Auro University: Bachelor of Business Administration B.B.A

AURO UNIVERSITY
MODULE HANDBOOK:
STRATEGIC MANAGEMENT
Bachelor of Business Administration

B.B.A.
SEMESTER-6
MODULE LEADER
DR. VIMAL BABU
www.aurouniversity.edu.in
AURO UNIVERSITY, SURAT
Module introduction
Welcome to the module on Strategic Management. We believe we have a challenging and insightful
module for you to study.
Strategic management is about running the total business enterprise. It seeks to understand the
challenges and the environment in which the business operates, the direction the management intends
to head, the strategic plans to for getting the enterprise moving in the intended direction and the tasks
of implementing the chosen strategy successfully. This course aims to equip you with the core
concepts, frameworks, and techniques of strategic management, which will allow you to understand
what managers must do to make an organization be it a for-profit or a non-profit one to achieve
superior performance. Rather than focusing narrowly on a particular function of an enterprise, we will
build on what you have learnt in other business courses and try to put the pieces together throughout
this big-picture course. To achieve these purposes, the course will evolve around a theoretical and a
practical base simultaneously. While the theoretical part concentrates upon the fundamental factors
that determine business success, the practical part is all about acquiring deep insights into the
determinants of business success from specific cases. The participants of this course, hence, are
expected to wear a birds-eye-view glass and yet pay intent attention to both the theoretical and
practical parts of the course.
To that end, we believe a good strategic management module should go some way to help you
develop your skills in strategic thinking skills which all managers need if they are to progress in
their career. What this means is that well be asking you to think about the strategic aspects of
management. Strategic thinking is a capability that includes, inter alia:
The ability to integrate functional and cross-functional perspectives, often creating a

distinctly new perspective in the process.
Demonstrating foresight and anticipating the future for a business, ideally creating some
novel insight in the process.
Having some understanding of what drives the beliefs and behaviours of competitors, and an
awareness of how competitive interaction is likely to play out.
In order to achieve this we designed a module unlike many of those you will have been used to. We
have identified the core learning activities, which you MUST undertake to pass this module.
Primarily these are:
Obtaining your knowledge about Strategic Management firstly through reading the
compulsory core text.
Attending a series of weekly lectures/ seminars, workshops as part of your assessment, where
you will be asked to apply your knowledge and analyze a real life case study (you will be
required to prepare these cases in advance of the seminars each week).
At this stage, it is important for you to be clear on the compulsory nature of reading, preparing
case studies, and using the course concepts you learn in the assigned work. You are unlikely to
pass this module unless you undertake this work. This model of learning requires you to take
responsibility.
Module Leader Details

Name: Dr.Vimal Babu
Email: vimal.babu@aurouniversity.edu.in
Office Hours: You are free to contact any time when I am not in class teaching.
Semester Plan Synopsis

Auro University, Surat
Strategic Management
Module syllabus - Strategic Management

Students will become familiar with business strategy and functional strategy in answering the
question "How should we compete?" They will explore how to leverage resources in order to
achieve strategic aims, applying analytical tools to examine, for example, the environment and
resources (both tangible and intangible) and will gain an understanding of the integrative nature of
strategy.
Credit value: 3
.
Content
The module considers three broad areas of business strategy in practice:
The Strategic Position of a firm. This includes tools to help you better analyse the environment
which the firm operates in, the strategic capabilities which help it to compete, and the influence of
stakeholder expectations and purposes on the strategy of the firm.
Strategic Choices. Our studies here are a little restricted as our focus is on business and not
corporate strategy. Nevertheless, this area covers the generics strategic choices firms face of how to
compete. It also covers the decisions it must make about the route for executing its strategy,
Strategy into Action: The module covers the issues of organizing for success (structures,
information systems, etc.), the role of technology, and how a successful strategy is controlled and
measured.
Learning outcomes
By the end of this module, students will be able to:
1.1 Select and apply appropriate analytical frameworks to study the competitive environment of an
organisation/industry.
1.2 Understand the principle elements of business strategy
1.3 Demonstrate how the resources of an organisation may be efficiently and effectively deployed to
achieve a given strategy.
1.4 Appreciate the iterative nature of business strategy.
Disciplinary and professional

By the end of this module, students will be able to:
2.1 Access and effectively use a wide range of sources
2.2 Critique relevant generic models
Transferable skills
Taught (T), Practiced (P), Assessed (A)
Self-management:
Learning skills:
TPA
Communication:
TPA
Teamwork:
Problem solving:
TPA
Information technology
TP
Student experience
Students on this module will experience a range of learning opportunities. These will include
lectures, seminar work, workshops, and they will be able to demonstrate their engagement with the
module through participation in the presentation and discussion sessions.
Contact time
Lecture time:
32.0
Seminar time:
16.0
Workshop Time:
16.0
OVERALL ASSESSMENT
Assessment is based on three(03) major components:
I.
II.
III.
Mid-Term Examination, Weightage-20%

Coursework, Weightage-30%
End-Term Examination, Weightage-50%
I.Mid-Term Examination -20% weightage

Week 06: Mid-Term Examination Questions will be based on Critical analysis and
logical viewpoints (Weightage 20%) - This examination will take place in Week 06 of the
semester during the Workshop/Seminar session for 2.5 hours. The actual time slot will be
announced a week before. This examination carries 20% of the total grades of a student.
You are supposed to attempt any THREE out of 04 questions. However, the question format
will be clearly shared and discussed in Week 05. The max. marks will be for 30 marks. Each
question will carry 10 marks. Regarding preparation, the topics covered in Week 1 through
Week 5 are expected. In addition, questions may also be related to the class-based
discussions held on latest and relevant aspects of business issues. The answer sheets will be
issued to you by the invigilator. Any further query may be addressed during class hours.
II. Coursework -30% weightage
Week 10: Group Discussion (Weightage 10%) - Students will be assessed in groups. The
assessment will be carried out in the form of group discussion on relevant issues and themes
related to Strategic Management. The topics will be shared to the groups 02 days before.
Each group will have 05 members. They (group) will be allotted 15 minutes. Please do
remember that your assessment is completely based on group performance. Hence,
involvement/preparedness/contribution of each member in the group is equally important

and necessary for higher performance. The assessment will carry 10% weightage. Any
further query may be addressed during class hours.
Week 14: Group Presentation-cum-Report submission (Weightage 20%)
{Strategic Analysis Group Report (05%) & Formal Group Presentation (15%)}- Students in
their respective groups will have to make a formal group presentation (using PPT slides)
on- Strategic analysis of companies/industries. The finalisation of names of companies and
industries must be done in consultation with the Module Leader not later than Week 11,
class day. The Class Representative (CR) takes the responsibility of submitting the list of
group names along with names of companies/industries in hard/soft version to the Module
Leader, not later than Week 11, 05:00 pm.
The formal group presentation must be for 25 minutes at the minimum. This assessment
activity is scheduled in Week 14 during seminar and workshop sessions. Students are also
required to submit a Strategic Analysis Group Report (word count-2000-2500) on the
Strategic analysis not later than 4:00 pm on the presentation day. For more information,
refer to page no.18.Any further query may be addressed during class hours.
III. End-Term Exam 50% weightage
The end-term exam will be a closed book exam. The format of the exam will consist of
conceptual,and applied questions. Besides, there will be one case study as well.It carries the
weightage of 50% of the overall assessment. Students are encouraged to appear for mockexamination scheculed to be held in Week 16.
Recommended reading list

The textbook on Strategic management is central to the way in which you will learn about strategy.
Pearce II, John A., Robinson Richard B. & Mital, Amita (2012), (12 th edition) Strategic
Management Formulation, Implementation and Control, Tata McGraw-Hill Edition
2012.
Other suggested readings:

Hill C.W. L. & Jones G.R. (2004) Strategic Management Theory: an integrated approach. (6th ed).
Boston and New York. Houghton Mifflin Company
Ambrosini V. (1998) Exploring Techniques of Analysis and Evaluation in Strategic Management.
Harlow. FT/Prentice Hall
Lynch R. (1999) Corporate Strategy (3rd ed). Harlow. FT/Prentice Hall
Kay J. (1993) Foundations of Corporate Success Oxford. Oxford University Press
Naylor J. (2004) Management. Harlow. FT/Prentice Hall
Thompson A.A. & Strickland A.J. (2003) Strategic Management: Concepts and Cases.
Basingstoke. McGraw-Hill
Wickham P.A. (2000) Financial Times Corporate Strategy Casebook. Harlow. FT/Prentice Hall.
Week 1: Overview of Strategic Management

Learning outcomes
At the end of the week students will be able to:
Categorise and compare Business Policy, Strategy and Strategic management
Match the nature of Business Policy and Strategic Management
Classify the nature of Strategy formulation, implementation, and evaluation activities.
Evaluate how strategic priorities vary by level: corporate, business and operational; and understand
what distinguishes strategic management from operational management
Justify how the relative importance of elements of the strategic management model will vary with
context and circumstances
Learning Outline
The focus of learning and content will be primarily on understanding business policy and relevance of
strategy in modern times. Emphasis will also be on the nature of Strategic Management and its role in
any organisation. Discussion will be held on elements of strategic management model as well.
Moreover, group formation will be carried out for the coming up assessed activities. Students would
also be introduced with the type of assessment of the module and the expectations from them, as well.
Weekly learning activities

SEMINAR/WORKSHOP
Seminar -CASE -AIR DECCAN: Unable to reach the cruising height - will be shared,
analysed and discussed in the class.
Emergent Strategy at the VIRGIN Group case analysis and discussion
Experiential Learning exercise will be the part of Workshop
In order to complete this component of the module successfully this week, you must:
READING:
Read chapter 01 of the course textbook
DEADLINE/SUBMISSION:
Since this is the first week of the module delivery, there will be no assigned seminar activity. However
the session will be used to clarify some of the key concepts covered in the lecture.
Students are supposed to be attentive in the class so as to grab maximum learning. This will enable
you to be ready for Mid-Term Examination scheduled in Week 6.
Week 2: Organisation: Role of Vision and Mission in Business

Learning outcomes
Identify a company mission and explain its value.
Argue why it is important for the mission statement to include the companys basic product or
service, its primary markets, and its principal technology.
Assess which goal of a company is most important: survival, profit-ability, or growth.
Differentiate the role of a companys board of directors
Appraise the process of Strategic Management
Learning Outline
The focus of learning and content will be primarily on the vision and mission of any organisation. The
class will focus on the importance of mission statement and its role in establishing the identity and
recognition of the firm and its image before the stakeholders.
Besides, the role played by board of directors and CEO will also become the integral part of lecture
and discussion.

SEMINAR/WORKSHOP
Seminar -American Express Charge CASE - - will be shared, analysed and discussed in the
class.
Coca-Cola Gone Flat Discussion topic of the day
Experiential Learning exercise conduct mission statement research- will be the part of
Workshop
READING:
Week 3: Strategy Formulation: The external environment

Learning outcomes
Compare the three tiers of environmental factors that affect the performance of a firm.
List and assess the five factors in remote environment.
Evaluate the five forces model of industry analysis in light of Strategy
Learning Outline
The focus of learning and content will be primarily on the major factors in the environment
responsible for the performance of any organisation, irrespective of its size. Environmental factors
would remain the key focus specially dwelling on to the remote factors affecting the organisation; and
Porters five model of analysis would be taken into discussion in order to evaluate the potential
impact of different environmental factors, as well.

SEMINAR/WORKSHOP
Seminar -CASE Lehman Brothers:Lehmans New Street Smarts - will be shared,

Nokia:Will rewriting Nokia Spark Growth? Discussion topic of the day
READING:
Week 4: Strategy Formulation: The global environment

Learning outcomes
Defend the importance of a companys decision to globalise.
Arrange the four main strategic orientations of global firms.
Revise the complexity of the global environment and the control problems that are faced by global
firms.
Evaluate the competitive strategies for firms in foreign markets, including nice market exporting,
licensing and contract manufacturing, franchising, joint ventures, foreign branching, and wholly
owned subsidiaries.
Learning Outline
The focus of learning and content will be primarily on globalisation and its significant role in running
an organisation. The lecture would endeavour to identify factors responsible for a companys decision
to explore the global market; and its intent to expand and diversify by moving out from its home
country.
The discussion would also pave way for understanding different competitive strategies being the core
part of strategic management, in order to fine-tune organisational processes and systems with that of
strategies required to compete with international competitors in diverse markets.

SEMINAR/WORKSHOP
Case on -Outsourcing Innovation: A contentious corporate strategy
Pfizers Pharmaceutical Funk Discussion topic of the day
READING:
10
Week 5: Strategy Formulation: Internal Analysis-I

Learning outcomes
Examine SWOT and Value Chain analysis, and be able to summarise its limitations.
Design value chain for firms in different industries and construct to disaggregate a firms activities
and determine which are most critical to generating competitive advantage.
Apply four different perspectives for making meaningful comparisons to assess a firms internal
strengths and weaknesses.
Learning Outline
The focus of learning and content will be primarily on assessing the internal aspect of any
organisation. The internal analysis would revolve around SWOT analysis and Value-Chain analysis in
order to understand and synchronise different verticals and segments of the value chain effectively, so
that effective and implementable strategies may be formulated and controlled, well.
The session is very significant as one of the assessed assignments is based on the given topic, as well.

SEMINAR/WORKSHOP
Seminar -CASE Seimens Corp.s New Boss Can he deliver? - will be shared, analysed
and discussed in the class.
Sonys sudden SamuraiDiscussion topic of the day
READING:
11
Week 6: Strategy Formulation: Internal Analysis-II

Learning outcomes
Examine the resource-based view of a firm and how to use it to disaggregate a firms activities and
resources to determine which resources are best used to build competitive advantage.
Interpret key interrelationships among the functional areas of business.
Assess the basic functions or activities that make up management, marketing, finance, production,
research and development.
Learning Outline
The focus of learning and content will be primarily on resource-based view of any organisation.
Lecture and discussion would revolve around the understanding as what resources are pivotal in
succeeding among the competitors and that classroom exercises would ensure the learning outcome
becoming more relevant.
Even, functional areas of business management are primarily important from strategic perspective. As
all the strategies are formulated in tandem with organisational vision, mission, objectives, processes,
systems and functions of organisation; the lecture plays a serious role in upbringing the level of clarity
and understanding of strategy in its true sense.

SEMINAR/WORKSHOP
Seminar -CASE Archies vs Vintage-Are we in the Business of Greetings? - will be

shared, analysed and discussed in the class.
UPS: Big Browns New Bag Discussion topic of the day
READING:
SEMINAR/WORKSHOP
-
MID-TERM EXAMINATION scheduled in Week 6.
you to be ready for the upcoming coursework assessment (10% weightage) scheduled in Week 10.
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Week 7: Major Strategies: GENERIC Strategies

Learning outcomes
Generate seven different topics for long-term corporate objectives.
Predict the five qualities of long-term corporate objectives that make them especially useful to
strategic managers.
Criticise the generic strategies of low-cost leadership, differentiation, and focus.
Learning Outline
The focus of learning and content will be primarily on the objectives which are set and fine-tuned
based on mission and vision of any organisation. These corporate objectives can be attained only
when it is further aligned with effective strategies.
Here, the lecture fulfils the knowledge and understanding of generic strategies such as cost,
differentiation and focus based strategies which are being implemented effectively by most of the
successful organisations across the globe.
Extensive usage of relevant and live examples from corporate houses will be incorporated, as well.

SEMINAR/WORKSHOP
Seminar -CASE Nanhi Kali-Will it Bloom - will be shared, analysed and discussed
in the class.
Gitanjali-A gem in Indias crown? Discussion topic of the day
READING:
13
Week 8: Major Strategies: GRAND Strategies

Learning outcomes
List 15 grand strategies that decision makers use as building blocks in forming their companys
competitive plan.
Criticise and reorganise 15 grand strategies that decision makers use as building blocks in forming
their companys competitive plan in different industries.
Evaluate major grand strategies that decision makers use as building blocks in forming their
companys competitive plan.
Learning Outline
The focus of learning and content will be primarily on result-oriented strategies called grand
strategies. These different and independent strategies are some of the most successful ones being
adopted by multinational companies around the world. Many Indian firms have also adopted the same
approach and gained immense growth and acceptance by the customers and associations.
The lecture would also introduce a number of instances wherein the companies have made turn
around by the proper implementation of these effective grand strategies. Moreover, class-based
exercises and hand-outs will be shared among student in groups, thereby enabling them to capture
better acquisition of knowledge and exposure toward the module.

SEMINAR/WORKSHOP
Seminar -CASE Gati Limited-At the threshold of a big leap - will be shared,
Delhi Land and Finance: Strategy or Serendipity Discussion topic of the day
READING:
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Week 9: SRATEGY IMPLEMENTATION: Implementing

Strategies-Management, Operations and Marketing Issues
Learning outcomes
Judge why strategy implementation is more difficult than strategy formulation.
Appraise the importance of annual objectives and policies in achieving organisational commitment
for strategies to be implemented.
Justify why organisational structure is so important in strategy implementation.
Compare and contrast restructuring and reengineering.
Interpret the relationship between production/operations and strategy implementation.
Construct market segmentation and product positioning as strategy-implementation tools.
Learning Outline
The focus of learning and content will be primarily on implementation aspect after formulation of
strategies. The implementation would ensure the role of annual objectives and the policies developed
initially by the top management.
This would give strong impetus during the proper implementation of the strategies, as well. Besides,
organisational structure of an organisation affects the way strategies are implemented in any complex
situation. Some of the marketing aspects, such as product positioning or production related issues will
be covered and ensured to relate it with the implementation of strategy in any organisation.

SEMINAR/WORKSHOP
Seminar -CASE The Apollo Group - will be shared, analysed and discussed in the
class.
Re-Inventing Biocon Discussion topic of the day
READING:
15
Week 10: Innovation and Entrepreneurship - Strategic Capabilities for

survival, growth and relevance
Learning outcomes
Analyse the difference between incremental and breakthrough innovation.
Synthesise continuous improvement and how it contributes to incremental innovation.
Examine the three key elements of the entrepreneurial process.
Discriminate intrapreneurship, social entrepreneurship and women entrepreneurship and how to
enable it to thrive.
Learning Outline
The focus of learning and content will be primarily on permanent innovation, wherein the role of
innovation and entrepreneurship will be taken into discussion. Some of the most relevant aspects of
entrepreneurship today such as intrapreneurship, social entrepreneurship and women entrepreneurship
will be covered through cases and relevant examples from corporate houses.
The lecture would incorporate the emergence of novel and innovative Start-ups and small ventures as
these are excellent ways of strategizing the organisational growth and development in todays
extremely stiff competition all around.

SEMINAR/WORKSHOP
Seminar -CASE Voltas Limited:From turnaround to the Big Bang- will be

shared, analysed and discussed in the class.
Forging ties for global expansion Discussion topic of the day
READING:
ASSESSED - Coursework-I scheduled in Week 10

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Week 11: Structure and Controls with Organisations

Learning outcomes
Examine the relationship between strategy and structure.
Arrange the functional structures used to implement business-level strategies.
Estimate the organisational structures used to implement three international strategies.
Distinguish the organisational structure and controls and discuss the difference between
strategic and financial controls.
Learning Outline
The focus of learning and content will be primarily on structure of an organisation. Structure and
system provides effective and transparent ways of systematising the entire processes. Hence, the
lecture and seminar session would ensure to introduce structural changes witnessed in recent times.
The role and influence of these unprecedented structures in impacting strategies adopted by firms will
be incorporated in the lecture and seminar session, as well.

SEMINAR/WORKSHOP
Seminar -CASE The Haeir Model:Using Rural China as a classroom for

overseas growth - will be shared, analysed and discussed in the class.
Apples Profitable but Risky StrategyDiscussion topic of the day
READING:
You will be provided hand-outs for basic reading.
Important:Timelime By Week 11, all the student groups must discuss and finalise the names of companies and industries
for the forthcoming coursework assignment in Week 14 (20% weightage).
-CR must submit the list by evening of class day.
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Week 12: STRATEGIC EVALUATION-Strategic Control

Learning outcomes
Categorise and appraise four types of strategic control.
Demonstrate the balanced scorecard approach and how it integrates strategic and operational
control.
Illustrate the use of controls to guide and monitor strategy implementation.
Learning Outline
The focus of learning and content will be primarily on one of the key aspects of strategy, called
control mechanism. Strategy formulated and implemented must be checked and evaluated at regular
intervals so as to timely control and avert strategic and operational-level disasters, when necessary.
These aspects of strategy would be incorporated in the lecture and seminar session of the week.

SEMINAR/WORKSHOP
Seminar -CASE Innovation and the Three Ps: A 360-degree view of Indian
Healthcare - will be shared, analysed and discussed in the class.
Digging below the Surface of Microsofts Tablet Strategy Discussion topic of the
day
READING:
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Week 13: KEY STRATEGIC MANAGEMENT TOPICS-I

Business Ethics, Social Responsibility, Sustainability
Learning outcomes
Judge why good ethics is good business in strategic management.
Defend how firms can best ensure that their code of business ethics guides decision making instead
of being ignored.
Examine why whistle-blowing is important to encourage in a firm.
Evaluate the nature and role of corporate sustainability reports.
Discuss ISO 14000 and 14001.
Learning Outline
The focus of learning and content will be primarily on the recent and emerging areas of corporate
discussions from strategic perspective. Ethical aspects of businesses, social relevance in running
businesses and sustainable path of businesses have been regular points of deliberations today by
management experts and thinkers around the globe.
Hence, the lecture and seminar session would entail and ensure to incorporate a detailed
understanding of the role and relevance of these burning issues and their contributions in the long-run
of any organisation, strategically.

SEMINAR/WORKSHOP
Seminar -CASE Alibabas Next Move:Grow Abroad, or Go Deeper into China? will be shared, analysed and discussed in the class.
Will Amazon Succeed in Selling Local Services Discussion topic of the day
READING:
Hand-outs or reading material will be given to you in advance.
19
Week 14: FORMAL GROUP PRESENTATION AND REPORT

SUBMISSION
-Formal Group Presentation and Group Report submission is due in Week 14
Key points regarding the formal presentation and report:

The focus of learning will be primarily on guiding and supporting students through their group-based
project work, enabling them to understand the role played by strategy in any organisation. The
assignment and formal presentation is expected to bring clarity about how companies formulate
strategies based on the assessment of environment and internal analysis and that how they recognise
their strategic capability and competitive advantage before the competitors.
Hence, the Formal Group Presentation and Group Report would address the learning outcomes of
the module, fully and effectively.
Important Guidelines:
Overall weightage 20%
1. Formal Group Presentation: (15% weightage)
You will be formally making the group presentation based on the assigned task (assignment)
in the form of group report submission.
Students will be making the presentations in groups and that they will be submitting their group
reports as per the deadline by 05:00 pm, classday, Week 14. The formal group presentation will
commence at 10:00 am. Each group will be allocated 25 minutes of time for formal group
presentation. Hence, each member in the group must perform well in order to showcase the best
performance as a group.
The assessment carries 20% weightage.
All student groups must submit their group reports to the Programme Office latest by 05:00 pm,
class day in Week 14.
No extension of date of submission of report will be granted unless the reason is valid and genuine
and that it is based on medical grounds.
2. Group Report Submission: (05% weightage)
Students are informed to go through the instructions given in the module handbook (pages from
the later half of module handbook) related to guidelines/format of group report submission in order
to adhere to the formation of reports.
Instructions:
Students, both males and females must make the formal group presentations wearing formal
dresses only (Uniform prescribed by the University).Casual wear is not allowed. Hence, avoid the
same.
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Week 15: KEY STRATEGIC MANAGEMENT TOPICS-II

-Global/International Issues
Learning outcomes
Assess the advantages and disadvantages of entering global markets.
Predict when and why a firm (or industry) may need to become more or less global in nature to
compete.
Analyse the global challenges facing American, Indian and Chinese firms.
Illustrate how management styles varies globally.
Point out communication differences across countries.
Learning Outline
The focus of learning and content will be primarily on exploring global markets: the pros and cons
of entering these emerging markets. Besides, students will get familiarised with the current
challenges being faced by American, Indian and Chinese firms and what they possibly be doing as
a matter of strategies, in order to safeguard their interest in the long-run and outshine their
competitors, globally.
Strategy-focussed cases will be shared, analysed and discussed in the class.
Cases, in this regard will be either shared with the students a week before or hand outs of
mini-case lets will be given on the spot for reading/discussion.
Classroom-based exercises and activities will also be the part of Seminar/Workshop
READING:
Hand-outs or reading material will be given to you in advance.
SEMINAR/WORKSHOP
Case/Group-Discussion/Brainstorming/Debate/Role-Play/Panel Discussion: One of them will be
chosen for the week as part of learning.
As the End-term examination is round the corner, students are suggested to prepare themselves well.
In order to practice and test your preparation, a Mock-Test will be conducted in Week 16.
Week 16: MOCK EXAMINATION

FINAL EXAM AS PER DATE ANNOUNCED
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ALL THE BEST AND GOOD LUCK
22
Assessment Details
The module is assessed by Mid-Term Examination, Coursework and EndTerm Examination.
Assessment is based on three(03) major components:
I.
Mid-Term Examination, Weightage-20%
II.
Coursework, Weightage-30%
III.
End-Term Examination, Weightage-50%
I.MID-TERM EXAMINATION (20% weightage)

Week 06: Mid-Term Examination Questions will be based on Critical analysis and
logical viewpoints (Weightage 20%) - This examination will take place in Week 06 of the
semester during the Workshop/Seminar session for 02 hours. The actual time slot will be
announced a week before. This examination carries 20% of the total grades of a student. You
are supposed to attempt any THREE out of 04 questions. However, the question format will
be clearly shared and discussed in Week 05. The max. marks will be for 30 marks. Each
question will carry 10 marks. Regarding preparation, the topics covered in Week 1 through
Week 5 are expected. In addition, questions may also be related to the class-based discussions
held on latest and relevant aspects of business issues. The answer sheets will be issued to you
by the invigilator. Any further query may be addressed during class hours.
II.ASSESSED COURSEWORK ASSIGNMENTS (30% weightage)

Week 10: Group Discussion (Weightage 10%) - Students will be assessed in groups. The
assessment will be carried out in the form of group discussion on relevant issues and themes
related to Strategic Management. The topics will be shared to the groups 02 days before.
Each group will have 05 members. They (group) will be allotted 15 minutes. Please do
remember that your assessment is completely based on group performance. Hence,
involvement/preparedness/contribution of each member in the group is equally important and
necessary for higher performance. The assessment will carry 10% weightage. Any further
query may be addressed during class hours.
Week 14: Group Presentation-cum-Report submission (Weightage 20%)
{Strategic Analysis Group Report (05%) & Formal Group Presentation(15%)}- Students in
their respective groups will have to make a formal group presentation (using PPT slides)
on- Strategic analysis of companies/industries. The finalisation of names of companies and
industries must be done in consultation with the Module Leader not later than Week 11, class
day. The Class Representative (CR) takes the responsibility of submitting the list of group
names along with names of companies/industries in hard/soft version to the Module Leader,
not later than Week 11, 05:00 pm.
23
The formal group presentation must be for 25 minutes at the minimum. This assessment
activity is scheduled in Week 14 during seminar and workshop sessions. Students are also
required to submit a Strategic Analysis Group Report (word count-2000-2500) on the
Strategic analysis not later than 4:00 pm on the presentation day. Any further query may be
addressed during class hours.
CRITERIA FOR ASSESSMENT OF PRESENTATION AND REPORT
Your group work will be assessed as a whole. Participation from all group members is mandatory.
You are required to demonstrate the inclusion of the topics and concepts covered during lectures.
SUBMISSION INSTRUCTIONS
1.
Late submissions will only be accepted if accompanied by an attached medical

certificate or personal tutors written confirmation of valid reason for missing
the deadline. Such late submissions should be handed over to the Registrar.
2.
The number of words must not exceed 2,500 for group assignment.
3.
All pages must be numbered.
4.
All submissions must be typed/word-processed, double spaced and on one side of

each sheet only. The top sheet should have nothing other than your name, student
number, module number and title, and the number of words.
You should follow the Harvard referencing system in your work.
You are required to keep a copy of your submission [in case the original goes astray].
5.
6.
Assessment
III. END TERM EXAMINATION - weightage - 50%
The examination, of three hours duration, takes the form of essay type questions and case study
which ranges across topics covered in lectures, seminars and self-study exercises. This is a close
book examination.
The examination mark will be based on the understanding of the concept, application of theory
and supporting it with an illustration.
You will be given a mock exam in week 16 in order to help you with your preparation of exam.
Students are strongly advised to keep in touch with the subject on a regular basis. Please contact
the module leader in case you are confronted with doubt, if any.
LEARNING OUTCOMES ASSESSED

The learning outcomes assessed are:
Knowledge and Understanding: 1.1; 1.2; 1.3; 1.4; 1.5;
Disciplinary and Professional: 2.1; 2.2
Transferable Skills: 3.3; 3.5
24
INFORMATION REGARDING ASSIGNMENT IN WEEK 14

Strategic Analysis Report and Formal Group Presentation(20%) Report
format (Min. 2000-2500 words)
The Strategic Analysis Report carries 05% weightage and formal group presentation carries
15% weightage, thus making 20 % weightage overall.
GUIDELINES:
Concept of Strategy
Enumerate strategies which firms have taken up to achieve level of market

leadership( 2-3)
Technology investments
Supply chain management
Product features
New business approach
Common aspects which led to their success
Format of assignment
Introduction
Strategy-Evolution of concept and definitions
Resource analysis
Value chain analysis
Examples of two three firms- do strategic analysis

(2-3 firms could be taken from same/one industry or you may choose one
firm from a particular industry and as comparison, you can also take one
firm from another industry; and analyze their strategies being in different
industries) you are recommended to consult the Module Leader before
finalizing the companies/industries.
Value chain analysis , resource analysis -strengths,
Key value drivers for these firms
How do they compare with competition(competitor analysis)
Three Five Lessons from these successful firms in your analysis
References
Appendix
Key deadlines
Finalization of firms-It is your responsibility to finalize names of firms/industries in
25
consultation with the module leader in Week 11,class day.
Review of literature on strategy- at least 12 articles and minimum 5 books must be

referred and that both in-text and end-text referencing must be made available in
the report.
Value chain analysis and resource analysis- should be extensively covered
Analysis of two firms from one industry or one firm each from three different
industries must be chosen.
Lessons learnt- this is where you can show your learning and contribution
This assignment must be submitted in hard copy in the Programme

Office latest by 05 pm, class day, Week 14.
Some guidance notes to this assignment:
Word Limit: The word limit excludes an executive summary (which should not be
excessive in length, however), references, bibliography and appendices. Your report should
not be carrying less than 2000 words. At the same time, do not exceed beyond 2500 words.
(Font size-12, 1.5 spacing, Times New Roman with proper headings and sub-headings,
figures, tables). Please do not insert colourful images.
How to use the appendices: You are encouraged to use appendices for the presentation of
the detailed research which supports your discussion, and for the detailed analysis using
course models. Please ensure, however, that key findings and points of explanation are
included in the body of your report.
The importance of your research: We expect you to have completed a substantial amount
of relevant research to support your analysis and findings. This might typically include
identification of key competitors (or strategic groups of competitors), key groups of
suppliers and groups of customers, performance indicators that analysts use to review
success in the sector, analysis of the concentration of market shares, etc. It is important
that your research enables you to understand the sector, the trends, and the drivers of
change that influence it please ensure that you consider trends over the last five years.
References and Sources: Coursework which fails to meet the requirements of

referencing and acknowledging sources may well be asked to re-submit, if needed.
SOURCES OF INFORMATION FOR YOUR SUBMITTED COMPANY ASSIGNMENTS

Some suggested databases/sources of information are:
Proquest ( newspapers including the Financial Times); The EBSCO database ( academic
and trade journals; industry profiles) ; The Emerald and Ingenta databases (academic
journals) ; Fame (for company information including share prices; good for inter-company
comparisons and industry averages)
Prompt and Investext accessed through Infotrack (extensive coverage of individual
companies and industries including stockbroker reports from J P Morgan which is
considered an excellent source)
26
Mintel; Reuters Business Insight; Euromonitor Market Research ( Market Research

Reports; Industry level)
Company reports on the Internet.
Librarian can help you find information on companies from the database. Take his help. Its
free.
ASSESSMENT & FEEDBACK CRITERIA

The feedback criteria can be found on the feedback sheet later on. In brief, the criteria cover:
Addresses the scope and focus of the task(s)
Your ability to focus on the exact requirements of the question, including your ability to
comprehend and follow any explicit instructions. This concerns the need to address the purpose of
the task set.
Quality and range of research and sources used
You must do enough research to answer the question, and the range of your sources will be
important. In addition, we expect you to evaluate the quality of the sources you use How biased
are they? How reliable? What data have they been compiled from? What is the sources own
purpose? To be clear, sources such as Wikipedia cannot be credible in business due to the way the
data is compiled these will not gain any credit.
Knowledge & understanding of course concepts
We expect you to know the course concepts detailed in the course textbook, We do not expect you
to describe these concepts to us in assignments, but rather to use them in your analysis of the case
scenario. Your understanding of these concepts will be demonstrated by the way you use them
Application of course concepts to analyze case scenario
You are required to add insight into the case scenario, and the primary way for you to do this is to
use the course concepts to analyse data & evaluate your findings. Analysis also extends to the
manner in which you challenge and interpret the reported facts and data on the case scenario
Argument & synthesis of viewpoint
This refers to the way you connect the findings of your analysis into a logical argument, with a
clear flow of discussion the starting point of this is drawing conclusions from the individual
pieces of your analysis. Ideally, the disparate parts of your analysis synthesize into a distinctive
viewpoint, insight or main finding. This is the added value that we look for from you in your work.
Conclusions & viewpoint (including recommendations where appropriate)
Your assignment should always lead to a conclusion or conclusions. Your conclusion must be
supported by the evidence of your analysis and the logic of your argument (never introduce new
material into a conclusion). You must communicate the conclusion clearly and succinctly
(sometimes through an executive summary of your main findings). If the task asks you to
formulate recommendations these must also be out across clearly, and must, once again, flow from
the report (rather than being conjured up as good ideas at the last moment..)
Structure, organization, and presentation
The structure of your report should support your argument above all else. You should distinguish
between what you want to say to answer the question, and the work that you must do to provide
those answers. A structure which describes and follows your work-plan does not always enhance
the flow of your argument. Equally, a professional standard of presentation is expected, and the
overall report should be written with the reader in mind.
Adequacy of referencing
You are, of course, required to follow the standards set by the Harvard system of referencing used
by the Business school. Please read the regulations concerned. Be aware that failure in this area
can lead to your referral to the academic conduct officer, with possible penalties.
27
Module: Strategic Management
Strategic Analysis Report-cum-Formal

Presentation
Student Name
Module Leader-Dr. Vimal Babu
Feedback Criteria Grid for Coursework (Report cum Presentation)

FEEDBACK CRITERIA
REPORT:
Report structuring & style
Content and knowledge and Quality and range of research and

sources used
Thinking/ analysis/conclusions
Understanding strategies and its implementation
FORMAL PRESENTATION:
Structuring of presentation
Synthesis of viewpoint
Defending the argumentative points
Conclusions & viewpoint (including recommendations where

appropriate)
MODULE LEADERS COMMENTS:
Excellent
Good
Satisfactory
Poor
Very Poor
MARK AWARDED:
SIGNATURE:
Date:
Auro University, Surat 29
YOU MUST COMPLETE THIS COVERSHEET AND ATTACH IT TO THE FRONT OF YOUR ASSIGNMENT.
Student No.
Student Name
Module Name
Seminar tutors name
Extract from the Student Conduct Regulations:
2.2.1
Students shall comply at all times with the provisions of the Regulations for Candidates taking Assessments. In particular they shall not commit impersonation, collusion,
plagiarism, falsification, duplication, submit the work of others as their own, or otherwise cheat in any assessment.
Explanation of terms used in the Student Conduct Regulations:
Impersonation means taking an assessment on behalf of another student, or allowing another person to take an assessment on your behalf.
Collusion means producing assessed work by working with another person who you have not been authorised to work with by the Module Leader. This includes, but is not limited to,
allowing another student to copy your work.
Falsification means presenting invented data, for example claiming that you have conducted interviews or sent out questionnaires when you have not, or altering or making up your
results.
Plagiarism means submitting the work of someone else as if it were your own. When you include someone elses ideas in your assignment, you must provide a reference in the text. If
you copy someone elses words (a quotation), you must show clearly in the text how much was copied by using speech marks. It is not enough just to list your references at the end of
your assignment. Guidance on the correct use of references can be found in a handout in the Library.
Duplication means submitting work for assessment which has been assessed before, either in this University or elsewhere, without acknowledging the extent of the previous
submission.
If you do not understand what any of these terms mean, you should ask your Module Leader to clarify them for you.
STATEMENT OF ORIGINALITY
Except for those parts in which it is explicitly stated to the contrary, this work is my own work. It has not been submitted for assessment for credit previously at this or any other
academic or professional institution.
30

Student signature Date..
CHECKLIST
Please check the following statements are true and initial each box.
I have included a full bibliography using the Harvard style of referencing
I have provided Harvard style references for all the ideas, empirical evidence and other materials I have used in the main body of this piece
of work
I have used quotation marks and referenced all passages (including page numbers) taken word for word from my source material
I can make available evidence of the originality of my work, including notes, photocopies, drafts, primary data and computer files
I completed this work without any unauthorised help
31
Feedback Criteria Grid for Coursework (Written Elements)

A
B+
Presentation & style

Presentation of
assignment
Shows a polished and

imaginative approach to the
topic
Referencing
Referencing is consistently
accurate
Carefully and logically

Organised
Shows organisation and

coherence
Referencing is mainly accurate
Shows some attempt to

organise in a logical manner
Disorganised/
Some attempt at referencing
Referencing is absent/
incoherent
unsystematic
Content and knowledge

Content and range
Comprehensive/detailed
knowledge of topic with areas
of specialisation is depth and
awareness of provisional
nature of knowledge
Reasonable knowledge of
topic and an awareness of a
variety of
ideas/contexts/frame-works
Has given a factual and/or

conceptual knowledge base
and appropriate terminology
Evidence of limited
knowledge of topic and
some use of appropriate
terminology
Lacks evidence of
knowledge relevant to
the topic and/or
significantly misuses
terminology
Can analyse a range of

information with minimum
guidance, apply major
theories and frameworks to a
high standard, and compare
alternative methods/
techniques for obtaining data.
Conclusions are coherent.
Can analyse with guidance

using given classification /
principles. Application of
frameworks and resulting
analysis is competent, with
clear findings. Structure of
analysis may be poor,
conclusions poorly
supported by analysis, and
overall integration of
findings/ conclusions
missing, however.
Can analyse a limited range

of information with
guidance using
classification / principles.
Frameworks and models are
applied, but not always
consistently, nor with depth
of understanding. Findings
may be piecemeal or
partially contradictory.
Fails to analyse
information. There is no
significant attempt to
utilize concepts and
frameworks from the
course or wider strategy
literature to analyze case
data.
Thinking/ analysis/conclusions
Analysis &
application of
concepts and
frameworks
Can analyse new and/or

abstract data and situations
without guidance using a wide
range of techniques appropriate
to the topic. Frameworks are
applied with considerable
insight, demonstrating a deep
understanding of the case
topic. Findings are well
supported.
32
Regulations
Late submission of work
Coursework submitted after the deadline, but within two working days of that deadline will be
awarded a maximum mark of 50%. All coursework submitted after two days will normally be
awarded a Zero F grade.
Extensions for medical reasons or extenuating circumstances must be agreed with the Module
Leader/program office in advance of the deadline where possible and supported by medical evidence
where appropriate. Problems with printing and binding will not normally be accepted as valid
reasons for lateness.
Non-submission of Coursework and/or Non-appearance in Exam in the

First Attempt
Any student failing to submit the coursework and/or failing to take the exam component
(without medical reasons or extenuating circumstances agreed with the Module Leader/program office
in advance of the deadline and supported by medical evidence where appropriate) will be awarded a
Zero F Grade.
Attendance Regulation
All students are required to maintain above 80% attendance. Any student who is failing short of
the 80% attendance rule will not be allowed to take the main exam/coursework.
Word count
If any work exceeds the word limit, the marker may stop marking once the word limit has been
reached. He or she will usually continue reading to the end of the sentence.
Authenticating your coursework

You must be able to demonstrate that the course work you submit for assessment is your own. You
must therefore keep (whether electronically or on paper) working documents that you used or created
while preparing the assignment, such as drafts, photocopies of sources, completed questionnaires and
internet pages. These should be kept until after the module results have been declared by the program
office.
33
Cheating
All assessments are intended to determine the skills, abilities, understanding and knowledge of each of the
individual students undertaking the assessment. Cheating is defined as obtaining OR ATTEMPTING TO
OBTAIN an unfair academic advantage, attempting to cheat or assisting someone else to cheat may be subject to
disciplinary action in accordance with the University's Disciplinary Procedure. The University takes this issue
very seriously and students have been expelled or had their degrees withheld for cheating in assessments. If you
are having difficulty with your work it is important to seek help from your tutor rather than be tempted to use
unfair means to gain marks. Do not risk losing your degree and all the work you have done.
The University's regulations define a number of different forms of cheating, although any form of cheating is
strictly forbidden. These are:
Submitting other people's work as your own - either with or without their knowledge. This includes
copying in examinations; using notes or unauthorised materials in examinations;
impersonation - taking an assessment on behalf of or pretending to be another student, or allowing another
person to take an assessment on your behalf or pretend to be you;
Plagiarism - taking or using another person's thoughts, writings or inventions as your own. To avoid
plagiarism you must make sure that quotations from whatever source must be clearly identified and
attributed at the point where they occur in the text of your work by using one of the standard conventions
for referencing. It is not enough just to list sources in a bibliography at the end of your essay or dissertation
if you do not acknowledge the actual quotations in the text. Neither is it acceptable to change some of the
words or the order of sentences if, by failing to acknowledge the source properly, you give the impression
that it is your own work;
Collusion - except where written instructions specify that work for assessment may be produced jointly
and submitted as the work of more than one student, you must not collude with others to produce a piece of
work jointly, copy or share another student's work or lend your work to another student in the reasonable
knowledge that some or all of it will be copied;
Duplication - submitting work for assessment that is the same as, or broadly similar to, work submitted
earlier for academic credit, without acknowledgement of the previous submission;
Falsification - the invention of data, its alteration, its copying from any other source, or otherwise
obtaining it by unfair means, or inventing quotations and/or references.
Program Office
Module Handbook
34
A note on equal opportunities and diversity

Auro University is committed to the elimination of any form of unfair discrimination, to the
establishment of equal opportunity and to the development of policies and practices to ensure these
objectives are met.
The University aims, within its courses, to provide and promote equality of opportunity for learning to
students from diverse backgrounds, irrespective of their gender, race, disability, sexual orientation,
age, religion and maturity.
Modules are designed to provide an inclusive learning and teaching environment for all students. If
you feel this module is not fulfilling this aim, please take it up with the module leader, or ask your
student representative to do so. You are invited to comment on this aspect of the module evaluation.
Module Handbook
35

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AURO UNIVERSITY

Bachelor of Business Administration

AURO UNIVERSITY, SURAT

The ability to integrate functional and cross-functional perspectives, often creating a

Module Leader Details

Semester Plan Synopsis

AURO UNIVERSITY, SURAT

Module syllabus - Strategic Management

Disciplinary and professional

Auro University, Surat

AURO UNIVERSITY, SURAT

Mid-Term Examination, Weightage-20%

I.Mid-Term Examination -20% weightage

Auro University, Surat

AURO UNIVERSITY, SURAT

involvement/preparedness/contribution of each member in the group is equally important

Recommended reading list

Other suggested readings:

Auro University, Surat

AURO UNIVERSITY, SURAT

Week 1: Overview of Strategic Management

Weekly learning activities

Emergent Strategy at the VIRGIN Group case analysis and discussion

Experiential Learning exercise will be the part of Workshop

Auro University, Surat

AURO UNIVERSITY, SURAT

Week 2: Organisation: Role of Vision and Mission in Business

Weekly learning activities

Coca-Cola Gone Flat Discussion topic of the day

Auro University, Surat

AURO UNIVERSITY, SURAT

Week 3: Strategy Formulation: The external environment

Weekly learning activities

Seminar -CASE Lehman Brothers:Lehmans New Street Smarts - will be shared,

Nokia:Will rewriting Nokia Spark Growth? Discussion topic of the day

Experiential Learning exercise will be the part of Workshop

Auro University, Surat

AURO UNIVERSITY, SURAT

Auro University, Surat

AURO UNIVERSITY, SURAT

Week 4: Strategy Formulation: The global environment

Weekly learning activities

Case on -Outsourcing Innovation: A contentious corporate strategy

Pfizers Pharmaceutical Funk Discussion topic of the day

Experiential Learning exercise will be the part of Workshop

Auro University, Surat

AURO UNIVERSITY, SURAT

Week 5: Strategy Formulation: Internal Analysis-I

Weekly learning activities

Sonys sudden SamuraiDiscussion topic of the day

Experiential Learning exercise will be the part of Workshop

Auro University, Surat

AURO UNIVERSITY, SURAT

Week 6: Strategy Formulation: Internal Analysis-II

Weekly learning activities

Seminar -CASE Archies vs Vintage-Are we in the Business of Greetings? - will be

UPS: Big Browns New Bag Discussion topic of the day

Experiential Learning exercise will be the part of Workshop

MID-TERM EXAMINATION scheduled in Week 6.

Auro University, Surat

AURO UNIVERSITY, SURAT

Week 7: Major Strategies: GENERIC Strategies

Weekly learning activities