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Reg. No.: | | | Question Paper Code : 87178 M.B.A. DEGREE EXAMINATION, FEBRUARY/MARCH 2013. Fourth Semester 104008 — STRATEGIC MANAGEMENT (Common To all branch of M.B.A.) Time : Three hours Maximum : 100 marks Seo: seers 10. PART A — (4 x 5 = 20 marks) Answer any FIVE questions, Write any four benefits of strategic management. With a neat sketch explain a firm's external forces. Explain the steps involved in value chain analysis. List and explain any four long-term objectives. Explain the four generic global competitive strategies, Write a note on BCG Matrix. Explain the issues in strategy implementation. Explain contingency planning in strategy implementation. @ (b) (a) (b) PART B— (4 x 16 = 64 marks) Answer ALL questions, Bring out a detailed study on the environmental forces. Or (@ Discuss in detail the codes of business ethics. ® (i) Write a detailed note on fundamental beliefs on formulating a mission. @) Bring out a detailed study on the environmental forces. Or Establish in detail the use of SWOT in the analysis of internal strategic assessment. 1, 1g: 13, (a) Bring out a detailed study on the qualities of long-term objectives. Or (®) Elaborate on the importance of quantitative strategic planning matrix (QSPM) and explain in detail, (@) Discuss in detail the common organizational structure, its pros and cons. Or (b) Bring out a detailed study on the various approaches to leadership style and its strategy implementation, PART C — (1x 16 = 16 marks) Compulsory Case Study: DOORDARSHAN is the India’s premier public service broadcaster with more than 1,000 transmitters covering 90% of the country’s population across an estimated 70 million homes. It has more than 20,000 employees managing its metro and regional channels. Recent years have seen growing competition from many private channels numbering more than 80 (and growing), and the cable and satellite operators (C & 8). The C & S network reaches nearly 30 million homes and is growing at a very fast rate DOORDARSHAN’s business model is based on selling half — hour slots of commercial time to the programme producers and charging them a minimum guarantee. For instance, the present tariff for the first 20 episodes of a programme is Rs.30 lakhs plus the cost of production of the programme. In exchange the producers got 780 seconds of commercial time that he can sell to advertiser and can generate revenue. Break-even point for procedures, at the present rates, thus is Rs.75000 for a 10 second advertising spot. Beyond 20 episodes, the minimum guarantee is Rs.65 lakhs for which the procedures has to charge Rs.1,15,000 for a 10 second spot in order to break-even. It is at this point the advertisers face a problem — the competitive rates for a 10 second spot is Rs.50,000. Procedures are possessive about buying commercial time on DOORDARSHAN. As a result the DOORDARSHAN'S projected growth of revenue is only commercial time on DOORDARSHAN. As a result the DOORDARSHAN'SS projected growth of revenue is only 6-10% as against 50- 60% for the private sector channels. Software suppliers, advertisers and audiences are deserting DOORDARSHAN owing to its unrealistic pricing policy. DOORDARSHAN has options before it. First, it should privatize, second it should remain purely public service broadcaster and third, a middle path. The challenge seems to exploit DOORDARSHAN'S immense potential and ‘emerge as a formidable player in the mass media, (@) Whats the best option, in your view, for DOORDARSHAN? (®) Analyse the SWOT factors the DOORDARSHAN has. (© Why do you think that the proposed alternative is the best? a 87178 Question Paper Code : 71178 M.B.A. DEGREE EXAMINATION, AUGUST 2012. Fourth Semester 104008 — STRATEGIC MANAGEMENT (Common to All Branch of MBA) ‘Time : Three hours Maximum : 100 marks PN2anen 10. PART A — (6 x 4 = 20 marks) Answer any FIVE questions. What is Strategy? Differentiate between vision and mission statement. Explain Competitive profile matrix. Chart the porter’s five forces model. Why is Internal audit important in strategic management? Give any two defensive strategies and explain. What is the need for integration of strategy and culture? Define value chain, PART B — (4 x 16 = 64 marks) Answer ALL questions, (a) Explain how the strategic management process can be applied to an organization. Or (b) Define and discuss the importance of environmental scanning. (a) Identify characteristics associated with the three broad corporate strategies. Or (>) Discuss the usefulness of the BCG matrix as the corporate strategy Process. 11 12, 13, (a) Discuss the applications and limitations of generic strategies and strategic groups. Or (b) Discuss the relationship between business and functional strategies. (a) Identify four common organizational structures and the advantages and disadvantages of each. Or (>) Explain two common approaches to leadership style and how they relate to strategy implementation. PART C— (1x 16= 16 marks) Compulsory. Case study, ‘The Economic survey for 2011-12 stated that the Indian aviation sector grew at 18.5 percent in the last seven years. The industry capitalized on the low cost: no frill strategy. However the industry also faced multiple challengs due to recession, raising cost especially in form of capital costs and expenses like fuel and salaries. The king fisher airlines one of the troubled airline had tried to reduce costs by cutting back on flights. It had debt to the extent of $1.3 billion, with refusal for more debt from financial institutions is now seen to be scrambling to raise funds for its day-to-day operations. The cutback in flights has reduced its revenue, leaving the carrier cash stranded to pay staff, airports, tax authorities and lenders. Kingfisher said it had submitted an interim plan to operate 20 planes on between 110 and 125 domestic routes a day, and halt international flights by April 10. The carrier's fleet, which earlier had 64 planes, now has 47. Cancellations have already disrupted the travel plans of thousand of passengers across the country and pushed up fares. The chairman is reported to have said “We have not submitted an ambitious plan. We have submitted a holding plan”, ‘The company’s choice of raising funds domestically is limited and has had talks with potential investors, which depends on change in foreign direct investment policy of India that will allow foreign carriers to own up to 4-9 percent of Indian airlines. Meanwhile there is a possibility that the government would issue a notification allowing foreign airlines to buy up to 49 per cent stake in a domestic airliner with the acceptance of the bill, foreign airlines so far barred from investing in local carriers, though overseas investors will be allowed to hold a cumulative 49 per cent. The market price of kingfisher which had taken a dip soared with this news. (a) What impresses you most about this company? Why? (b) What weaknesses or problems do you see at kingfisher Airlines? (©) What strategy has the management been following? What is it that you like or dislike about the strategy? Do you think it should be changed? Dees it have a winning strategy? 2 71178