SM Syllabus
M Com / Sem IV / Jan 2024
STRATEGIC MANAGEMENT
100 Marks / 60 Hrs.
Objectives: The objective of the course is to develop the knowledge about strategy making process that is informed, integrative and responsive to rapid changes in organization environment and also about tasks implementing in a global market.
Course Outcomes: The successful completion of this course shall enable the student:
CO1: To describe the role of Strategic Management
CO2: To understand various levels at which Strategy exist namely Corporate, Business and Functional level
CO3: To help students learn strategic management models
CO4: To analyze how organizations make decisions in response to rapid changes that occur due to environmental changes.
CO5: To analyze how firms make entry into global markets and implement and evaluate strategy at an International level.
Contents:
Unit I-Introduction: Role and concept of strategy; Strategic management process; Approaches to strategic decision making; Components of business policy; Strategic role of board of directors & top management. Strategic intent
Unit II-Environmental Analysis: Analysis of broad environment: Environmental profile; Constructing scenarios; Environmental scanning techniques- ETOP, PEST and SWOT (TOWS) Matrix; Michael Porter‘s Diamond framework; Analysis of operating environment – Michael Porters model of industry analysis; Strategic group analysis; Analysis of internal environment– Resource audit; Resource Based View (RBV); Core and distinctive competencies; Sustainable competitive advantage and transient competitive advantage.
Unit III-Strategic Choices: Strategic options at corporate level: Growth, stability and retrenchment strategies; Corporate restructuring; Strategic options at business level- Michael porters‘ competitive strategies and cooperative strategies. Evaluation of strategic alternatives – Product portfolio models (BCG matrix, GE Matrix, etc.)
Unit IV-Situation Specific Strategies: Strategies for situation like competing in emerging industries, maturing and declining industries, fragmented industries, hyper –competitive industries and turbulent industries; Strategies for industry leaders, runner -up firms and weak businesses.
Unit V-Strategic Issues and Alternatives in Globally Competitive Markets: Why & how firms internationalize; International entry options; Outsourcing strategies; Strategy implementation and control: Interdependence of formulation and implementation of strategy; Issues in strategy implementation Planning and allocating resources; Organization structure and design; Budgets and support system commitment; culture and leadership. Strategy evaluation and control.