LECTURE PLAN GLOBAL COMPETITIVENESS AND STRATEGIC ALLIANCES

MS-244

COURSE OUTLINE GLOBAL COMPETITIVENESS AND STRATEGIC ALLIANCES MS-244 MBA IV

COURSE OBJECTIVES: To develop an understanding of the Strategic Management process in a dynamic and competitive global environment. INTERNAL ASSESSMENT AND ASSIGNMENT 1. Class Test-I - (Presentation) 2. Class Test-II - (Written Test) 3. Class Assessment COURSE CONTENTS: Global Competitiveness An Overview Macroeconomic and Business Strategy Perspective, Framework for Assessing Competitiveness Various Approaches; International and National Competitiveness Studies. (10 Hours) 40 marks 15 marks 15 marks 10 marks

Developing Competitiveness Government Policy and Competitiveness Role of Quality and Productivity in Achieving World Class Competitiveness Attaining Competitiveness through Integrative Process Management Science Technology and Innovation Policy Human Capital and Competitiveness Role of Information Systems in Building Competitiveness, Industrial Clusters and Business Development, Strategic Management of Technology and Innovation. (10 Hours) Global Competitiveness of Indian Industry Status; Cause of Uncompetitive ness Strategic Options for Building Competitiveness, Internationalization of Indian Business: Selected Case Studies of Globally Competitive Indian Companies. (10 Hours)

Strategic Alliances
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Value creation in alliances strategy Management of Strategic Alliances Strategic Alliances in Indian Context. (07 Hours)

STUDY MATERIAL FOR THE SUBJECT Following will be the study material for topics of Global Competitiveness and Strategic Alliances for Management, and students are advised to go through the material for thorough understanding of the subject. MAIN TEXT BOOK 1. Authors Name(s) : Kiran Kumar Momaya Title: International Competitiveness Edition: Year: 2001 Publisher: Hindustan Publishing Corporation (India) (ibid 1) 2. Authors Name(s) Michael E. Porter Title: Competitive Strategy Edition: I Year: 1980 Publisher: The Free Press Authors Name(s) Azhar Kazmi Title: Strategic Management and Business Policy Edition: III Year: 2010 Publisher: Tata McGraw-Hill Authors Name(s) Ravi M. Kishore Title: Strategic Management- Text and Cases Edition: I Year: 2010 Publisher: Taxmans Authors Name(s) White/Bruton Title: The Management of Technology and Innovation Edition: I Year: 2009 Publisher: Cengage Learning

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Authors Name(s) Mukesh Chaturvedi, Aseem Kumar, Manmohan Rahul Title: Managing Innovation and New Product Development Edition: I Year: 2009 Publisher: PHI (ibid 6)

 PERIODICALS 1. Title: Global Competitiveness Report, 2008-2009 (ibid 7)

LECTURE 1-4
INTRODUCTION OF GLOBAL COMPETITIVENESS OBJECTIVES: The objective of these lectures is to make aware the students with the concept of competitiveness and its various approaches. These approaches would be helpful in understanding the intricacies of the business within the country and cross borders. Define competitiveness Levels of Competitiveness Country competitiveness Industry competitiveness Company competitiveness Drivers and Sources of Competitiveness Conceptual framework and analogies Organizing Systems Structured framework and models Porters Diamond Core Competency Trade focused approaches 10-P framework for global competitiveness Asset-Process-Performance Approach Road map for enhancing competitiveness Competitiveness enhancement and sustenance process SUGGESTED READINGS: 1 ibid 1, Page 118-136

ASSIGNMENTS FROM QUESTION BANK: UNIT-I MULTIPLE CHOICE QUESTIONS: Q1-7 SHORT ANSWER QUESTIONS: Q 1, 2, 3, 4, 5, 6, 9, 10, 17, LONG ANSWER QUESTIONS: Q 3, 4, 5, 6, 7,12

LECTURE 5-6
CASE STUDY ANALYSIS OBJECTIVES: The objective of these lectures is to build the analytical skills among the students through case study analyses. In these lectures case studies at different levels of competitiveness will be analyzed. CONTENT: Case study analysis Country competitiveness Industry competitiveness Company competitiveness

LECTURE 7-10
OBJECTIVES: The objective of these lectures is to build the analytical skills among the students through case study analyses. In these lectures case studies of different frameworks and models will be discussed. CONTENT: Case study analysis on the following structured framework and models Porters Diamond Core Competenecy Trade focused approaches 10-P framework for global competitiveness Asset-Process-Performance Approach

LECTURE 11-12
THE MACRO-DYNAMICS OF GLOBAL COMPETITION OBJECTIVES: In these lectures students will be able to understand the dynamics of competition. To face the tough competition companies has to concentrate at cost factor of the product. Hence, to understand the competition dynamics theory of comparative cost will be discussed here.

CONTENT: The Theory of comparative cost advantage Product and commodities Price elasticity of demand Low-profits and high wastages Case study analysis Inadequacy of comparative advantage theory From comparative advantages to competitive advantages SUGGESTED READINGS: 1 ibid 1, page 18-26

ASSIGNMENTS FROM QUESTION BANK: UNIT-I MULTIPLE CHOICE QUESTIONS: Q8,9 SHORT ANSWER QUESTIONS: Q 7, 8, 12,17 LONG ANSWER QUESTIONS: Q 7, 8, 9, 10, 11, 13,14

LECTURE 12
DEVELOPING COMPETITIVENESS COMPETITIVENESS OBJECTIVES: Government policies of a country plays very important role in building its competitiveness. In this lecture, how competitiveness can be developed by the better government policy will be discussed. CONTENT: Liberalized Trade Regime Expansion of Industrial Base Modernization at Reduced Capital Cost Expansion of Production Production at Reduced Cost Other policy incentives Globalization of the Indian Industry-Some Bottlenecks Development of Infrastructure and imposition of special duty GOVERNMENT POLICY AND

 Brand Equity Fund Indifferent state level policies Removal of restrictions on imports and exports ASSIGNMENTS FROM QUESTION BANK: UNIT-II MULTIPLE CHOICE QUESTIONS: Q9,10,16 SHORT ANSWER QUESTIONS:Q 11, 12,13 LONG ANSWER QUESTIONS: Q 4, 21

LECTURE 13
ROLE OF QUALITY AND PRODUCTIVITY IN ACHIEVING WORLD CLASS COMPETITIVENES OBJECTIVES: Quality management is really very important to achieve world class competitiveness. The objective of this lecture is to understand how a organization can achieve world class competitiveness. CONTENT: How is world class quality and reliability achieved? How is low Q&R achieved? The alternative way The difference The Influence of scientific management or Q&R Total Quality Management Conclusion

SUGGESTED READINGS: 1 ibid 6, page 42-53

ASSIGNMENTS FROM QUESTION BANK: UNIT-II MULTIPLE CHOICE QUESTIONS: Q7-11 SHORT ANSWER QUESTIONS: Q 8, 9, 10,11

LONG ANSWER QUESTIONS: Q 9, 10, 11, 12, 19

LECTURE 14-15
ATTAINING COMPETITIVENESS THROUGH TECHNOLOGY AND INNOVATION POLICY OBJECTIVES: In the era of tough competition without innovative ideas it is very difficult to stay in the market. Through innovative ideas companies can achieve the goal of global competitiveness. CONTENT: The strategic power of innovation The Two Power Roles of Innovation Shareholder, Employee, Customer Satisfaction The benefits of innovation effectiveness An Innovation Blueprint Elements of the Blueprint Benefits of the Blueprint Developing an Innovation Strategy Strategic Roles Requisite Role Function Expansive Roles Function Evaluation and Screening Questions Strategic Screens Consumer Screens Financial Screens SUGGESTED READINGS: 1 2 ibid 5, page 34-82, 87-116 ibid 6, page 9-34

ASSIGNMENTS FROM QUESTION BANK: UNIT-II MULTIPLE CHOICE QUESTIONS: Q15,16,17 SHORT ANSWER QUESTIONS: Q 1, 2, 3, 4, 5, 6, 13, 14,15,16 LONG ANSWER QUESTIONS: Q 1, 2, 3, 5, 6, 7, 16
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LECTURE-16
HUMAN CAPITAL AND COMPETITIVENESS OBJECTIVES: In this lecture relationship between human capital and competitiveness will be discussed. Nothing can be achieved without good human resources. CONTENT: Competitiveness: just a fashionable concept? How is national economic competitiveness measured? WEF and IMD main categories of indicators Human capital matter? Analysis of the importance of education in competitiveness Does indices Human capital indicators in the WEF Global Competitiveness Index 2008 Weight of human capital indicators in WEF Global Competitiveness Index 2008 Hiding the role of human capital? What effect does a change in human capital have on competitiveness? Simulations Concluding remarks and a proposal on how to include the intangible elements of education and training

SUGGESTED READINGS: 1 ibid 1, page 36-52

ASSIGNMENTS FROM QUESTION BANK: UNIT-II MULTIPLE CHOICE QUESTIONS: Q20,21,22 SHORT ANSWER QUESTIONS: Q 16 LONG ANSWER QUESTIONS: Q 16,19,20

LECTURE 17
ROLE OF INFORMATION SYSTEMS IN BUILDING COMPETITIVENESS OBJECTIVES:

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To business across the borders information system should be strong otherwise one cant go for the international business. In this lecture students will be acquaint with the importance of information system for building competitiveness. CONTENT: Introduction ASEAN S&T Cooperation: Goal and Strategy Areas of Cooperation: Strategic and Enabling Technologies Promoting Alternative Energy Technologies for SMEs Increasing Competitiveness in the Food Industry and Addressing Nutrition Needs Developing a Science-Based Coastal Zone Management System Building Public Awareness and Recognizing Outstanding Work in S&T The ASEAN Science Fund: Seed Funding for Projects Conclusion SUGGESTED READINGS: 1 ibid 7, page 15-22

ASSIGNMENTS FROM QUESTION BANK: UNIT-II SHORT ANSWER QUESTIONS: Q 3 LONG ANSWER QUESTIONS: Q 19, 20

LECTURE 18
INDUSTRIAL CLUSTERS AND BUSINESS DEVELOPMENT OBJECTIVES: The objective of this lecture is to explain that how business development can be done through industrial clusters. CONTENT: Background to Indian Clusters Cluster development in India Main achievements List of clusters in India Introduction Factors contributing to the growth of clusters

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 Regional Agglomeration of Selected Modern Industries: Consumer Electronics, Electronics Components and Computer Hardware, and Drugs and Pharmaceuticals Cluster economics Industrial estate and small firms National capital region cluster Conclusion ASSIGNMENTS FROM QUESTION BANK: UNIT-II SHORT ANSWER QUESTIONS: Q 7, 15 LONG ANSWER QUESTIONS: Q 13, 14, 15

LECTURE 19
GLOBAL COMPETITIVENESS OF INDIAN INDUSTRY OBJECTIVES: Indian industry is growing at very fast pace. Indian industrial sector is going to be globally competitive. Hence, it is required to address some issues to be globally competitive. CONTENT: Industrial Policy Economic Reforms of the 1990s Response to reforms Specific Issues in the Competitiveness of Indian Industry Tariff Reforms Infrastructural constraints Fiscal Consolidation Sound Investment decisions Restructuring of public sector Global competitiveness: Some Issues SUGGESTED READINGS: 1 ibid 1, page 27-48

ASSIGNMENTS FROM QUESTION BANK: UNIT-III

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SHORT ANSWER QUESTIONS: Q 3 LONG ANSWER QUESTIONS: Q 1, 2, 13, 14

LECTURE 20
STRATEGIC OPTIONS FOR BUILDING COMPETITIVENESS OBJECTIVES: To build competitiveness there are various strategic options available which should be used. In this lecture students would learn various strategies to improve competitiveness. CONTENT: Strategies for improving competitiveness of the machine tools sector in India Regaining competitiveness: Strategic options for the machine tools industry Strategic options for competitiveness Overall cost leadership The differentiation strategy The focus strategy The frontier following strategy Time based strategy The support strategy Meeting felt needs Mergers and Acquisitions Joint Ventures Successful strategies adopted by some foreign machine tool firms Conclusion SUGGESTED READINGS: 1 ibid 1, page 118-136

ASSIGNMENTS FROM QUESTION BANK: UNIT-III SHORT ANSWER QUESTIONS:Q 3, 4, 5, 6 LONG ANSWER QUESTIONS: Q 3, 4, 5

LECTURE 21

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INTERNATIONALIZATION OF INDIAN BUSINESS: SELECTED CASE STUDIES OF GLOBALLY COMPETITIVE INDIAN COMPANIES OBJECTIVES: Process of internationalization of Indian industry will be discussed in this lecture. CONTENT: Introduction Why go global? Key factors for making a global champion. Global Ambition Developing a winning formula that generates sustainable advantage Global leadership capacity Acquisitions and integration Companies in India Vs. Indian Companies Lurking threat Conclusion SUGGESTED READINGS: 1 2 ibid 1, page 49-63 http://www.smfi.org/abs/gc006.doc

ASSIGNMENTS FROM QUESTION BANK: UNIT-III SHORT ANSWER QUESTIONS:Q 3,10 LONG ANSWER QUESTIONS: Q 8, 9, 10, 11,15

LECTURE 22
INTERNATIONALIZATION OF INDIAN BUSINESS: SELECTED CASE STUDIES OF GLOBALLY COMPETITIVE INDIAN COMPANIES Asian Paints Indian Ltd: The Global Strategies

LECTURE 23
INTERNATIONALIZATION OF INDIAN BUSINESS: SELECTED CASE STUDIES OF GLOBALLY COMPETITIVE INDIAN COMPANIES

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 Indian Oil Companies Race for Self Reliance: Risks and Rewards

LECTURE 24
INTERNATIONALIZATION OF INDIAN BUSINESS: SELECTED CASE STUDIES OF GLOBALLY COMPETITIVE INDIAN COMPANIES The Tata Group Going Global

LECTURE 25
INTERNATIONALIZATION OF INDIAN BUSINESS: SELECTED CASE STUDIES OF GLOBALLY COMPETITIVE INDIAN COMPANIES Global Automobile Industry

LECTURE 26
INTERNATIONALIZATION OF INDIAN BUSINESS: SELECTED CASE STUDIES OF GLOBALLY COMPETITIVE INDIAN COMPANIES Case on Global Steel Industry SUGGESTED READINGS: 1 ibid 1, page 72-87

LECTURE 27
STRATEGIC ALLIANCES OBJECTIVE: Strategic alliances have become a very important tool in the hands of management to face competition. Therefore it becomes necessary to understand the meaning, types and stages of strategic alliances. CONTENT: Introduction Types of Strategic Alliances Joint Venture Equity Strategic Alliance Non Equity Strategic Alliance

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 Global Strategic Alliance Advantages of Strategic Alliances How to Set up a Strategic Alliance Stages of Strategic Alliances Strategy Development Partners assessment Contract Negotiation Alliance Operation Alliance Termination SUGGESTED READINGS: 1 ibid 3, page 144-168

ASSIGNMENTS FROM QUESTION BANK: UNIT-IV MULTIPLE CHOICE QUESTIONS: Q1,2,4,6 SHORT ANSWER QUESTIONS:Q 1, 2, 3, 4, 12,13,17 LONG ANSWER QUESTIONS: Q 1, 4, 5, 6, 7, 8 SUGGESTED READINGS: 1 2 3 http://en.wikipedia.org/wiki/Strategic_alliance http://www.smallbusinessnotes.com/operating/leadership/alliancehowto.html http://www.1000ventures.com/business_guide/strategic_alliances_main.html

LECTURE 28
VALUE CREATION IN ALLIANCES STRATEGY OBJECTIVES: How to create value in strategic alliances will be discussed in this lecture. CONTENT: Introduction to value creation Discovering Value in Alliances The Logic of Alliance Value Creation Value Creation through Co-option Value Creation through Co-specialisation
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 Value Creation Through learning and internationalization SUGGESTED READINGS: 1 ibid 3, page 274-306

ASSIGNMENTS FROM QUESTION BANK: UNIT-IV MULTIPLE CHOICE QUESTIONS: Q11,12,13 SHORT ANSWER QUESTIONS: Q 13, 14, 15 LONG ANSWER QUESTIONS: Q 18, 19, 20, 21,23

LECTURE 29-31
CONCEIVING THE ALLIANCES FOR VALUE CREATION OBJECTIVE: To study the methods for creating value in strategic alliances CONTENT: Conceived and managed according to its value creation logic Six key aspect of its management agenda Assessment of each partners contribution to the alliance Agreement on the scope of the alliances Agreement on tasks critical to the success of the alliance Measurement of success Progress and duration of alliance Points of tension Assessing Contributors Co-option Contributions Co-specialization Contributions Learning and Internationalization contributions Valuation Conundra Handling Valuation Conundra Clearly define alliance scope and trade terms between partners Create a separate economic entity Seek external benchmarks

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Plan for recurring bargain Agreeing on the scope of the alliance Strategic Scope Economic Scope Operational Scope What Scope Means for Managers Understanding Joint Task Demands Defining and Measuring Progress Co-option alliances Co-specialization alliances Learning alliances Different Goals, Different Measures The Danger of Measuring the Wrong Things The Balanced Scorecard

SUGGESTED READINGS: 1 ibid 3, page 274-306 ASSIGNMENTS FROM QUESTION BANK: UNIT-IV MULTIPLE CHOICE QUESTIONS: Q8,9,17 SHORT ANSWER QUESTIONS:Q 14, 15, 16, 17 LONG ANSWER QUESTIONS: Q 4, 10, 11, 13, 14,22

LECTURE 32-34
MANAGEMENT OF STRATEGIC ALLIANCES OBJECTIVES: After choosing the best strategic alliances we need to manage it. In these lectures students will learn how to manage the strategic alliances to achieve the goal of global competitiveness. CONTENT: How to get along: Three Guideline Principles The greatest management challenges: 12 tough tasks Find me a leader: Who is Mr. Right? Build a solid management team Five ingredients for management success
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Autonomy yields savvy marketing strategy for Fuji Xerox Managing marketing: The perils, the profits Six steps to a better marriage Managing the functional alliance Companies cite their main management problems

ASSIGNMENTS FROM QUESTION BANK: UNIT-IV SHORT ANSWER QUESTIONS: Q 8, 9, 10 LONG ANSWER QUESTIONS: Q 2, 3, 11, 12,23

LECTURE 35-37
CASES ON STRATEGIC ALLIANCES IN INDIAN CONTEXT OBJECTIVE: Discussion of case studies for developing the analytical skill among the students. CONTENT:
FICCI in strategic alliance with US body for quality assessment

Wipro and IBM forge strategic alliance to address India and Asia Pacific IT markets Strategic Value-Chain Analysis of Indian Pharmaceutical Alliances SUGGESTED READINGS: 1 2 3 http://www.financialexpress.com/news/ficci-in-strategic-alliance-with-us-body-for-qualityassessment/155609/ http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1018022 http://www.prdomain.com/companies/I/IBM/newsreleases/200241218205.htm

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