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Jaypee Business School

A Constituent of Jaypee Institute of Information Technology University A-10, Sector 62 NOIDA, 201 307 India

Business Strategy: 12MCST01 MBA-Trimester IV, July September 2013 Course outline
Course Coordinator: M. A. Sanjeev.

Course Introduction: In the prevailing fast changing business environment where business organizations have to relentlessly cope with forces of globalization, disruptive technologies, hyper competition, innovative competitors and reducing product life cycles; imperatives of appropriate business strategy and strategic management cannot be Overstated. Availability of information and global connectivity has empowered customers, stakeholders as Well as business partners. For survival and growth in such an environment, corporate Managements have to enhance their competitiveness by leveraging their strategic Business advantages. Course Objectives: The overall objectives of this course will be to make the students aware of the critical importance of analytical and strategic thinking. Develop strategic mindsets and understand the nuances of strategic business planning in business operations. Students will be introduced to various thoughts, concepts and tools used in formulating and implementing business strategies. The course will also aim to provide an in-depth understanding of the strategy concepts as used in different industries and by different corporations. Upon completion of this course, the students should be able to: Understand concepts, frameworks, methods, tools and techniques used to Formulate and implement business strategies. Develop a better understanding of the effect of strategic decision in different business operations. Understand critical importance of leveraging strategic advantages In fast changing competitive business environments. Comprehend and appreciate the strategies undertaken by different organizations. Pedagogy: The course will be a blend of lectures, presentations, case discussion, class assignments and group research projects. Students will be required to do extensive reading of business newspapers and business journals and also use Internet information sources.

Students will also be required to go through some topical prescribed readings and case studies. Each student will be required to work independently as well as in a group to conduct research assignment, class presentations and case studies. Students will undertake research projects after project parameters have been discussed and mutually agreed up on. Evaluation: The course will be lead by Industry experts and the course has practical orientation. Therefore students are expected to participate in the class and take home exercises and case studies. Accordingly the evaluation plan has been drawn up, which is as follows: Mid Term Exam. 30% End Term Exam. 40% Mini Project: 20% - group work Assignments: 10% - individual work

Mid-Term Exam (30%) Mid-Term Exam will be based on class discussion, lectures, power points and assigned chapters in the textbook. This will be a closed book test will be on concept and application based multiple choice, descriptive and problem solving questions. End-Term Exam (40%) End-Term Exam will be at the end of the trimester and will cover the entire course. This will also be a closed book test based on conceptual and application based real life questions/ problem(s)/ Case(s). Mini-Project (20%) The project involves studying the strategic management process in a company of your choice selected after discussion and agreement with the faculty. It is a group project consisting of 5 members. The group is to study the strategic management process in the chosen company, as agreed after consultation with the faculty. The group is to include the following topics in the study The vision, mission and objectives of the organisation Environmental analysis of the organisation Organisational analysis Development of SWOT TOWS and generate strategic alternatives

Assignment (10%) An individual activity, each student is to make strategic plan for the next 3 years, for the company he has chosen for the mini project. This can be done in

light of the knowledge gained from the environmental analysis done for the mini project. The assignment has to be hand written, any assumptions made must be clearly mentioned. Course Structure and Contents: It is a 30 hour course (20 sessions, each session of 90 minutes). The broad course outline is drawn up accordingly. Module wise coverage of the course is as follows:

Module-wise Broad Coverage Module Module 1: Module title Introduction to Strategic Management and Business Policy Coverage under each Module Nature and Importance of Strategic Management Understanding the evolution & initiation of SM in organisations The basic SM process Strategic audit, questioning your way to strategy formulation. Identifying and analyzing the natural, societal and task environment Organisational analysis Analytical models Porters model of competitor analysis, value chain analysis, EFAS, IFAS and forecasting SWOT analysis & SFAS matrix Generating strategic alternatives using TOWS matrix Porters competitive strategies and strategic choice Formulating Corporate and functional strategies; directional & Growth Developing programs, budgets & procedures Organising for strategic No. of Sessions 3

Module 2:

Understanding the strategic environment

Module 3:

Formulating strategy

Module 4:

Strategy implementation and control

Module 5: Supporting concepts

implementation staffing, leading and directing Developing performance measurements Implementation control and control guidelines Creating Blue Oceans Building Business Models CSR

Reference Material/ Text Book: The following text books are recommended: 1. Concepts in strategic management and business policy, 12th edition by Thomas L. Wheelen and David J Hunger, Pearson IE. ( followed) 2. Exploring corporate strategy, 7th edition by Johnson, Scholes and Whittington, Pearson IE.

Module Wise Reference Material Module title Module 1: Introduction to Strategic Management and Business Policy Reference material Chapter 1, Concepts in strategic management and business policy, 12th edition by Thomas L. Wheelen and David J Hunger, Pearson IE , pp 2-40. Do you have a good mission statement, Campbell, Long range planning 1997, pp 931 932. Triggering events at unilever legacy that got left on the shelf, The Economist, Feb 2, 2008, pp 77-79. Strategic decision at Zapak.com, www.rncos.com/blob/2009/04/India-Broadband-and IPTV-to-lead-Telecom-sector.html. Module 2: Chapter 4 & 5 Concepts in strategic management Understanding the and business policy, 12th edition by Thomas L. strategic environment Wheelen and David J Hunger, Pearson IE, pp103 178. Identifying potential markets in developing nations, by Fraser & Raynor, Forecast may-June 96, pp8-12 Microsoft in a hypercompetitive industry, Hypercompetetion-managing dynamics of strategic maneuvering by Richard DAveni. A new business model at Smartypig, online company promotes savings, saint cloud times, pp11-12, 27/04/2008.

Module 3: Formulating strategy

Chapter 6, 7 & 8Concepts in strategic management and business policy, 12th edition by Thomas L. Wheelen and David J Hunger, Pearson IE, pp 181 275. SAB defends its propitious niche, big lion small cage The Economist, 01/08/2000. Companies look in to international markets for Horizontal growth, by Helm 7 Mc Gregor, pp28-29, Business Week 02/01/2008 GM and the electric car, live green or die, Business Week 26/05/2008. international differences alter whirlpools operations strategy, by Wheelen, Hunger & Tom, upper saddle river NJ, pp173-175 Module 4: Strategy Chapter 9, 10 & 11 Concepts in strategic implementation and management and business policy, 12th edition by control Thomas L. Wheelen and David J Hunger, Pearson IE, pp 277 372. Multiple HQ sixth stage of development, S Hamm, Business Week, pp 68-70. How Hp identifies professional executives, Fulmer, Gibbs & Goldsmith, strategy and leadership, 4th qtr 1999, pp 21-29. Module 5: Supporting Chapter 2 & 3 Concepts in strategic management concepts and business policy, 12th edition by Thomas L. Wheelen and David J Hunger, Pearson IE, pp 48 101 Class notes - to be provided