ipmgt612

Lovely Professional University,Punjab

MGT612Course No. STRATEGIC MANAGEMENTCourse Title: 0 L: 4 T: 1 P: 5 Cr:

Course Planner :- 12375 :: Sandeep Vij

Format For Instruction Plan [for Courses with Lectures and Tutorials ]

TextBook

Pearce II, J.A., Robinson Jr., RB and Mital, A., Strategic Management: Formulation, Implementation and Control, 10th Ed., Tata McGraw-Hill,

New Delhi, 2008

1.

Other Specific Books

David, F.R., Strategic Management: Concepts and Cases, Pearson Education, Ed.12th, New Delhi, 20082.

Kazmi, K., Strategic Management and Business Policy, Tata McGraw-Hill, New Delhi, 20083.

Hill & Jones, Strategic Management: an Integrated Approach, Cengage , Sixth Edition4.

Other Readings

Jouranls atricles as compulsary readings (specific articles, Complete reference)Sr. No.

Michael E Porter, “What is Strategy?”, HBR, Nov-Dec 1996, pp.61-785

Clayton M Christensen and Michael E Raynor, “Managing the Strategy Development Process” Chapter 8,Excerpted from- The Innovator’s Solution: Creating and

Sustaining Successful Growth.

6

Robert S Kaplan, Norton and Barrows Jr., “Developing the Strategy-Vision Value Gaps and Analysis”, Harvard Business School Publishing, Special Book

Preview of ‘The Execution Premium’

7

Robert S Kaplan, Norton and Barrows Jr., “Developing the Strategy-Vision Value Gaps and Analysis”, Harvard Business School Publishing, Special Book

Preview of ‘The Execution Premium’

8

Collins and Porras, “ Building Your Company’s Vision”, HBR, Sept-Oct 1996, pp.65-779

Johnson, Christensen and Kagermann,” Reinventing Your Business Model”, HBR, December 2008, pp.2-1010

Michael, E. Porter, “The Five Competitive forces that shape Strategy”, Harvard Business Review, January, 2008, pp.78-9711

Micheal E Porter, “ From Competitive Advantage to Corporate Strategy”, HBR, May-June 1987, pp.2-2112

Yip, G.S., “Global Strategy: In World of Nations”, Sloan Management Review, Fall 1989, pp. 29-41.13

Approved for Autumn Session 2010-11 of 12

Yip, Loewe and Yoshino, “How to Take Your Company to the Global Market”, Columbia Journal of World Business, Winter 1988, pp.37-4814

Robert M Grant, “Resource Based Theory of Competitive Advantage: Implications- For Strategy Formulation”, CMR, Vol. 33, No.3, 1991, pp.114-13515

Lacobucci and Nordhielm, “ Creative Benchmarking”, HBR Nov-Dec 2000, pp.2-316

Robert S Kaplan,” The Limits of Benchmarking”, HBSP Insight, Experience and Ideas for Strategy Focused Organisations.17

Jerker Densell, “Selection Bias and the Perils of Benchmarking,” HBR, April 2005, pp 1-6.18

Kaplan and Norton, “Implementing a Balanced Scorecard Management Program”, Chapter 12, Excerpted from the balance scorecard: Translating strategy into

action.

19

Goold, M. and Kathleen, L., “Why Diversify? Four Decades of Management Thinking”, The Academy of Management Executive, August, 1993, pp.7-25.20

Pearcy and Robbins, “Strategic Transformation as the Essential Last Step in the Process of Business Turnaround, “ Business Horizons,2008, Vol 51, pp. 121-130.21

Raghunath, S., “A Strategy for Alliance”, Management Review, January-March, 1996, pp.5-11.22

Raghunath, S., “Alliance Management-The next Millennium Challenges?”, Management Review, March, 1999, pp.103-108.23

Raghunath, S., “Joint Ventures: Does Termination means failure?”, Management Review, January 1999, pp.11-17.24

Compbell, Goold and Alexander, “ Corporate Strategy: The Quest for Parenting Advantage”, HBR, March-April 1995, pp.120-13225

Eisenhardt and Brown, “Patching: Re-stitching Business Portfolios in Dynamic Markets”, HBR, May-June 1999, pp.72-8226

Neilson, Martin and powers, “The Secrets to Successful Strategy Execution”, HBR, June 2008, pp. 2-1327

Michael C Mankins and Richard Steele, “Turning Great Strategy into Great Performance”, HBR, July-August 2005, pp.65-7228

Gadish and Gilbert, “Transforming Corner-Office Strategy into Frontline Action”, HBR, May 2001, pp.2-1029

Collis and Montogomery, “ Competing on Resources”, HBR , July-Aug 1995, pp.118-12830

Kim and Mauborgne, “How Strategy Shapes Structure”, HBR Sept 2009, pp. 2-1031

Kaplan and Norton, “Why System not Structure is Way for Strategic Alignment: A Historical Perspective”, Harvard Business School Publishing32

Paul Rogers and Marcia Blenco, “Who has the D? How Clear Decision Roles Enhance Organisational Performance”, HBR, Jan 2006, pp.2-1033

Karen Christensen, “Leadership Lessons from Shakespeare”, Rotman Magazine, Spring 2009, pp.47-5034


Robert S. Kaplan, David P. Norton, "Using the Balanced Scorecard as a Strategic Management System “, HBR, July1 -2007, pp.150-161.35

Kim and Mauborgue, “ Blue Ocean Strategy”, HBR, Oct 2004, pp.1-936

Kim and Mauborgne, “Creating Blue Oceans”, Chapter 1 Excerpted from – Blue Ocean Strategy: How to Create Uncontested Market Space and Make the

Competition Irrelevant.

37

Michael E Porter and Mark R Karmer, “Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility”, Harvard Business

Review, December 2006, pp. 1-15.

38

Gary Hamel, “Moon Shots for Management”, HBR, Feb 2009, pp.1-939

Ghemawat Pankaj and Ghadar Fariborz, “The Dubious Logic of Global Megamergers”, HBR, July-August 2000, pp. 65-72.40

case 1 (Robin Hood): Pearce II, J.A., Robinson Jr., RB and Mital, A., Strategic Management: Formulation, Implementation and Control, 10th Ed., Tata

McGraw-Hill, New Delhi, 2008, pp.672-673.

41

case2 (Archies Vs Vintage- Are we in the business of Greeting): Pearce II, J.A., Robinson Jr., RB and Mital, A., Strategic Management: Formulation,

Implementation and Control,10th Ed., Tata McGrawHill

42

case3 (The Google Juggernaut): Hill Charles W L and Jones Gareth R, An Integrated Approach to Strategic Management,Indian Edition, 2008, pp. 535-551.43

case4 (Cola Wars Continue: Coke and Pepsi in 2006):David B Yoffie, Harvard Business School, Case No: 9-706-447, Copyright : President and Fellows of Harvard

College.

44

case5(Gitanjali- A Gem in India’s Crown):Pearce II,J.A., Robinson Jr., RB and Mital, A.,Strategic Management:Formulation, Implementation and Control, 10th Ed.,

Tata McGrawHill,New Delhi,2008,pp.553-57

45

case6(Finland and Nokia: Creating the World’s Most Competitive Economy):Orjan Solvell and Michael E Porter,Harvard Business School,Case No:

9-702-427,Copyright:President and Fellows of HarvardCollege.

46

case7(Singhania and Partners):Preeti Goyal, ACRC Case No: HKU763, Copyright: Asia Case Research Centre, University of Hong Kong,47

case8 (BHEL Concentrates): Kazmi, A., Strategic Management and Business Policy, 3rd Ed., Tata McGraw-Hill, New Delhi, 2008 pp. 167-168.48

case9 (Suzlon Energy Ltd- Riding on the Wind):Mital, A., Cases in Strategic Management, Tata McGraw-Hill, New Delhi, 2008, PP. 125-14549

case10 (Cyber Media- The Leadership Quest): Mital, A., Cases in Strategic Management, Tata McGraw-Hill, New Delhi, 2008, pp. 101-12450

case11 (ASDA(A) Michael Beer and James Weber): Harvard Business School Case No: 9-498-005, , Copyright : President and Fellows of Harvard College.51

case12 (United Breweries Ltd): Mital, A., Cases in Strategic Management, Tata McGraw-Hill, New Delhi, 2008, pp.176-19352

case13 ( Gati Ltd) Pearce II, J.A., Robinson Jr., RB and Mital, A., Strategic Management: Formulation, Implementation and Control, 10th Ed., Tata McGraw-Hill,

New Delhi, 2008, pp.577-593.

53

case14( Rewrite Rules at Pantaloon):Mital, A., Cases in Strategic Management, Tata McGraw-Hill, New Delhi, 2008, pp. 146-15854


case15 ( Tech Mahindra Ltd.):Mital, A., Cases in Strategic Management, Tata McGraw-Hill, New Delhi, 2008, pp.87-10055

case16 ( Victoria Heavy Equipment Ltd):Paul W Beamish and Thomas A Poynter, IVEY Case No: 908M37, Copyright: Richard Ivey School of Business, The

University of Western Ontario.

56

case17 (GE’s Two Decade Transformation): Jack Welsh’s Leadership Christopher A Bartlett and Meg Wozny, HBS Case No:9-390-150, Copyright : President

and Fellows of Harvard College.

57

case18 (Consultancy Development Organisation):Unnat Kohli, IVEY Case No: 908M34, Copyright: Richard Ivey School of Business, The University of Western

Ontario.

58

case19 (Bata India Ltd): Mital, A., Cases in Strategic Management, Tata McGraw-Hill, New Delhi, 2008, pp. 159-17559

Case 20 (Transforming Education Transforming India -The Lovely Journey): Sandeep Vij, 13th Annual Convention of SMF, IIM Lucknow, Noida Campus, 27-29

May, 2010

60

case21 (GE's Growth Strategy- The Immelt Initiative): Christopher A Bartlett , HBS Case No:9-306-087, Copyright : President and Fellows of Harvard College.61

Relevant Websites

Salient FeaturesWeb adress (only if relevant to the courses)Sr. No.

http://www.informationweek.com/news/global-cio/outsourcing/showArticle.jhtml?a

rticleID=207601243

The Meaning of N = 1 and R = g62

http://blogs.hbr.org/hbr/hbreditors/2010/01/the_decade_in_management_ideas.htm

l

The Decade in Management Ideas63

www.hroassociation.org/uploaded/.../outsourcing2.0whitepaper.pdf Outsourcing 2.064

https://www.mckinseyquarterly.com/ghost.aspx?ID=/Business_Technology/BT_St

rategy/Eight_business_technology_trends_to_watch_2080

Eight business technology trends to watch65

https://www.mckinseyquarterly.com/How_businesses_are_using_Web_20_A_Mc

Kinsey_Global_Survey_1913

How businesses are using Web 2.066

www.blueoceanstrategy.com/pre/downloads/BOS_QA.doc Blue Ocean Strategy67

http://www.mindtools.com/pages/article/newSTR_91.htm McKinsey 7S framework68

http://www.wepapers.com/DownloadPaper/77469/Download_that_paper_here Transformational Leadership69

http://www.wepapers.com/DownloadPaper/1089/INFORMATION_TECHNOLOGY_

STRATEGY_INTERLINKED_VALUE_CHAINS-_2

Technology Strategy70

Week No. Lecture No. Topic

Chapters/Sections of

Textbook/other

reference

Homework to be

Assigned to students

Pedagogical tool

Demonstration/case

study/images/anmation

ctc. planned

Detailed Plan For Lectures


Part 1

Lecture 1Week 1 Nature of Strategic Management. ->Reference :1,Ch 1

->Reference :3,Ch 4

->Reference :4,Ch 1

case 1

Lecture 2 Dimensions, Benefits and Risks of Strategic Management. ->Reference :5,

->Reference :1,Ch 1

Lecture 3 The Strategic Management Process ->Reference :1,Ch1/1

->Reference :6,

->Reference :7,

->Reference :8,

HomeWork 1 Allocation

Lecture 4 The Strategic Management Process ->Reference :1,Ch1/1

->Reference :6,

->Reference :7,

->Reference :8,

Lecture 5Week 2 Business Vision and Mission ->Reference :1,Ch1/1

->Reference :9,

->Reference :3,Ch 1

case 2

Lecture 6 Importance, Characteristics, and Components of Business Mission ->Reference :1,Ch2/1

->Reference :3,Ch 1

Lecture 7 Importance, Characteristics, and Components of Business Mission ->Reference :1,Ch2/1

->Reference :3,Ch 1

case 3

Lecture 8 Evaluating Mission Statements. ->Reference :1,Ch2/1

->Reference :10,

->Reference :3,Ch 1


Lecture 9Week 3 The External Assessment, Porters five Force Analysis. ->Reference :1,Ch4/1

->Reference :11,

Lecture 10 The External Assessment, Porters five Force Analysis. ->Reference :1,Ch4/1

->Reference :11,

case 4

Lecture 11 Industry and Competitive Analysis ->Reference :1,Ch4/1

->Reference :12,

Term Paper 1 Allocation

Lecture 12 The Global Environment: Development of a Global Corporation. ->Reference :1,Ch5/1

->Reference :13,

case 5

Lecture 13Week 4 The Global Environment: Development of a Global Corporation. ->Reference :1,Ch5/1

->Reference :13,

Part 2

Lecture 14Week 4 Complexity of Global Environment ->Reference :1,Ch5/1

->Reference :14,

HomeWork 1

Submission

case 6

Approved for Autumn Session 2010-11Page 5 of 12

Part 2

Lecture 15Week 4 The Internal Assessment: SWOT Analysis ->Reference :1,Ch6/1

Lecture 16 Value Chain Analysis. ->Reference :1,Ch6/1

->Reference :2,Ch 4

HomeWork 2

Submission

Lecture 17Week 5 Resource Based View of the Firm. ->Reference :1,Ch6/1

->Reference :15,

case 7

Lecture 18 Benchmarking ->Reference :1,Ch6/1

->Reference :16,

->Reference :17,

->Reference :18,

Lecture 19 Long Term Objectives, The Balanced Scorecard ->Reference :1,Ch7/1

->Reference :19,

Lecture 20 Corporate Level Strategies: Concentration ->Reference :1,Ch7/1

->Reference :3,Ch 5

case 8

Lecture 21Week 6 Corporate Level Strategies: Concentration ->Reference :1,Ch7/1

->Reference :3,Ch 5

Lecture 22 Corporate Level Strategies: Integration ->Reference :1,Ch7/1

->Reference :3,Ch 5

case 9

Lecture 23 Corporate Level Strategies: Diversification ->Reference :1,Ch7/1

->Reference :20,

->Reference :3,Ch 5

HomeWork 3 Allocation case 10

Lecture 24 Corporate Level Strategies: Diversification ->Reference :1,Ch7/1

->Reference :3,Ch 5

Lecture 25Week 7 Corporate Level Strategies: Restructuring ->Reference :1,Ch7/1

->Reference :21,

->Reference :3,Ch 7

case 11

Lecture 26 Corporate Level Strategies: Restructuring ->Reference :1,Ch7/1

->Reference :3,Ch 7

Quiz 1

Lecture 27 Corporate Level Strategies: Cooperation ->Reference :1,Ch7/1

->Reference :22,

->Reference :23,

->Reference :24,

->Reference :3,Ch 6

case 12

Lecture 28 Revision

MID-TERM

Part 3


Part 3

Lecture 29Week 8 Business Level Strategies ->Reference :3,Ch 8

Lecture 30 Business Level Generic Strategies: Differentiation ->Reference :1,Ch8/1 case 13

Lecture 31 Business Level Generic Strategies: Low Cost ->Reference :1,Ch8/1 case 14

Lecture 32 Business Level Generic Strategies: Focus ->Reference :1,Ch8/1 case 15

Lecture 33Week 9 Business Level strategies: Developing Core Competence &

Competitive Advantage

->Reference :1,Ch8/1 HomeWork 3

Submission

Lecture 34 Multi Business Strategy: Portfolio Approaches: BCG Matrix ->Reference :1,Ch9/1

Lecture 35 Multi Business Strategy: Portfolio Approach: GE Nine Cell matrix. ->Reference :1,Ch9/1

Lecture 36 Multi Business Strategy: Parenting Approach. ->Reference :1,Ch9/1

->Reference :25,


Lecture 37Week 10 Multi Business Strategy: Patching Approach ->Reference :1,Ch9/1

->Reference :26,

Lecture 38 Strategy Implementation: Short Term Objectives, Functional Tactics. ->Reference :1,Ch10/1

->Reference :27,

->Reference :28,

Lecture 39 Strategy Implementation: Empowering Operating personnel. ->Reference :1,Ch10/1

->Reference :29,

Part 4

Lecture 40Week 10 Strategy Implementation: Allocation of Resources, Managing

Resource Conflict.

->Reference :30,

Lecture 41Week 11 Strategy and Structure ->Reference :1,Ch11/1

->Reference :31,

->Reference :2,Ch 7

Lecture 42 Improving effectiveness of Traditional ; organizational Structures. ->Reference :1,Ch11/1

->Reference :32,

case 16

Lecture 43 Creating Agile Virtual Organisations, Modular Organisation. Towards

Boundary less Structures

->Reference :1,Ch11/1

Lecture 44 Leadership and Culture: Strategic Intent. Shaping Organisational

Culture.



case 17


Part 4

Lecture 45Week 12 Leadership and Culture: Role of Leader in Organizational Culture. ->Reference :1,Ch12/1

->Reference :34,

case 18

Lecture 46 Strategy Evaluation :Strategic Evaluation Process ->Reference :1,Ch13/1

->Reference :3,Ch 14

HomeWork 4

Submission

Lecture 47 Strategy Evaluation :Strategic Evaluation Process ->Reference :1,Ch13/1

->Reference :3,Ch 14

Lecture 48 Strategic Control Term Paper 1

Submission

case 19

Lecture 49Week 13 Balanced Scorecard as tool for Strategic Control ->Reference :35, Quiz 2

Lecture 50 Blue Ocean Strategy ->Reference :36,

->Reference :37,

case 20

Lecture 51 Strategy and Society ->Reference :38,

Lecture 52 Revision

Spill Over

Lecture 53Week 14 7-S Framework,

Moon Shots for Management

->Reference :68,

->Reference :39,

Lecture 54 The Decade in Management Ideas,

Transformational Leadership

->Reference :63,

->Reference :69,

case 21

Lecture 55 Innovation and Technology Strategy ->Reference :70,

Lecture 56 Outsourcing 2.0 ->Reference :64,


Details of homework and case studies plan

Homework No. Topic of the HomeworkNature of homework

(group/individuals/field work

Case Based Test:

Students will be given 10 caselets to be analyzed and submitted in the form of a hand written

assignment. (5 Marks)

Submission will be followed by a written test on these cases. (10 Marks)

IndividualHomework 1

Case Analysis & Presentation:

This is a group assignment. Students will be assigned cases in group of 5-6 students and each

team will be expected to prepare a report (5 Marks) and present (10 Marks) it in the Tutorials.

Case analyses should be no longer than five (5) double-spaced type-written pages.

The case will be evaluated on the following criteria: quality of analysis, adequacy of

recommendations, writing clarity, and organization.

GroupHomework 2

Articles Based Test - 1:

The students will be required to submit a hand written summary of 10 articles (from articles given

in reference number 5 to 24) to be allotted by the instructor.

Evaluation: 5 Marks for Submission and 10 Marks for the Test based on the allotted articles.


Articles Based Test - 2:

The students will be required to submit a hand written summary of 10 articles (from articles given

in reference number 25 to 40) to be allotted by the instructor.

Evaluation: 5 Marks for Submission and 10 Marks for the Test based on the allotted articles.


*Normally all the homeworks shall be submitted online but in special courses where homeworks cannot be submited online , the insructor can edit the mode of submission while

entering the IP Details

Component Frequency Marks for each Total Marks

Scheme for CA:out of 100*

Out of (If any)

Homework 3 15 45 4

Term Paper 1 25 25

Quiz 2 15 30

Total :- 100

* In ENG courses wherever the total exceeds 100, consider x best out of y components of CA, as explained in teacher's guide available on the UMS


TopicSr. No.

List of suggested topics for term paper[at least 15] (Student to spend about 15 hrs on any one specified term paper)

Apply the Porter's five forces model on given Industry and analyse the attractiveness of the Industry for

Investment purpose. This term paper may be given to multiple numbers of students by giving different

industry to every student.

1

Comparative Advertising as a Positioning Strategy2

Impact of Launch of Nano on Indian Four Wheeler Industry3

Use BCG Matrix to analyze the product portfolio of a given company. Based upon the analysis, suggest

suitable strategies for the assigned company. This term paper may be given to multiple numbers of students

by giving different company to every student.

4

Implications of Global Financial Crisis for the Growth prospects of Indian Economy.5

A comparison and analysis of marketing strategies of Public and Private Sector Companies. Instructor can

allocate private and public companies (from the same industry) to multiple numbers of students.

6

Identify the Community Development Projects being run by NGOs in India and suggest the measures for

improving the effectiveness of these projects.

7

Mergers and Acquisitions is common news nowadays. Write a case of recent merger/acquisition giving an

analytical account of the reasons, synergies involved and future prospects for the companies involved. This

term paper may be given to multiple numbers of students by giving a different case of merger from the Indian

scenario.

8

Impact of Cloud Computing on the corporate strategy.9

Implications of Outsourcing 2.0 for Indian SMEs10

Technology as tool for Strategy11

Implications of Ambani Brothers' dispute resolution Agreement for the shareholders.12

Strategies for Inclusive Growth in India13

Strategic Implications of Educational Reforms for Private Institutions in India.14

Strategies for Risk Management15


Plan for Tutorial: (Please do not use these time slots for syllabus coverage)

Tutorial No. Topic Type of pedagogical tool(s) planned

(case analysis,problem solving test,role play,business game etc)

Tutorial 1 1. Formation of Groups

2. Allocation of Comprehensive Cases (HW2) for Analysis and

Presentation in the tutorials.

3. Explanation of procedure of evaluation of

Group assignments.

Discussion

Tutorial 2 CNBC VIDEOS Discussion

Tutorial 3 Case Presentation by Students & DoT:HW1 Test

Tutorial 4 Case Presentation by Students (Based on HW2) Role play,Discussion


Tutorial 6 Review of term paper check the progress of term paper individually


After Mid-Term




Tutorial 11 Case Presentation by Students (Based on HW2) & Review of term

paper

Role play,Discussion



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