COURSE OUTLINE Business Strategy

Name of Course (Course Code)

Business Strategy (C0G06)

SECTION 1 – GENERAL INFORMATION

1.1 Administrative details

Associated higher Duration Level Course Coordinator/s
education awards (for example, one (for example,
(for example, Bachelor, semester, full year) introductory,
Diploma) intermediate, advanced
level, 1st year, 2nd
year, 3rd year)
1st Year PGDM Term III Core, 1st Year. 1. Dr. Kamalika
Chakraborty

1.2 Core or elective course

Indicate if the Course is a
☒ Core Course
☐ Elective Course
☐ Other (please specify below):

1.3 Course weighting

Using the table below, indicate the credit point weighting of this Course and the credit point total for the course
of study (for example, 03 credit points for the Course and 109 credit points for the program of study).
Course credit points Total course credit points of the program
03 credit points 109

1.4 Student workload

Using the table below, indicate the expected student workload per week for this Course.
No. of timetabled hours per No. personal study hours per Total workload hours per
week* week** (including Group Work) week***

* Total time spent per week at lectures, tutorials, practicum and other engagements etc.
** Total time students are expected to spend per week in studying, completing assignments, etc.
***That is, * + ** = workload hours.

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1.5 Delivery mode
Tick all applicable delivery modes for the Course:
☒ Face to face on site
☒ E-learning (online)
☐ Intensive (provide details)

☐ Block release (provide details)

☒ Work-integrated learning activity

☐ Mixed/blended
☐ Distance/independent learning
☒ Full-time
☐ Part-time
☐ External
☐ Fast track (provide details)

☐ Other (please specify)

1.6 Pre-requisites and co-requisites

Are students required have undertaken a prerequisite or co-requisite Course for this Course?
☐ Yes
☒ No
If YES, provide details of the prerequisite or co-requisite requirements below.

1.7 Other resource requirements

Do students require access to specialist facilities and/or equipment for this Course (for example, special
computer access, and physical education equipment)?
☐ Yes
☒ No
If YES, provide details of specialist facilities and/or equipment below.

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1.8 Career Track
This is an introductory course to the field of strategy and strategic management. The course is designed to make
the students appreciate various tools, frameworks and concepts in strategy analysis. The course is designed to
make students understand firm related strategic choices and how these choices enable some firms to
outperform others and maintain sustained success. The following course deals with three broad topics in
strategic management viz., Business strategy, Corporate strategy, and Strategy & Technology interface.
Issues in business level strategies focus on how firms compete within a particular industry, strategic positioning
of firms in such industries. This would enable students to appreciate the role of external environment in shaping
up a firm’s strategic decisions with which they would get associated in future. Issues in corporate strategy deal
with the scope of the firm involving decisions such as choice over diversification, vertical integration, allocation
of resources between different businesses of the firm. An appreciation of these concepts will enable them to
understand the nature and significance of the key strategic decisions taken by the organizations in which they
would join.

1.9 Alignment with Learning Goals and Learning Objectives

1.10 Assessment
Internal Assessment
Mid-Term
End Term

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 SECTION 2 – ACADEMIC DETAILS

Learning Outcomes for Course Assessment Tasks

Type * When assessed – Weighting

(see examples year, session and (% of total marks
noted below this week for Course)
table) (for example,
year 1, semester
1, week 1)

1. Understanding the concept of Case Submissions Ongoing 10%

strategy and the characteristics of ( Group Based)
strategic decisions

2. Analyze the structures of industries Supervised Ongoing 10%

to assess their profit potential. Learning/Group
3. Understand how firms position Work
themselves in industries to attain Final Project End of Course 10%
competitive advantage and superior (Group)
performance.
4. Assess the resources/competences of
the firm and its linkages with Simulation Sessions 16, 17 10%
competitive advantage. (Group Based)
5. Understand the bases of sustaining
competitive advantage.
6. Understand and appreciate the Mid Term Exams Mid-Course 20%
topics related to corporate strategy
such as vertical integration,
diversification and their drivers. End Term Exam End of Course 40%

Total 100%

1.11 Session Wise Details

Session Topic Pedagogy Pre-session Readings

Each Module has a structure that will be followed right through the course. For case sessions, it is
mandatory to come prepared to class after reading, discussing within your respective groups and analysing
the cases. Pre-reads and cases specified for the relevant sessions should be read before each class.

Module 1: Introduction to Strategy, scope and key questions

Introduction to the concept of Strategy
Characteristics of Strategic Decisions
Levels of Strategy
Strategy vs Operational Effectiveness

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Session Topic Pedagogy Pre-session Readings

1 &2 Introduction to the concept of Strategy Class Chapter 1: Hill and Jones
Key questions– Where to compete and how to Discussion Article: What is strategy by
compete? Michael Porter,
Strategic Development Process – Assessing 96608-PDF-ENG
Industry attractiveness, Evaluating ability to
compete.

Module 2 Understanding the External Environment

Learning Objectives
Analyze structure of industries using Porter’s five forces framework
Barriers to Entry by potential competitors
Bargaining power of buyers and suppliers
Nature of rivalry between competitors
Impact of substitutes.

3 Understanding the various dimensions of the Class Article: The Five

five competitive forces in an industry. Discussion Competitive Forces That
Shape Strategy by Michael
Porter,
R0801E-PDF-ENG
Chapter 2 of Hill and Jones

4 Smartphone Industry in 2013, Samsung’s Class W14224-PDF-ENG

Dilemma Discussion

To demonstrate the application of industry

analysis framework in a particular industry.

5
Cola Wars continue: Coke and Pepsi in 2010.
Class 711462-PDF-ENG
Understanding the relationship between discussion
different stages of the value chain in an
industry.

Module 3: Competitive Positioning

Learning Objectives
Understanding value chain
Understanding sources of competitive advantage
Cost leadership and differentiation as sources of competitive advantage
Resource Based view of the firm-VRIO model
Sustaining competitive advantage

6 Discussion topics Concept Article: Creating

Discussion Competitive Advantage by
Value chain Pankaj Ghemawat, 798062-
Activity analysis PDF-ENG
Chapter 3 of Hill & Jones.

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Session Topic Pedagogy Pre-session Readings

7 Case: Southwest Airlines Case TB0333-PDF-ENG

Discussion
Strategy as a set of unique activity
configuration to build competitive advantage.
Significance of tradeoffs.

8 Singapore International Airlines: Strategy With Case TB0173-PDF-ENG

A Smile Discussion

Understanding the concept of differentiation-

based competitive advantage

9 Sustaining competitive advantage Class Article: Sustaining Superior

Discussion Performance:
Understanding threats to sustaining Commitments and
competitive advantage and effective ways to Capabilities by Pankaj
combat them. Ghemawat and Gary
Pisano, 798008-PDF-ENG
10 Case: Wal-Mart Stores, Inc. Case 794024-PDF-ENG
Discussion
To discuss how sustainable are Wal-Mart’s
advantages, and potential threats to Wal-
Mart’s continued success.
11 Strategic capabilities in terms of resources and Concept Article: Looking inside for
competences, Discussion competitive advantage by
Resource based view, VRIO Model. Jay B. Barney
Role of firm specific resources and Academy of Management
competences for achieving competitive Executive.
advantage.
12 Indigo Airlines: Case W13121-PDF-ENG
discussion
Resource based view of a firm, and external
positioning considerations.

13 Industry lifecycle & Concept Hill and Jones

Competitive advantage Discussion Chapter -

Module 4: Strategy and technology

Learning Objectives
Dynamics of two sided markets
Technical Standards and Format wars
Network Effects

14 How technology is likely to affect industry 1. Chapter 7, Hill and

structure and competition. Jones.
2. Thomas R. Eisenmann;
Strategy and Technology: Technical Standards Geoffrey Parker; Marshall
and Format Wars, Strategies for winning and W. Van Alstyne, Strategies
format war, Managing Intellectual Property for Two-Sided Markets,
Rights, Capturing First mover advantages, Harvard Business Review,
Technological Paradigm shifts. 2006, R0610F-PDF-ENG

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 Session Topic Pedagogy Pre-session Readings

15 Case: THE HOME VIDEO GAME INDUSTRY Case Hill and Jones
Business level strategy in a fast-paced and Discussion
technologically dynamic industry setting
16 Simulation on Business Strategy Class Activity 114701-HTM-ENG
The Balanced Scorecard Simulation
17 Debrief on Simulation Class
Discussion on the rationale for decisions taken Discussion

Module 5: Introduction to Corporate Strategy

Learning Objectives
Horizontal Integration
Vertical Integration
Diversification

18 Introduction to corporate strategy, Concept Chapter 9 of Hill and Jones.

Transaction cost, Scope of the firm, Benefits Discussion
and cost of vertical integration.
19 Explore the strategy of vertical integration and Case 792074-PDF-ENG
its advantages and disadvantages through the Discussion
case

Case: Birds and the UK Frozen Food Industry

20 Topic: Horizontal integration Concept Chapter 9 of Hill and Jones.
Discussion

21 Diversification: Motives for diversification, Chapter 10 of Hill and

Economies of scope, related and unrelated Jones.
diversification.

22 Understanding the rationale and the desirable Case ISB005-PDF-ENG

mode of diversification through a case. Discussion

Case: TATA group

23 Project Presentations

24 Project Presentations and course Wrap up.

1.12 Prescribed and recommended readings

Provide below, in formal reference format, a list of the prescribed and recommended readings for the Course.

Reference Text
1. Strategic Management, An integrated Approach by Charles W Hill and Gareth R Jones, 9th Edition
Prescribed Articles
1. What is strategy, Michael Porter
2. The five forces that shape strategy, Michael Porter
3. Creating competitive advantage, Pankaj Ghemavat
4. Sustaining Superior Performance: Commitments and Capabilities by Pankaj Ghemawat and Gary.
Pisano

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 5. Looking inside for competitive advantage by Jay B. Barney, Academy of Management Executive.
6. Strategies for Two-Sided Markets, Harvard Business Review, 2006.

Recommended Cases
• Smartphone Industry in 2013, Samsung’s Dilemma
• Cola Wars continue: Coke and Pepsi in 2010
• Southwest Airlines.
• Singapore Airlines, Strategy with a smile.
• Walmart Stores Inc.
• Indigo Airlines
• Birds and the UK Frozen Food Industry.
• TATA group- Creating Corporate Advantage.

Brief outline of the Course Project:

The main purpose of the course project is to understand the industry context of an Indian firm, analyse a
particular firm’s competitive advantage, its resources and capabilities and study/recommend how to
sustain/retain its performance. Students will collect data required for industry and firm analysis and make
recommendations based on the data which will be discussed in class. A checklist, (though not exhaustive,
students are encouraged to browse and look further) will be shared regarding the data to be collected. Based
on the data collected and analysed, students will submit a report which will contain the following sections.

The report will contain two sections:

a) Industry analysis:
• Definition of the industry the firm competes in, including the industry boundaries.
• An assessment of Industry attractiveness based on analysis of industry structure.
• An analysis of the changes in industry structure and dynamics over time.

b) Firm analysis:
• A critical analysis of the firm’s competitive strategy-what is its competitive strategy and how has it
evolved over time.
• Analysis of the sources of sustainable competitive advantage or disadvantage and how the firm
leverages its resources to secure and sustain competitive advantage.

Based on the analysis of the above sections, students should make necessary recommendations about how the
company can retain/improve its performance.

Important Note: Students should cite all the sources of data used while analyzing and preparing the report.
Failure to acknowledge the source shall be considered as plagiarism and will subject to penalty. The submitted
projects will be processed through Turnitin to check for any kind of plagiarism activity. Academic integrity of
the highest order should be maintained by all the students in the class.