Nature of Competitive Advantage, Chain activities in campus Big Bazaar and Walmart.
Competitive Value Chain. that enhance/ deter optimal
Advantage performance
Module III: Generic Strategies Visit a Mall or a Discuss what deters
Strategies showroom to know their Competitors in Car market
value drivers / strategies to offer a competing
that are adopted. product to Alto

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Assessment Tasks

Assessment Description Weightage CLOs

Components
Presentation of Understanding of Concepts 10 CLO 1
Cases / Articles
Analysis of case situation / article
by Groups
Assignments Assignment 1: Learnings like Importance of strategy, 20 CLO 2
(2 Nos.) success factors and other learnings
Assignment 2: Five Forces Analysis of given
industry
Project In the Company Analysis Project, each group (6-8 30 CLO 4
students) would present analysis of a company in
the industry allotted to the group by faculty. Project (Report:
will involve application of theoretical concepts to a 20 Marks,
specific company in an industry. Group will have to Presentation:
conduct research on gathering detailed information 10 Marks)
about the company on following aspects:
 Vision, Mission, Values & Goals
 Macro and Micro Environmental (Porter’s
Five Forces Analysis, SWOT Analysis)
 Internal Capabilities and Strengths
 Strategy – Corporate / Business /
Functional
Final Output: A report outlining the above
mentioned information about the company in the
given industry. The report shall be of about 20 pages
and not more than 25 pages, neatly presented in
typewritten form on A4 size, Times Roman format
12”, 1.5 or 2” spacing and in justified mode to the
faculty. Relevant appendices may be attached. Each
member will individually indicate his/ her
contribution in the report. Additionally, a class
presentation summarizing the key findings of the
report is to be prepared.
The project report has to be submitted in hardcopy.
Slides of the presentation have to be printed in
handout form with 4 slides per page & submitted on
the day of presentation.
End Term 40 CLO 2, CLO 3
Examination

(Note: Faculty may choose between Quiz and Case/Article Presentation)

Instructions:

Students will be expected to maintain a daily log of their learning and make an action plan. The
continuous evaluation tools would be implemented as per schedule and collected for evaluation.

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 Students are encouraged to visit videos available on YouTube on TED talks, and readings available
at websites like course era, etc.

Academic Conduct

Institute’s Policy Statements

It is the responsibility of every student to be aware of the requirements for this course, and understand
the specific details included in this document. It is emphasized that this course requires a significant
commitment outside of formal class contact.  The learning tasks in this course may include classes
(lectures or seminars), required reading, preparation of answers to set questions, exercises and
problems, and self-study. In addition, students may be required to complete an assignment, test or
examination.

LMS-Moodle/ Impartus

LMS-Moodle/ Impartus is used to host course resources for all courses. Students can download
lectures, additional reading materials, and tutorial notes to support class participation.

Late Submission

Assessment tasks submitted after the due date, without prior approval/arrangement, will be not be
accepted. Requests for extension of time must be made with the faculty member concerned and based
on Special Consideration guidelines.

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