PROGRAMME: PGDM

Batch: 2019 – 2021 Term - IV

Course Title Strategic Management

Credit Hours 2
Faculty Dr. D. Ravinath
E-mail ID Dr.dravinath@vjim.edu.in
Extension No. 222

Course Overview

Students will be provided with the knowledge, skills, concepts and tools necessary to understand,
and respond to the increasingly complex, global, volatile, and dynamic context in which
organizational strategy formulation and development takes place today. This course will conduct a
detailed study of the nature of strategy content and strategic processes, in a variety of
organizational/industry settings designed to equip students for further study and for future career
development.

Course Objectives

1. To develop students understanding of the importance of strategy to the success of organizations.

2. To guide students to evaluate and review relevant theories, concepts, frameworks, planning
systems, policies, best practices and key issues in the field of strategic management.
3. To develop the diagnostic and analytical skills of students in the formulation and application of
strategy in organizations.
4. To provide students with an in-depth understanding of the role of the strategist within
interdisciplinary teams

Course Learning Outcomes (CLO)

On successful completion of this module, students will be able to:

CLO 1 Determine how organizations implement their strategic choices efficiently and effectively,
thus generating competitive advantage.
CLO 2 Evaluate the resulting strategic choices available to organizations (domestically and
internationally).
CLO 3 Interpret the findings of specific analytical tools when applied to a specific business
situation.

PO 1 PO 2 PO 3 PO 4 PO 5 PO 6
CLO 1 X X X
CLO 2 X X X
CLO3 X X X
 1. Session Plan

Session Topic/Subtopic Session Details

No.
1 Explaining the learning through exercises pedagogy, Pedagogy Lecture
student responsibilities, team formation, peer evaluation, CLO -
Case discussions and grading.
SLO Students will recall the various
Recap of fundamental principles of SM learnt in the IV trimester
fundamental principles of SM
2 Strategic and operational decision making; Understanding the Pedagogy Exercise/discussion
concept of Strategy
CLO 1,2,3
Exercise: The Inn keepers of America
SLO -the concept of strategy is
explored by distinguishing it
from operational issues.
- students will explore the
different ways in which the term
“strategy” is used

3 Pedagogy Exercise/discussion

CLO 1,2,3

SLO Students will realize whether

Communicating purpose through mission statements organizations define their core
Exercise: Revise mission statements for two companies purpose by simply describing
current product lines and the
services they provide or
whether they define their
core purpose in terms of the
customers needs being satisfied..
4 Forces affecting Competitive strategy; compare to Pedagogy Exercise/discussion
Porters five forces
Home Exercise: Intensity of competition in Casino Industry CLO 1,2,3

SLO This session helps students

identify the forces of competition
and determine what effects these
forces have on a competitor’s
ability to earn high profits.
5 Generating a plan of action: TOWS Analysis Pedagogy Exercise/discussion
Video: Life is good Inc – Future strategy
Home exercise: Action plan for Robin hood CLO 1,2,3

SLO By applying the TOWS approach

to analysis, students can build a
plan of action.
6 Developing generic strategy Pedagogy Exercise/discussion
Exercise 1. Choose how to compete in the lodging industry
CLO 1,2,3

SLO students compare organizations

pursuing each of the four generic
strategies—and they compare a
firm that is stuck in the middle.
7 Building competitive advantage Pedagogy Exercise/discussion
Exercise: Build your intended strategy
CLO 1,2,3

SLO In this session, students will

learn to build competitive
advantage through
differentiation strategies.

8 Core Competencies Perspective Pedagogy Exercise/discussion

Exercise: Corporate strategy at Honda
CLO 1,2,3

SLO This session’s exercise gives

students practice in designing
corporate strategy for a
diversified company from a
core competencies perspective.

9 Global strategic Alliances Pedagogy Exercise/discussion

Exercise: Shanghai General Motors CLO 1,2,3

Renewing the GM-SAIC alliance
SLO This session’s exercise helps
students understand the motivations
that drive companies to form
strategic alliances—and to
evaluate the alliance in the face
of changing conditions.
10 Identifying Transnational Strategies Pedagogy Exercise/discussion
Exercise: Global operations of Bata & Nike CLO 1,2,3
SLO This session develops an
understanding of global,
multidomestic, and
transnational strategies. The
exercise leads students through
the decisions that would be
taken in two global footwear
giants, Bata Shoes and Nike,
as they execute their strategies.
11 Understanding Turnaround Management Pedagogy Exercise/discussion
Exercise: The decline-turnaround sequence CLO 1,2,3
SLO Students in this session develop
an understanding of the critical
issues surrounding organizational
decline and the nature of
 turnaround management. An
understanding of these issues
enables a manager to better
understand the consequences of
inaction and assist in developing
a viable turnaround strategy.
12 Industry profile and Industry survey. Pedagogy Exercise/discussion
Exercise: Industry survey template
CLO 1,2,3

SLO In this session, students populate

a template industry survey.

13 Gap between formulation and Implementation Pedagogy Exercise/discussion

CLO 1,2,3

SLO In this session the students realize

that that formulation does not
automatically lead to implementation
14 Mergers & Acquisitions a basic look at this strategic initiative. Pedagogy Lecture

15 Strategy implementation using the 7S model Pedagogy Exercise/discussion

Exercise: Transition at Apple

CLO 1,2,3

SLO Students understand how

strategy starts to take shape

16-17 Case discussion: Azza Fahmy: Expand locally or internationally? Pedagogy Socratic discussion

CLO 1,2,3

SLO Students will realize the

challenges facing organizations

*Assignment A: Comparing two organizations in the same industry

*Assignment B: Identifying Strategic Issues at local business organizations

* Refer to Page No. 187 of the Text book for guidelines on Assignment A & B

The final report has to be submitted in hard copy format.

Text Book
Strategize! Experiential Exercises in Strategic Management – C. Gopinath & Julie Siciliano,
Cengage.

Reference Books

Strategic Management and Competitive Advantage Barney, J., Hesterly, W. Pearson

Strategic Management: Concepts and Cases David, F. Prentice Hall.
Strategic management: an integrated approach – Hill & Jones - Cengage.
Strategic Management and Business Policy – Azhar Kazmi; Tata McGraw-Hill.
E-Resources/Databases
Newspaper and Internet articles. You are encouraged highly to keep abreast of current events and as
such, are expected to introduce current issues in class discussions. You should read current articles
from quality business and non-business media sources: Fortune, Forbes, Wall Street Journal, Fast
Company, Business Week, and the New York Times. Most of these periodicals have websites,
some of which provide free access to articles.
1. Assessment Components & Schedule

Sr. No. Components Weightage Learning

% Outcomes

1 Assignments x 2 20 1,2,3

2 Mid-Term Examination 15 1,2,3

4 Attendance & Class Participation 5

5 End Term Examination 35 1,2,3

TOTAL 75

ASSIGNMENTS EXERCISES FROM WORKBOOK Many of the class activities and discussions
will be derived from exercises from the Strategize workbook. Some exercises will be completed in
class, while others will need to be completed before class. For those exercises that must be
completed before class, these assignments must be completed individually (unless otherwise
instructed). In-class exercises may be completed individually or within your group.

All completed assignments must be submitted for class participation credit. Assessment will based
on the quality of the work performed on the worksheet

Class participation: 5%