SVKM’S NMIMS MUKESH PATEL SCHOOL OF TECHNOLOGY MANAGEMENT ENGINEERING , Program MBA Tech (All Streams) Year: V Semester: X AcademicYear: 2018-2019 ‘ Subject: Strategic Management Marks: 60 Date: 17 April 2019 ‘Time:10.00 am to 12.00 noon Duration: 2 (hrs) No. of Pages:_92— 201 and on the cover of the Answer Book, which is provided for their use. 1) Question No, _1__ is compulsory. 2) Out of remaining questions, attempt any 4 __ questions. 3) In all__5_ questions to be attempted. 4) All questions carry 12 equal marks. 5) Answer fo each new question to be started on a fresh page. 6) Figures in brackets on the right hand side indicate full marks. . 7) Assume Suitable data if necessary. 1. Assume you have been tasked to revamp a rival supermarket’s value chain activities to better compete with D-Mart. In what order of expected payoff should you attempt to revamp its value chain activities? 2. For a Business of your choice from (BookMyShow, Swiggy, D-Mart, Uber, Local Kirana Shop), do a SWOT analysis. PI describe the business as you have understood briefly before * SWOT. Highlight those Strengths and Opportunities that you think are Core Competencies and “Must Pursue” respectively. 3. Under what sorts of circumstances are mergers with or acquisitions of other companies a better solution than entering into partnerships or alliances with these companies? How do mergers and/or acquisitions contribute to enhancing a company’s position? Define and briefly explain (any 2) what is meant by the following terms: strategic vision strategic objective balanced scorecard strategie plan Page 1 of 25. Identify and briefly deseribe the fout most frequently used strategic approaches to achieving a sustainable competitive advantage. Provide examples 6. When a low-cost provider strategy works best? What are pitfalls to avoid in pursuing low- cost provider strategy? ‘ 7. Plstudy the chart below which gives competitive strength assessment of three companies and answers the questions below the table. ee Urn a (Rating scale? 1 = very weak; 10 = very strong) ion con fee Pomtods Ce ee me ee eco eee rey ee i eect re ‘Qualtyproduct performance Repvtationimage Manufacturing capability ‘Technological sits Dealer network distribution ‘capability Now product innovation capability Financial resources Relative cost position Customer service capabittios Sum of importance weights Overall weighted competitive stvength rating (a) ABC would like to acquire Rival 2. What could be the rationale behind such a move? Give no more than 3 crisp reasons which are most appealing to you. (b) Rival 1 has enough financial muscles to acquire any of ABC of Rival2. Which one you propose they acquire and why? {c) Rival 2 knows it will be a target for take-over by ABC as well as Rival 1. Who do you think Rival 2 is more comfortable to go with and why? (a) Create a SWOT chart for Rival 2. Make suitable assumptions if required, Page 2 of 2