Study Scheme 2018

(Updated in 2023)

S6 - STRATEGIC MANAGEMENT STRATEGIC LEVEL-2

INTRODUCTION  Realize the role of change management in the

This course of Strategic Management has been designed in context of strategy implementation;
a lively and user-friendly manner and presents a rich and  Learn strategic planning, management accounting
comprehensive examination of strategic management and business strategy;
concepts and tools.  Recommend appropriate control measures
 Comprehend the game theory;
OBJECTIVE  Learn the art of using the value chain in competitive
This text enables the students to identifying and resolves advantage;
the key issues related to strategic management.  Differentiate between organic and in-house
innovation;
LEARNING OUTCOMES  Distinguish between divestment and rationalization;
Upon completion of this course, students will be able to:  Apply decision techniques;
 Understand the nature and scope of Strategic  Differentiate between re-engineering and
Management innovation;
 Learn the planned strategies, levels of strategy  Understand the ways of identifying, measuring and
and transaction cost approach; assessing the types of risk facing by an organization,
 Understand and differentiate among mission, goals including the organization's ability to bear such
and strategy; risks;
 Realize the role and responsibilities of directors in  Evaluate risk management strategies and the
the strategy development process; essential features of internal control systems for
 Evaluate the impact and influence of the external identifying, assessing and managing risks;
environment on an organization and its strategy;  Comprehend credit/counterparty risk, market risk,
 Comprehend the concept of organizational change operational risk, transaction risk, interest rate and
and recommend techniques to manage resistance to other risks;
change;
INDICATIVE GRID
PART SYLLABUS CONTENT AREA WEIGHTAGE
STRATEGIC MANAGEMENT AND COMPETITIVE ENVIRONMENT
1. Nature and Scope of Strategic Management
A 15%
2. Strategy: Introduction, Levels and Concepts
3. General and Competitive environment
INTERACTING WITH THE COMPETITIVE ENVIRONMENT
B 4. Business strategy and strategy development 15%
5. Stakeholders and corporate objectives
STRATEGY DEVELOPMENT AND STRATEGIC OPTIONS
6. Strategic decision making
7. Resource audit
8. Generic strategies
C 40%
9. Directions and methods of growth
10. Strategic marketing
11. Issues in strategic management
12. Externally Oriented Cost Management Techniques
CHANGE MANAGEMENT
D 13. Organizational change 10%
14. Implementing change
STRATEGY AND TECHNOLOGY
E 15. Big Data 10%
16. Block Chain Technology
RISK MANAGEMENT
F 10%
17. Risk Management
TOTAL 100%
Note: The weightage shown against each section indicates, study time required for the topics in that section. This weightage
does not necessarily specify the number of marks to be allocated to that section in the examination.
DETAILED CONTENTS
PART - A  Planned strategies: the rational model
STRATEGIC MANAGEMENT AND COMPETITIVE  Crafting emergent strategies
ENVIRONMENT  Other approaches to strategy
 Strategy and structure
1. Nature and Scope of Strategic Management  Levels of strategy
 What is Strategic Management? a) Corporate Level Strategies
 The Characteristics of Strategic Decisions b) Business Level Strategies
 Strategic management Stages c) Functional Level Strategies
 Benefits of Strategic management  Concepts in established and emergent thinking in
2. Strategy: Introduction, Levels and Concepts strategic management
 What is strategy-background  The transaction cost approach
 Definition of Mission,

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(Updated in 2023)

 Mission VS Vision,
 Components of Mission statement, 7. Resource audit
 Character/benefits of Mission statement Goals,  The position audit
aims and objectives  Resources and limiting factors
 Implementation  Converting resources: the value chain
3. General and Competitive environment  The supply chain
 Relating the organization to its environment  Outputs: the product portfolio
 The political and legal environment  New products and innovation
 The economic environment  Benchmarking
 The social and cultural environment
 The technological environment 8. Generic strategies
 Stakeholder goals and objectives  Factors affecting strategic options
 The competitive advantage of a nation's  Generic competitive strategic
industries: Porter's diamond model  Using the value chain in competitive strategy
 Competitor analysis  Pricing and competition
 Accounting for competitors
 Sources, availability and quality of a data for 9. Directions and methods of growth
environmental analysis  Product-market strategy: direction of growth
 Information for planning and control  Methods of growth
 Environmental information and analysis  Organic growth and in-house innovation
 The competitive environment: The Five Forces  Mergers and acquisitions
by M.E Porter  Joint ventures and strategic alliances
 Competitive strategies  Divestment and rationalization
 Corporate appraisal (SWOT Analysis)  Public and non-for-profit sectors
 Strategic Position and Action Evolution (SPACE)
Matrix 10. Strategic marketing
 Boston Consulting Group (BCG) Matrix  Marketing
 Internal – external (IE) Matrix  Service Marketing
 Grand Strategy Matrix  Marketing: products, customers and
 Quantitative Strategic Planning Matrix (QSPM) segmentation
 Customer relationship marketing and loyalty
PART – B  Reviewing the customer portfolio
INTERACTING WITH THE COMPETITIVE  Databases and marketing
ENVIRONMENT  E-marketing

4. Business strategy and strategy development 11. Issues in strategic management

 Strategic planning  Managing projects
 Strategic planning: the rational model  Lean systems
 Less formal strategic planning  Re-engineering and innovation
 Strategy lenses  Organisation structure
 Environmental complexity and organizations
 Resource-based strategy 12. Externally Oriented Cost Management
 Management accounting and business strategy Techniques
 Director's strategic roles and responsibilities  The Value Chain
o What is value chain analysis
5. Stakeholders and corporate objectives o Concept of primary and secondary value
 Business goals, objectives and Strategy chain
 The short term and long term o Role of management accountants in value
 Stakeholder management chain for optimization of profit.
 Business ethics  Supply Chain Management -only theory
 Corporate social responsibility and sustainability  Outsourcing
o Environment Social and Governance (ESG), o Concept of outsourcing and its application in
Sustainability and Integrated reporting short term decisions.
o IFAC Sustainability framework 2.0(Business  Partnering, incentives and gain-sharing
strategy perspective, operational arrangements- only theory
perspective and reporting perspective).
o The International Integrated Reporting PART – D
Framework CHANGE MANAGEMENT
 Not-for-profit organizations
13. Organizational change
PART - C  Introduction to change management
STRATEGY DEVELOPMENT AND STRATEGIC OPTIONS  Triggers for organsational change
 Stage models of change
6. Strategic decision making  Other models of managing change
 Relating the organization to its environment  Force field analysis
 Environmental information and analysis  Managing resistance to change
 Gap analysis
 Forecasting 14. Implementing change
 Scenario planning  Types of change
 Foresight  The context of change
 Game theory  Culture and change
 Strategic intelligence  Styles of change management

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 Why change succeeds or fails 15. Block Chain Technology:

 Change and the individual  Concept of Block, Block time, Hard Forks,
 Leading change decentralization, openness and Permissionless.
 Group formation and its impact on change  Permissioned (private) blockchain
 Business ethics and change management  Disadvantages of private blockchain
 Change in practice  Block chain analysis and its uses
 Change management and strategy  Types of block chains i.e., public, private and
implementation hybrid block chains
PART – E  Blockchain and internal audit
STRATEGY AND TECHNOLOGY
PART - F
14. Big Data RISK MANAGEMENT
 What is big Data?
 Characteristics of Big data (3Vs) 16. Risk Management
 How to make use of Big Data  Introduction to risk
 Value of Big Data in creating transparency,  Methods of measuring, assessing and controlling
market segmentation and customization, risks
decision making and in new products and  Evaluation of risk management strategies,
services assessing and managing risks
 Big Data and customers  Risk Management Control and Evaluation
 Limitations of Big Data  Management of Financial Risks
 Application of Big Data and digitization in  Credit/Counterparty risk, Market risk,
knowledge-based organizations Operational risk, Transaction risk, interest rate
 Link of digitization and business value and other risks
 The value of digitization to businesses  Case Study and Risk Management System of a
 Digitization and “the internet of things” Limited Company/Corporation

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