Department of Management Studies

MBA SEMESTER III

Course Title: Strategic Management
Course Code: MBA 301 / MAI 301
Date: 01/09/2021 Wednesday 10:00 AM – 11:00 AM
Venue (Offline Class): LR -3, CHANAKYA BLOCK, DoMS, GEU

:Prof. (Dr.) Neeraj Sharma

{(Ph.D (IIT Roorkee) ; PGDM(IIM Shillong); NET(UGC); JAIIB & CAIIB (IIBF);BE(Dr. B.R. Ambedkar University)}

Department of Management Studies

Graphic Era (Deemed to be University), Dehradun
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 MBA SEMESTER III
Course Title: Strategic Management
Course Code: MBA 301 / MAI 301

COURSE MODULE TEACHING PERIODS WEIGHTAGE:

EVALUATION
Component Credits L T P CW MSE ESE Total

CC 3 3 - - 25 25 50 100

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 MBA SEMESTER III
Course Title: Strategic Management
Course Code: MBA 301 / MAI 301
Course Objectives: This course aims to familiarise students with the fundamentals of Strategic
Management and to extend a holistic perspective of an enterprise that is critical from the point of view
of top executives /management. `

Course Outcomes:
CO1. Exhibit conceptual knowledge of Strategic Management by recalling facts, terms, basic concepts,
and answers. Able to formulate and implement strategic plans.
CO2. Demonstrate a working knowledge of the concepts and methods of strategic management-
Demonstrate understanding of facts and ideas related to strategic management by organizing,
comparing, translating, interpreting, giving descriptions, and stating main ideas.
CO3. Solve strategic management problems to new situations by applying acquired knowledge, facts,
techniques, and rules in a different way- understand and apply the key tools of strategic management
CO4. Analyse issues and challenges in contemporary strategic management by examining and breaking
information into parts through identification of motives or cause, making inferences and finding
evidence to support generalizations.
CO5. Evaluate the strategic management process- evaluate by presenting and defending opinions by
making strategic management judgments about information, validity of ideas, or quality of work based
on a set of criteria. Generate and evaluate strategic alternatives.
C06. Creating through compilation of strategic management information together in a different way by
combining elements in a new pattern or proposing alternative solutions.

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 MBA SEMESTER III
Course Title: Strategic Management
Course Code: MBA 301 / MAI 301
Unit: 01 Introduction to Strategic Management [7 Hours]
The concept of strategy, Strategy as the art and science of creating value, Deliberate vs. emergent
Strategy, Strategic choices, Levels of strategy, Strategy Vocabulary: intent, vision, mission, goals,
objectives, Policies, Procedures. Strategic fit, Strategic management process, Limitations of strategic
management.

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 MBA SEMESTER III
Course Title: Strategic Management
Course Code: MBA 301 / MAI 301

Unit: 02 Analysing the external and internal environment [ 7 Hours]

Overview & Analysis of External Environment: PESTEL, ETOP, Porter’s 5-Forces Model, Overview and
Analysis of Internal Environment: Types of Resources, Capabilities & Core Competencies, VRIO analysis,
SWOT Analysis.

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 MBA SEMESTER III
Course Title: Strategic Management
Course Code: MBA 301 / MAI 301

Unit: 03 Sustainable Competitive Advantage and Value Creation [5 Hours]

The notion of core competence, distinctive competency, sustainable competitive advantage and
profitability, Static vs. Dynamic Competitive Advantage, Industry life cycle, Value-Chain Analysis, the
role of innovation, Competencies as barriers to change.

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 MBA SEMESTER III
Course Title: Strategic Management
Course Code: MBA 301 / MAI 301
Unit: 04 Strategy formulation and analysis [7 Hours]
Business Level Strategy: Cost Leadership, Differentiation & Focus Strategy, Grand Strategies –
Growth/Expansion, Stability & Retrenchment, Strategic analysis at corporate level: BCG Matrix, GE Nine
Cell Planning Grid, Hofer’s Product Market Evolution, Shell’s Directional Policy Matrix, Mc Kinsey's 7s
Framework.

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 MBA SEMESTER III
Course Title: Strategic Management
Course Code: MBA 301 / MAI 301

Unit: 05 Strategy implementation and evaluation [6 Hours]

Project and Procedural implementation, Corporate Performance & Corporate Governance; Corporate
Social Responsibility & Ethics, Operations Control and Strategic Control, Benefit and Limitations of
control Techniques; Organizational systems and techniques of strategic evaluation.

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 MBA SEMESTER III
Course Title: Strategic Management
Course Code: MBA 301 / MAI 301
Learning Resources
1. Hunger J David, Wheelen L Thomas, (2011), Essentials of Strategic Management, 5/e,
Pearson.
2. John. A. Pearce II, Richard.B. Robinson Jr, AmitaMital, (2008), Strategic Management –
Formulation, Implementation and Control, 1/e, Tata McGraw-Hill, New Delhi.
3. William F. Glueck, Lawrence R. Jauch, Business policy & Strategic Management, McGraw
Hill.
4. Thompson A Jr, A.J. Strickland, (2008), Strategic Management, Tata McGraw-Hill
Publishing, New Delhi.
5. Strategic Mgmt & Bus Policy 3E. (2008). India: McGraw-Hill Education (India) Pvt Limited.
6. Relevant articles and cases related to some of the course topics.

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 Strategic Management in Small Business

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 Strategic Management in Small Business

“Business is like a war in one respect. If its grand strategy is correct, any
number of tactical errors can be made and yet the enterprises proves
successful.” - Robert E. Wood
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 Learning Objectives

• To identify the phases in the organisation life

cycle and organisation renewal cycle
• To understand the importance and process of
strategic management
• To identify the essence of business ethics
 ORGANISATION LIFE CYCLE

• The organisation life cycle comenses five

stages: Start up, Expansion, Consolidation,
Revival, and Decline.

• Reversing a company’s pattern of poor

performance is called turning it around. For
entrepreneurs who survive the earlier stages
and who are also capable of turning their
ventures around, the metamorphosis is
complete.
ORGANISATION LIFE CYCLE CONTD.
Why should an Organisation have a Vision

• Brings people together around a common

dream.
• Coordinates the work of different people.
• Helps everyone make decisions.
• Builds foundation for business planning.
• Challenges the comfortable or inadequate
present state.
• Makes incongruent behaviour more
noticeable.
Vision of Graphic Era(Deemed to be University)
Dehradun
Vision of Facebook
 The Organisational Renewal Cycle

• Phase 1 Creativity
– Work is for a clear purpose
– Excitement about a new idea model/product/market
– Lots of vision
– Chaotic/fun atmosphere
– Growth is fast and easy, almost natural
• Phase 2 Stability
– Purpose stays the same
– Structure solidifies with policies, procedures, standards
– Controls set in, standards are enforced
– Management becomes more professional.
– Thinking about the future and planning is done at the top
 The Organisational Renewal Cycle cont…

• Phase 3 Crisis
– The environment changes
– Standards are enforced from the top
– People work harder
– Results slip
– Group runs out of steam, loses vitality
• Phase 4 Renewal
– Revisit basic purpose
– Renew mission, values and vision
– Redefine, question what the organisation is doing
– Reconnect with customers/market
– Forge new directions
 Outline for a Strategic Plan

• Business mission.
• Situation analysis.
• Internal environmental analysis includes a discussion of
the venture’s strengths and weaknesses.
• External environmental analysis includes a discussion of
the venture’s opportunities and threats
• (industry and competitive analysis) in the market-place.
• Goal formulation.
• Strategy formulation.
• Formulation of programmes to meet goals.
• Implementation.
• Feedback and control.
 Steps in strategic planning

Step 1 Evaluate your business

Step 2 Make choices

Step 3 Establish priorities

Step 4 Develop an action plan

Step 5 Implement the plan

 Business Ethics

• The very basis of business ethics refers to an

idea of how business fits into modern society
as a whole: a social philosophy of business.

• An effective code of ethics should integrate

into a broad philosophy of a company on
corporate services and responsibilities and is a
part of its mission statement.
 Thanks….

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EIBP 23