SBM-NMIMS: COURSE TEACHING PLAN -AY 2023-24

Assurance of Learning (AOL) Specific

Course
Code
Course
Strategic Management
Title

Mumbai Campus: Dr. Satish M.K, Dr. Bala Krishnamoorthy, Dr. Sayantan Khanra, Dr
Alaknanda Menon, Professor Subhashish Mazumdar, Professor Diwakar Kamath,
Professor Vikas Sarangdhar

Course
Instructors Bengaluru Campus: Dr. Neelima Watve

Hyderabad Campus: Dr Dileep Kumar Singh

Indore Campus: Dr. Niranjan Shastri

Navi Mumbai Campus: Prof. Ritu Srivastava

Credit
3 Credits
Value
Programme MBA core, Trim. III (2022-2023)
& Trimester
Pre- Fundamental Concepts of Industry and Competitive Landscape Analysis, a course offered
requisite in Trim. II

CLO1. To develop the capacity to think strategically about a company, its present
business position, its long-term direction, its resources and competitive capabilities, the
caliber of its strategy, and its opportunities for gaining sustainable competitive advantage
globally. (PLO1a)

CLO2. To build skills in conducting strategic analysis and evaluating strategic options in
Learning
Objectives a variety of industries and competitive situations and, especially, to provide a stronger
understanding of the competitive challenges of a global market environment. (PLO2b)

CLO3. To develop an ability to integrate different functional aspects, external and

internal scenarios, and new trends to bring about a sustainable organizational strategy in
different firms across industries. (PLO3c,)

The student should be able to

Learning
1. Develop an understanding of the factors contributing to the survival, growth, and
Outcomes
(Must be competitive advantage of the firm locally and globally.
connected 2. Develop specific skills in strategic choices made by companies and decision-making
to Learning capabilities.
Objectives)
3. Evaluate the role of leadership in managing the tradeoffs between short-term survival

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 and long-term success in the marketplace

Strategic Management provides a holistic perspective of the firm, cutting across different
spectrums of business and management. The locus of strategic management connects the
industry and competitive environment within which a firm operates, the resources,
capabilities, and competencies it possesses, and its prospects for obtaining sustainable
competitive advantage.
Course
Description The objective of the course is to explore basic concepts and tools of strategic analysis,
the role of strategic management in achieving superior business performance, and to drill
in the methods of crafting strategy. Participants in this course will experience how various
pieces of the business puzzle fit together and why the different parts of a business need to
be managed in strategic harmony for the organization to operate in a winning fashion.

Specific assessment AOL

3 Credits CLO 1 CLO 2 CLO 3
methods Instruments (*)

Case Analysis 15 5 10

Class Activities 10 5 5
Embedded
Quiz 20 10 5 5
questions
Evaluation Group Project 15 Rubric 1 5 5 5
Pattern
Embedded
Final Exam 40 15 10 15
questions
Total 100 35 35 30

*AOL Assessment Instruments:

 Embedded Questions: Case Analysis, Class Activities, Quiz,
Final Examination (case-based)
 Rubric: Group Project Presentation

Session Plans

Textbook pages / Details of pedagogy & Learning

Session Topics
Articles / Case Studies outcome

MODULE 1: INTRODUCTION TO STRATEGY

Discussion on
Pre-read:
 Strategic intent
 Article: Don't Confuse Strategy with Lofty
Introduction to Goals (HBP - H071O5)  Mission, vision, core values
1 Strategic  Textbook – pp. 10-17  Evolution of Strategic
Management Management

Asynchronous Learning Component LO: To understand the concepts of

 Article: Does Elon Musk Have a Strategy? strategic intent and classical strategic

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 (HBP - H075BN) management theories

Pre-read:
 Article: Global Value Chain
Reconfiguration and COVID-19:
Investigating the Case for More Resilient
Redistributed Models of Production (HBP
- CMR786)
Value chain  Textbook – pp. 90-96
2
analysis
Asynchronous Learning Component
 Article: Is Your Company Squandering
Digital Opportunities? (HBP - H0726J)
Discussion on
 Identifying the value chain
activities and understand how the
activities contribute to profit
margins
Class Activity 1:
 Students map the value chain
activities in companies from
different industries
LO: To understand how internal
resources and capabilities yield
organic growth when combined in a
value chain

MODULE 2: STRATEGY FORMULATION

Pre-read: Discussion on
 Case 1: Taj Hotels-Jewel in the crown?  Generic strategies
(HBP 7959)  Cost leadership
 Textbook – pp. 158-166  Differentiation
Business level  Focus
3 strategy – Asynchronous Learning Component
framework  Article: Strategy-Making in Turbulent LO: Understand the different strategic
Times (HBP - R2205C) positions organizations can adopt to
 Article: Why Does Your "New" Strategy gain and sustain competitive
Look Just Like Your Old One? (HBP - advantage
H07735)

Pre-read: Discussion on
 Case 2: GE-A new way forward (9-725-  Strategy clock
373)  Integration strategies
 Textbook – pp. 281-297  Intensive strategies
Corporate
level strategy  Diversification strategies
4
– Strategic
Asynchronous Learning Component  Defensive strategies
 Article: Does Your Strategy Have a Spine?  Ansoff Matrix
choices
(HBP - H07434)
 Article: Roadmapping: (Missed)
opportunities to overcome strategic LO: Understanding different types of
challenges (HBP - BH1127) strategic choices, including exit
strategies

Pre-read: Applications of
 Article: 6 Factors Driving Changes to  BCG matrix
Today's Corporate Strategies (HBP -  GE-McKinsey matrix
H071OB)  SPACE matrix
Corporate
 Textbook – pp. 310-321  Grand Strategy matrix
5 level strategy
– frameworks  QSPM matrix

Asynchronous Learning Component LO: To be able to evaluate and

 Article: Stop Tinkering with Your propose strategic directions to
Corporate Strategy (HBP - H071TP) organizations
 Article: Business continuity in the

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 COVID-19 emergency: A framework of
actions undertaken by world-leading
companies (HBP - BH1141)

Pre-read: Discussion on
 Case 3: Dell Technologies-Brining cloud  How value is created through
to the ground (5-522-017) mergers and acquisitions
 Textbook – pp. 329-339
LO: Importance of synergy in
Mergers and
6 inorganic growth
Acquisitions
Asynchronous Learning Component
 Article: Preparing Your Startup for the
Next M&A Wave (HBP - H077WH)
 Article: The Success of Your M&A Deal
Hinges on How You Announce It (HBP -
H06WMP)
Quiz 1

Pre-read: Discussion on
 Case 4: The powers that be: Google,  Vertical integration
Apple, Facebook, Amazon and Microsoft  How value is created through
(9-818-111) cooperation in strategic alliances
 Textbook – pp. 295-304  Strategic outsourcing
Strategic
7
alliances
Asynchronous Learning Component LO: Importance of complementarity in
 Article: When to Ally and When to strategic alliance
Acquire (HBP - R0407H)
 Article: Choose Your Enemies Well:
Mapping, Managing, and Leveraging
Rivalry (HBP - CMR778)

Pre-read: Discussion on
 Case 5: Royal Golden Eagle-Pursuing  Foreign market entry modes
cross borders expansion with bold  Responsiveness vs standardization
ambition (9-723-022)  CAGE framework
 Textbook – pp. 255-269  Emerging markets
Global
8 expansion
Asynchronous Learning Component LO: Analyzing opportunities and
strategies
 Article: Distance Still Matters: The Hard challenges for global expansion
Reality of Global Expansion (HBP -
R0108K)
 Article: Will Your Competitive Advantage
Work in Other Markets? (HBP - H073I5)

MODULE 3: CONTEMPORARY TRENDS

Pre-read: Discussion on
 Blue Ocean Strategy: How to Create  Creating Blue Oceans
Value Uncontested Market Space and Make the  Analytical Tools and Frameworks
innovation – Competition Irrelevant (HBP - 0021BC +  ERRC Grid
9 0022BC)
strategic
perspectives  Textbook – pp. 164-166 Class Activity 2:
 Student groups to apply ERRC
Grid in different industries
Asynchronous Learning Component

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  Blue Ocean Strategy: Align Value, Profit, LO: Creating value using blue ocean
and People Propositions (HBP - 0029BC) strategy and thinking out-of-the-box

Pre-read: Discussion on:

 Case 6: Northvolt-making the worlds  Trends in product and process
greenest battery( 9-722-004) innovations
 Textbook – pp. 96-100  Impact of COVID-19 pandemic
Product and on innovation
10 process  Green innovations
innovations Asynchronous Learning Component  Open innovation
 Article: Design thinking for innovation:
Considering distinctions, fit, and use in LO: Understanding principles and
firms (HBP - BH1079) patterns of disruptive innovation
 Article: Innovation for Impact (HBP -
R2006K)

Pre-read: Discussion on:

 Case 7: Cred Ex Fintech:Business Model  Types of business models
Transformation during digital era (5-420-  Business Model Canvas
Business 123)
11 model LO: Identify scopes for business
innovation Asynchronous Learning Component model innovation using business
 Article: When Losing Money Is Strategic - model canvas
and When It Isn't (HBP - SMR963)
 Article: How to Map Out Your Digital
Transformation (HBP - H0700M)

Pre-read: Discussion on:

 Decarbonization
 Case 8: Driving Decarbonization at BMW  Sustainable business
(123008-PDF-ENG)
 Article: A guide to achieving net zero LO: Understanding decarbonization
Integrating
12 emission, Harvard Business Review, Nov and integrating it in the business
Sustainability
2022 strategy

Asynchronous Learning Component

 David Young and Marine Gerard, Four
steps to sustainable business model
innovation

Pre-read: Discussion on
 Case 9: Urban Company (9-121-041)  Sharing economy
 Hub economy
13
Digital Asynchronous Learning Component  Platforms
economy  Article: Reclaiming the Gig Economy
(HBP - SMR834) LO: Managing digitalized business
 Article: How Legacy Businesses Can models
Compete in the Sharing Economy (HBP -
SMR813)

MODULE 4: STRATEGY IMPLEMENTATION

Pre-read: Discussion on
From Strategy  Article: How to Move from Strategy to  Organizational essentials for
14 Formulation to Execution (HBP - H0742V) successful strategy
Execution  Article: Managing the Strategy implementation
Development Process: Deliberate vs.  Deliberate, Emergent and
Emergent Strategy (HBP – 420084) Realized Strategies
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  Textbook – pp. 388-402
Asynchronous Learning Component
 Article: Note on Implementing Strategy
(HBP - 383015)
 Article: 4 Types of Business
Transformation (HBP - H073I7)
Pre-read:
 Article: Building a Balanced Scorecard
(HBP – 117109)
 Article: Strategy Maps (HBP - 1575BC)
Balanced Asynchronous Learning Component
15 Scorecard &  Article: Causal Mapping for Strategy
Strategy Maps Execution: Pitfalls and Applications (HBP
- CMR775)
 Article: How to Conduct a Great
Performance Review (HBP - H074CY)
LO: Understand the need of having
functional and administrative fits for
successful strategy implementation
Discussion on
 Understanding the different
dimensions of the balanced
scorecard. Drawing strategy maps
and its relevance
LO: Understand the need of a holistic
evaluation mechanism and create a
Balanced Scorecard and Strategy
Maps

Pre-read:
 Case 10: Careem: Base Camp or Mountain
Peak? Designing an OS for Scaling (HBP
819049-PDF-ENG)
 Article: Using the Levers of Control to
Implement Strategy (HBP - 117115)
Control  Textbook – pp. 405-409
16
systems
Asynchronous Learning Component
 Article: Using Information for
Performance Measurement and Control
(HBP - 117103)
 Article: Managing Strategic Risk (HBP –
117114)
Discussion on
 Belief and Boundary Systems
 Factors affecting design and
choice of these systems
LO: Understanding how various parts
of business processes are measured to
ensure the right kind of control
necessary to implement the strategy of
the business

Quiz 2

Pre-read: Discussion on
 Case 11: Woven Planet-Designing  The importance of strategy-
Software for the car of future (9-623-064) structure-performance linkage
 Article: Enduring Ideas: The 7-S
Matching Framework (McKinsey Quarterly) LO: Understand why organizations
organization need to worry about alignment
17
structure with Recommended reading:
strategy  Article: Create KPIs That Reflect Your
Strategic Priorities (HBP - H05E5R)
 Article: Does Your Company's Culture
Reinforce Its Strategy and Purpose? (HBP
- H072WC)

Pre-read: Discussion on
Kotter (2007) Leading change: Why  Class discussion on how strategy
Strategic
Transformatio implementation unleashes a
18 transformation efforts fail, Harvard Business
n and transformational journey and the
challenges Review, John P Kotter, reasons for success of the
implementation
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  Textbook – pp. 413-419
LO: Understand the nuances of a
Asynchronous Learning Component success/ failure of implementation of
 Article: The Execution Trap (HBP - strategy for transformation
R1007D)
 Article: 4 Common Reasons Strategies
Fail (HBP - H0748K)

Group LO: To be able to effectively apply the

19 - 20
presentations concepts of this course

Text Book:
Reading List
and References Hill, C.W.L., Schilling, M.A., & Jones, G.R. (2017). Strategic Management: An Integrated
Approach: Theory & Cases, 12E. Cengage.
(Along with Reference books:
details of year of
Publication) 1. David, F. R. & David, F. R., (2019). Strategic management: concepts: A competitive
advantage approach. 16E. Pearson.
2. Thompson, A., Peteraf, M., Gamble, J., Strickland III, A. J., & Joseph, T. (2020).
Crafting & Executing Strategy 21/e: The Quest for Competitive Advantage: Concepts
and Cases. McGraw-Hill Education.
3. Hitt, M. A., Ireland, R. D., Hoskisson, R. E., & Manikutty, S. (2016). Strategic
Management A South Asian Perspective. Cengage
4. Rothaermel, F. T. (2017). Strategic Management. New York, NY: McGraw-Hill.

Each group is assigned with a start-up, for which the group will present the following:

Group project 1. Company profile: inception to present status

2. Business Model Canvas at present
(15 marks)
3. Future growth opportunities
 Number of slides: Maximum 10
 Timeslot: 10 minutes for presentation + 5 minutes for Questions and Answers
 Evaluation criteria: refer to Rubric 3

Prepared by Faculty Team Area & Program chairperson

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Faculty Chair AOL Approved by Dean SBM

Approved by Associate Deans

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 Guidelines for Case Analysis (15 marks)

In a session where a case is listed as a pre-read, each student must come prepared to discuss the case.
However, only Group no. N will be invited to present an analysis of the Nth case. For instance, Group
no. 1 will present the analysis of Case 1: AutoNiche Inc.: Facing Up To Disruption. The presenting
group must submit the PPT to be used in their presentation by 11.59 PM of the previous day of which
the concerned session is to be held. The case analyses will be evaluated, as follows:

Rubric: Case Analysis

Marks Exemplary (5) Excellent (4) Good (3) Satisfactory (2) Unsatisfactory
(1)
Criteria
Extraordinary Additional Sufficient Barely met the Incomplete
Conceptual clarity research with data information information requirements of information
(CLO1) from trusted from trusted presented from the case about the case
sources sources relevant the case
to the case
Data backed Advanced Basic Incomplete Incorrect
Strategic analysis insights and application of application of analysis analysis
(CLO 2) causal linkages tool(s) for tool(s) for
strategic strategic
analysis analysis
Solution with Solution with Solution with Solution with Misdirected
Strategic options
projected rigorous strong weak solution
(CLO 2)
outcome(s) research supporting supporting
argument argument

Guidelines for Class Activities (10 marks)

Session 2 and Session 9 include class activities where each group must participate. Each group must
submit a PPT summarizing their findings from a class activity by the EoD on which the concerned
session is held. The class activities will be evaluated, as follows:

Rubric: Class Activity

Marks Exemplary (5) Excellent (4) Good (3) Satisfactory Unsatisfactory

(2) (1)
Criteria
Activity 1 Data backed Extraordinary Sufficient Barely met the Incomplete
(Value chain insights and research with information requirements information
activities) causal data from about the of the activity about the
(CLO 2) linkages trusted sources company company

Activity 2 Additional Structured Application of Incomplete Incorrect

(ERRC Grid) insights about interpretation the grid with analysis analysis
(CLO 3) non-intuitive of the findings intuitive
factors from applying factors
the grid

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 Rubric: For Group Projects (15 marks)

The presenting groups must submit the PPTs to be used in their presentations by 11.59 PM of the
previous day of which their presentation is to be held. The projects will be evaluated, as follows:

Marks Exemplary (5) Excellent (4) Good (3) Satisfactory Unsatisfactory

(2) (1)
Criteria
Company Extraordinary Additional Sufficient Barely met the Incomplete
profile research with information information requirements information
[CLO1] data from from trusted about the of the project about the
trusted sources sources Conglomerate Conglomerate
relevant to the
Conglomerate

Business Additional Structured Application of Incomplete Incorrect

Model Canvas insights about interpretation a strategic tool analysis analysis
[CLO2] non-intuitive of the findings with intuitive
factors from applying factors
a strategic tool

Future growth Additional Structured Application of Incomplete Incorrect

opportunities insights about interpretation a strategic tool analysis analysis
[CLO3] non-intuitive of the findings with intuitive
factors from applying factors
a strategic tool

Instruction for Use of Intellectual Property of NMIMS SBM (By Order, NMIMS SBM)
Course Outlines are strictly for private and restricted circulation among the concerned Faculty
Members and the Students of this Programme. They are permitted to use the contents for study and
research purpose only. No part of this Course outline can be copied, reproduced, shared and/or
circulated in any manner, through any mode, for any purpose and under any circumstances whatsoever;
which is contrary to the stated restricted uses and purposes. The person responsible for violating this
Instruction shall be liable for appropriate disciplinary action initiated by SBM.
Disclaimer
While care has been taken in compiling this Course outline, The School of Business Management of
SVKM’s NMIMS University shall not be held liable in any manner to any person for any mistake and /
or omission in the contents of the Course outline.

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