Course Outline SM I 2020-21 PDF

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MANAGEMENT DEVELOPMENT INSTITUTE Post Graduate Program in Management AY 2020-2021 STRATEGIC MANAGEMENT – I

Course Outline

Faculty: Dr. Shiv S Tripathi, Cabin #: C-9 Tel: 0124-4560578 E-mail: [email protected]

Introduction The business environment in which a company operates is like the concept of entropy in physics. The degree of randomness of the environment is always increasing which makes the life of top management both interesting and challenging. How to understand and operate successfully in such a complex environment highlights the need for strategy. Due to various reasons, the concept of strategy is often not well understood and infact is misused many times and which makes it imperative to know what strategy is and what it is not, and more so in the Indian context. This course aspires to understand the basic concepts of strategy, and business environment; and strategy formulation for long term success of an organization.

Course Objectives  Understanding the fundamental concepts of strategy.  Creating conceptual clarity and relating it with the practice of strategy.  Developing the skills and knowledge for strategy formulation.

Pedagogy The course methodology will involve interactive sessions, case discussions, industry interactions through guest speakers and project work. It puts specialize emphasizes on self learning through projects.

Evaluation Mid Term Examination – 20%;

Project – 20%;

End Term Examination – 30%;

Class Participation – 20 % Quizzes & Assignments – 10%

Suggested readings Journals Long Range Planning Strategic Direction

McKinsey Quarterly Harvard Business Review

Business Strategy Review

Strategy&

Session Plan Session

Topic

1.

Introduction & Overview of Strategy Formulation What is Strategy & Schools of Thought

2

Essential readings/activities    

3

Theory of Business

4

Performance



An exploration of ‘What is Strategy’ Course Overview Porter, Michael, E. (1996). “What is Strategy?” Harvard Business Review, 74(6), 61 – 78. Jacobides, M. G. (2019). In the Ecosystem Economy what is your Strategy?, Harvard Business Review, SeptOct, 128-137. Drucker, P. F. (1994). The theory of the business. Harvard Business Review, 72(5), 95-104.

9

 Class Exercise: Do you have the magic formula?  The best performing CEOs in the world in 2019, Harvard Business Review, Nov-Dec, 2019, 46-60 Strategic Intent (Vision &  Collins, J. C., & Porras, J. I. (1996). Building your Mission) company's vision. Harvard Business Review, 74(5), 6577.  Class Exercise : Developing vision statement  Porter, M. E. (2008). The five competitive forces that External Environment Analysis Industry Analysis shape strategy. Harvard Business Review, 86(1), 25-40.  Case: The rise and fall of Nokia  Prahalad, C. K., & Hamel, G. (1990). The core Internal Environment Analysis competence of the corporation. Harvard Business Evaluating Firm Strengths and Review, 70(3), 79 – 93. Weaknesses Value Chain Analysis and  Ghemawat, P., & Rivkin, J. W. (1998). Creating Competitive Advantage competitive advantage. Harvard Business School Press, Boston.  Case: Starbucks Strategy Formulation in Action Industry Speaker

10

Pre Mid Term Sum Up



11

Business Unit Strategies I Generic Strategic Alternatives Cost Leadership Business Unit Strategies II Differentiators – Becoming and Remaining Unique Business Unit Strategies III

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5

6 7 8

12 13

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Case: Kritikal Solutions: The Big Leap, Brahma, M & Tripathi, S.S. Class exercise Case: Air France – The load factor puzzle in the business class, Pandit, R, Sharma, K & Tripathi, S.S. Case : Zara - Fast Fashion

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Case : Ducati

14

Differentiators – Finding and Dominating a Niche Business Unit Strategies IV Dual Advantage Leadership

15

Blue Ocean Strategy

16

Recent Developments in Strategy Formulation

17-18 19-20

Strategy Formulation in Action Project Presentations & Term Sum Up

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Hill, C. W. (1988). Differentiation versus low cost or differentiation and low cost: a contingency framework. Academy of Management Review, 13(3), 401-412.  Case: Samsung Electronics  Kim, W. C., & Mauborgne, R. (2004). Blue ocean strategy. Harvard Business Review, 82(10), 76–84  Class exercise  Malnight, T.W., Buche, Ivy & Dhanaraj, C. (2019). Put purpose at the core of your strategy, Harvard Business Review, Sept-Oct, p70-79.  Case: Snapdeal and the Indian online retail opportunity Industry Speaker

MDI GUR GURGA GA GAON ON ASSURANCE OF LEARNIN LEARNING G CORE COURSE: SM I TERM III – 2020-21 The following LGs and LOs will be delivered through this course. 

Analytical and Integrative Thinking o

Be able to critically analyze defined business problem using widely used analytical techniques, models, or frameworks in order to integrate different aspects of business

AOL Measurement The assessment will be made in order to understand the student ability to appreciate the “Analytical and Integrative Thinking”, in the context of the course. There will be a continuous assessment of the student’s overall learning of the course objectives using multiple methods such as quizzes, examinations, projects, assignments, and case analysis and submissions, etc. The following learning objectives will be measured at two different points in time during the course. Assessment questions will be designed in order to test the specific learning objectives, which in turn ensure the delivery of the learning goal. Each learning objective will be measured with at least 10% weigtage of the course in two AOL instrument. In this course the students will be assessed on the following learning goal (s). The measurement will happen at learning objective level as stated above. 

Analytical and Integrative Thinking...