Indian Institute of Management, Kashipur

Post Graduate Program in Management

Strategic Management
Term III, 2020-2021
Credit: 1

I) Instructor Details
S. Name Sections Room Email id Mobile
No No
1 Prof Vivek Pre C2/4 vivek.kumar@iimkashipur.ac.in 8235685394
Kumar midterm for
2 sections
2 Prof Safal Post C2/7 safal.batra@iimkashipur.ac.in 6396234735
Batra midterm for
2 sections
3 Prof Shobha 2 sections C2/8 shobha.tewari@iimkashipur.ac.in 9538131316
Tewari full course

II) Course Description

The Strategic Management course is designed to introduce students to the key concepts and
frameworks of environmental and competitive analysis, theory and practice of strategy
formulation and execution and the contemporary issues in strategic management. The course
follows a case study approach where students analyze the real-life situations faced by
organizations, evaluate the strategic posture of the firm, critically examine the strategic
initiatives and provide alternative solutions using principles of strategic management.

III) Prerequisites
No prerequisites

IV) Course Learning Objectives

At the end of this course, the student will:

1. Understand the fundamental concepts in strategic management. (CC1) [PLO 1B]

2. Understand the outplay of competitive dynamics in organizations (CC2) (PLO1B)
3. Understand how strategic decisions are made in real world (CC3) (PLO1B)
4. Understand the processes involved in crafting and executing strategies (CC4) (PLO1B)
5. Understand the nuances of strategy content (CC5) (PLO1B)
6. Understand how different functional areas interact with each other. (CC6) (PLO1B)
7. Apply the concepts learned in class on real life companies. (CC7) [PLO 2B]

V) Required Textbook and other material

Understanding Strategic Management by Anthony E Henry, Oxford, latest edition

Additional material will be distributed by instructors as per reading list

VI) Grading criteria

As per MBA manual

VII) Course activities to meet Objectives

The course will be primarily taught though a combination of class discussions, group
assignments, case analysis, and presentations.

Session wise Plan

Module Session Session Details Learning Objectives

1 What is Strategy and Why it is Understand the fundamental
Important? concepts in strategic
Reading: Chapter 1 of text book management. (CC1) [PLO 1B]
Reading: What is Strategy?
Michael Porter
2-3 External Environment Analysis Understand the fundamental
I) Introduction
Reading: Chapter 2 and 3 of concepts in strategic
and Industry
textbook management. (CC1) [PLO 1B]
Analysis
Reading: The Five Competitive
Forces That Shape Strategy
Michael E. Porter
Case: Pfizer and the Challenges
of the Pharmaceutical Industry
 (A) by Renate Kratochvil, Phillip
C. Nell
4-5 Internal Firm Analysis Understand the fundamental
Reading: Chapter 4 and 5 of concepts in strategic
textbook management. (CC1) [PLO 1B]
II)Resource Reading: Competing On
based view of Resources David J. Collis;
the firm Cynthia A. Montgomery
Case : Netflix in India: The Way
Ahead by Tripti Ghosh Sharma,
Suraj S, Mitali Srivastava, Tarun
Chandoke, Prachi Prakash
6 Competitive Rivalry: Game Understand the outplay of
Theory competitive dynamics in
Reading: Short Note on Game organizations (CC2) (PLO1B)
III) Theory by Eric Van Den Steen,
Competitive Dennis Yao
Dynamics Reading: Game Theory and
Business Strategy by Felix
Oberholzer-Gee,Dennis Yao
7 -8 Strategies in Network and Understand the outplay of
Platform Industries competitive dynamics in
Reading: Strategies For Two- organizations (CC2) (PLO1B)
Sided Markets Thomas R.
Eisenmann; Geoffrey Parker;
Marshall W. Van Alstyne
IV)Platform
Reading: Pipelines, Platforms,
Strategies
And The New Rules Of Strategy
Marshall W. Van Alstyne;
Geoffrey Parker; Sangeet Paul
Choudary
Case: Delhivery: Leveraging the
Platform by
R. Srinivasan, Sreecharan
Rachakonda, Raj Kovid KR
9 Guest Lecture – Contemporary Understand how strategic
V) issues in Strategic Management decisions are made in real
Contemporary world (CC3) (PLO1B)
issues in
Strategic 10 Guest Lecture – Strategizing in Understand how strategic
Management VUCA World decisions are made in real
world (CC3) (PLO1B)

11 SBU Level Strategies – Generic Understand the nuances of

Strategies, First Movers strategy content (CC5)
Advantage (PLO1B)
 Reading: Chapter 7 of the text-
book
Case: Apple (in 2013): How to
Sustain a Competitive
Advantage? by Frank T.
Rothaermel
12-13 Beyond Competitive Strategy: Understand the nuances of
Blue Ocean Strategy strategy content (CC5)
Reading: Blue Ocean Strategy (PLO1B)
VI)Strategy by W. Chan Kim and Renée
Formulation Mauborgne
Case: AyurVAID: Grandma's
Remedies or Blue Ocean
Strategy by Samta Jain, Sunanda
Easwaran, Murray J. Bryant
14 Diversification Understand the nuances of
Reading: Chapter 8 of text-book strategy content (CC5)
Reading: To Diversify or Not To (PLO1B)
Diversify by Constantinos C.
Markides
Case: Freej
15 Internationalization Understand the nuances of
Reading: Chapter 9 of text-book strategy content (CC5)
Reading: Managing (PLO1B)
Differences: The Central
Challenge of Global Strategy By
Pankaj Ghemawat
Case : House of Tata: Acquiring
a Global Footprint by Tarun
Khanna, Krishna G. Palepu,
Richard J. Bullock
16 Strategic Management Process Understand the processes
Reading: Building your involved in crafting and
company’s Vision by James C. executing strategies (CC4)
Collins and Jerry I. Porras (PLO1B)
Case: The Moral Compass:
Values-based Leadership at
Infosys by Manfred F.R. Kets de
VII) Issues in Vries, Anupam Agrawal,
Strategy Elizabeth Florent-Treacy
Execution 17 Strategy Execution Understand how different
Reading: Why Strategy functional areas interact with
Execution Unravels--and What each other. (CC6) (PLO1B)
to Do About It by Donald Sull,
Rebecca Homkes, and Charles
Sull
 Reading: Having Trouble with
Your Strategy? Then Map It by
Robert S. Kaplan, David P.
Norton
Case: Organizing for
Performance: Four Vignettes by
Robert L. Simons
18 Strategic Leadership Understand how different
Reading: Chapter 11 of text- functional areas interact with
book each other. (CC6) (PLO1B)
Reading: The Best Strategic
Leaders Balance Agility and
Consistency by John Coleman
19 Project Presentations Apply the concepts learned in
class on real life companies.
VIII)Group (CC7) [PLO2B]
Projects
20 Project Presentations Apply the concepts learned in
class on real life companies.
(CC7) [PLO 2B]

Evaluation Components

S. No Component Weightage Duration of Nature of Exam

Exam (Open
Book/Closed
Book)
1 Mid-Term Exam 30% 3 hrs Open Book
2 End-Term Exam 30% 3 hrs Open Book
3 Class Participation 10% --
3 Group Project 30% -- Presentation in
class plus
submission of
project report
max. 15 pages,
12 font (Times
Roman), double
spaced

Mid Term/End Term Exam

Could comprise of case study analysis, multiple choice questions, questions covering concepts
taught in Strategic Management course. The students will be informed of the format before the
respective exam.

Class Participation

The class discussion will involve the readings assigned for the class, which may include book
chapters, articles, and cases. The student is expected to complete all the assigned readings before
the class and to actively participate in these discussions. During the case discussion, the student
must be prepared to share his/her analysis when called upon. S/he must move the discussion
forward; simply paraphrasing others’ analysis would earn negative points.

Group Project

Students will form groups of 6-7 members and will be required to analyze the competitive
strategy of an Indian Firm listed in either Bombay or National Stock Exchange (i.e.,
BSE/NSE).The purpose of the project is to provide an opportunity to students to apply the
principles and frameworks that have been taught in the Strategic Management Course to the real-
world scenario. The student is expected to identify the industry in which the firm operates,
conduct an external environmental analysis and assess how the firm is placed with respect to its
competition, the resources and capabilities that enable it to compete and recommendation on how
it could sustain or better its performance. The project will comprise of 3 parts:

1. Analysis of the Industry

2. Analysis of the Firm
3. Recommendations for growth
No more than 2 teams could choose companies from the same industry. The companies covered
in class as case studies could not be selected for the project. In case the firm is into more than
one business, the segment contributing the maximum to the revenues of the firm would be
considered as the main business of the firm. Each member must present an equitable share of the
overall team presentation. Instructor will let you know beforehand the time allowed for your
presentation.

The students should form group within 2 weeks after first class and inform their respective
instructors of their group members and chosen firm. The allotment of the firm will be on first
come first serve basis and in case your firm/industry has already been taken; you will be required
to choose another firm/industry. The students will submit their reports after class presentation.
The evaluation will be done based on both class presentation and submitted report.

The indicative grade rubric for direction on group term project is as below:
 Performance Basic Developing Proficient Accomplishe Exemplary
Criteria d
(1 pt) (2 pts) (3 pts) (5 pts)
(4 pts)

Focus on Adequate Adequate Adequate Substantial Displays out

three sections: analysis of analysis of focus on all contribution of the box
Industry just one two sections three sections beyond mere thinking
analysis, firm section analysis
analysis and
recommendati
on (45%)

Presentation Poor in both Poor in either Average Good Exemplary

and communicati communicati communicati communicati communicati
Communicati on and on or on and on and on and
on presentation presentation presentation presentation presentation
Effectiveness skills skills skills skills skills
(25%)

Report Use of Lacking Meets all Writes Writes

Quality designated clarity in format, style, effectively effectively
format or writing or grammar, equivalent of equivalent of
(APA Format) standard unorganized punctuation, college level publishable
(30%) format and reference quality
requirements

VIII) Course Policies

General Academic Misconduct Policy of IIM Kashipur:

IIM Kashipur is strongly committed to a policy of honesty in academic affairs. Students are
expected to do their own academic work. Students are awarded degrees in recognition of
successful completion of academic coursework in their chosen fields of study. Each student,
therefore, is expected to earn his or her degree on the basis of individual personal effort.
Consequently, any form of cheating or plagiarism constitutes unacceptable academic dishonesty.
Such academic misconduct will not be tolerated at IIM Kashipur, and thus will be penalized
according to the seriousness of the infraction, in conformity with the standards, rules, and
procedures of the Institute. Accordingly, students are well advised to keep in mind that
suspension and expulsion from the Institute are among the sanctions that may be imposed for
violations of the

Academic Misconduct Policy.

Definitions:

 Plagiarism, as defined by the Little, Brown Essential Handbook for Writers, 4th edition,
is “the presentation of someone else’s ideas or words as your own. Whether deliberate or
accidental, plagiarism is a serious and often punishable offense” (Aaron, 2001).
 Deliberate plagiarism is “copying a sentence from a source and passing it off as your
own and, summarizing someone else’s ideas without acknowledging your debt, or buying
a term paper and handing it in as your own” (Aaron, 2001).
 Accidental plagiarism is “forgetting to place quotation marks around other writer’s
words, omitting a source citation because you’re not aware of the need for it, or
carelessly copying a source when you mean to paraphrase” (Aaron, 2001).

GUIDELINES:
The United States Naval Academy’s statement on academic plagiarism (USNA, 2004) provides
the following guidelines that will be implemented verbatim at IIM Kashipur.
1. “Give credit where credit is due. Inevitably, you will use other people’s discoveries and
concepts. Build on them creatively. But do not compromise your honor by failing to
acknowledge clearly where your work ends and that of someone else begins. (USNA,
2004).
2. “Provide proper citation for everything taken from others. Such material includes
interpretations, ideas, wording, insights, factual discoveries, charts, tables, and
appendices that are not your own. Citations must guide the reader clearly and explicitly to
the sources used, whether published, unpublished, or electronic. Cite a source each time
you borrow from it. A single citation, concluding or followed by extended borrowing, is
inadequate and misleading. Indicate all use of another’s words, even if they constitute
only part of a sentence, with quotation marks and specific citation. Citations may be
footnotes, endnotes, or parenthetical references. (USNA, 2004).
 3. Recognize the work of others even if you are not borrowing their words. Theories,
interpretations, assessments, and judgments are all intellectual contributions made by
others and must be attributed to them. (USNA, 2004).
4. Paraphrase properly. Paraphrasing is a vehicle for conveying or explaining a source’s
ideas and requires a citation to the original source. A paraphrase captures the source’s
meaning and tone in your own words and sentence structure. In a paraphrase, the words
are yours, but the ideas are not. It should not be used to create the impression of
originality. (USNA, 2004).
5. Cite sources in all work submitted for credit. Your instructor may also require you to
identify the contributions of others in drafts you submit only for review. Ask your
instructor for his or her citation requirements and any discipline-specific attribution
practices. (USNA, 2004).
6. Be cautious when using web-based sources, including Internet sites and electronic
journals. There is a common misperception that information found on the Internet does
not need to be cited. Web-based information, even if anonymous, must be appropriately
cited. Do not cut and paste or otherwise take material from websites without proper
citation. (USNA, 2004).
7. Provide a citation when in doubt. Always err on the side of caution. (USNA, 2004).
8. Papers will be routinely submitted to www.turnitin.com for review.

Cheating by Plagiarism:
Plagiarism is a form of academic misconduct. IIM Kashipur views plagiarism as the
representation of another’s work, words, or ideas, statement of facts not generally known as
one’s own without use of an academically recognized method of citation. Work submitted at IIM
Kashipur must be the original work of the student. Original work may include the words and
ideas of others, but the source of these words and ideas must be indicated in a manner consistent
with an academically recognized form, style, and citation manual. Plagiarism subjects the student
to penalties pursuant to the Academic Misconduct Policy. Any student helping a student
plagiarize is considered as guilty as the student assisted.

Plagiarism involves using the words, information, insights, or ideas of another without crediting
that person through proper citation. Proper documentation is required for all source material as
discussed in the individual course policy statement which will be provided and explained by each
instructor during the first session of each course. It is your responsibility to know the rules for
proper citation – claiming ignorance of the proper citation rules is not an excuse for cheating.
One can avoid plagiarism by fully and openly crediting all sources used.

In the absence of guidance from the instructor, reference “APA Style Manual” (standards and
rules to be followed when referencing source material).
Cheating on Examinations and Assignments:
Academic misconduct consists of cheating of any kind with respect to examinations and
assignments as well as the unauthorized possession and/or use of exams, papers, and materials.
Cheating is defined and characterized by copying answers to examinations, quizzes,
presentations, and projects from a source not approved by the professor. This includes but not
limited to “crib” notes and “cheat” sheets, cellphones, PDA’s, I-Pods, and of course, collusion
with your fellow student (neighbor). In addition, the use of test banks, computers, answer keys,
stolen exams, and instructor’s manuals are expressly forbidden. (USNA, 2004).

Cheating subjects the student to penalties pursuant to the Academic Misconduct Policy. Cheating
includes, but is not limited to, the following:
 The unauthorized submission of work previously presented in another course.
 Having someone else write a paper for the student, purchasing a paper from someone or
through the Internet.
 Participating in an arrangement whereby work, classroom activity, or an examination is
done by another person.
 Unauthorized collaboration on assignments or work to be presented.
 Arranging to have others take examinations or to do assignments.
 Obtaining examinations prior to administration.
 Communicating or exchanging test information with other students during an exam or
quiz.
 The manipulating of recorded grades or other class records in a grade book or on a
computer system or the falsifying of such information.
 Bribery.

Cheating in IIM Kashipur will not be tolerated.

Discipline for Academic Misconduct:

The professor/instructor has the authority to determine whether plagiarism or cheating has
occurred. She or he will take the appropriate action depending upon the nature of the infraction.

Expulsion: Deliberate plagiarism is unethical and dishonorable! In cases of deliberate

plagiarism and cheating, the student is subject to immediate dismissal from the program. In
these cases, due process is afforded through the appeals process.

Failing Grade: Accidental plagiarism, or sloppy scholarship, is academically unacceptable. In

cases of accidental plagiarism, the professor/instructor has the authority to issue a failing grade
for the assignment or the course depending upon the severity of the infraction. In these cases, the
decision of the faculty member is final.
Disruption to Academic Process:

Disruption of the classroom or the teaching environment is unacceptable at IIM Kashipur and is
considered a form of punishable academic misconduct. This includes email or any other form of
communication. Disruption of the academic process includes act(s) or word(s) by a student in a
classroom or teaching environment that in the estimation of a faculty member deflects attention
from the academic matters at hand. Examples of such disruption encompass: noisy distractions;
persistent, disrespectful, and/or abusive interruptions; improper language, dress, and/or behavior;
and actions that present a danger to the health, safety, and/or well-being of a faculty member,
student, staff member, or guest. Disruption also includes tampering with, defacing, or stealing
library or online materials. Punishment for such disruption can range from a verbal reprimand by
the faculty member, to dismissal of the student from class with a grade of “F,” to suspension or
expulsion from the school.

References:

Aaron, J. (2001). The Little, Brown Compact Handbook. (4th ed.) Needham Heights, MA:
Pearson/Longman.
USNA, (2004). United States Naval Academy 9USNA) Statement on Academic Plagiarism. May
4, 2004 Faculty Senate Meeting. Retrieved on February 21, 2008 from:
http://www.usna.edu/Library/Plagiarism/Plagiarism.html
Mujtaba, B G. (2015), Nova Southeastern University, H. Wayne Huizenga School of Business
and Entrepreneurship, Course Outline on HRM4300 - Managing Workforce Diversity, accessed
through AACSB database and this course outline is broadly modeled after this with necessary
adaptations incorporated

IX. MEETING DATES AND LOCATION

When classes will be conducted in campus: During 1-hour period immediately after the class or
by appointment

When classes will be conducted online: Using Google classroom / phone call / email for
clarification of doubts at mutually agreed time/as per convenience.