Indian Institute of Foreign Trade, Delhi/Kolkata

Programme Name and Batch: EPGDIB (Hybrid) 2019-20 second semester

Course: International Trade Documentation

Core / Elective: Elective

Course Co-ordinator:
Course Instructor:(Dr Navneet Gera)

Email: gerasir@yahoo.com
Term: Credits: 2

Course Introduction

Course Objectives

(in bullet points)

 To make students aware about the cross border trade procedures and practices in
International Trade.

 This course provides an insights of various documents and methods of payments used
in International trade.
Programme Learning Goals covered through this Course

COURSE LEARNING OUTCOMES

The participants shall be able to

1. LO-1 Acquire Procedural Knowledge of export business including the

various registration formalities and e-IEC no.

2. LO-2 Understand the Inco Terms and differentiate between them.

3. LO-3 Evaluate the cross border trade and payment terms used.

4. LO-4 To comprehend the commercial documents used in International

trade.

5. LO-5 Develop a minor project (Export Business Plan) in order to

commence the export business.

6. LO-6 Analyse the export situation, data, export problems and recommend

the proposed outcomes.

Pedagogy

Pedagogy shall comprise of discussion, case studies, presentation, demonstration for documents and
hands on practice for data analytics.

Linkages with Other Courses (optional- may relate direct/indirect linkages)

Global business environment and logistics plays a key role in international trade. The knowledge of
global markets and logistics shall help in market entry.
Evaluation Component
(End Term should be 40% and no single component can be more than 30%.
For Core courses-The evaluation component/s which provide a direct measure of one or more programme
learning goals may be marked with * and at least one such component should be indicated)
Evaluation (Continuous Evaluation System)

CES Field Work /Assignment Export Business Plan Class Participation

and Viva and attendance

1 20 Marks 30 Marks 10 Marks

Text Book / Reference Text

Dr. Ram singh , 1nternation trade operations & documents , Excel Publishers

Suggested Readings:

1. Schmitthoff’s Export Trade- The Law and Practice of International trade, Sweet &
Maxwell
Publication
2. Jack, Raymond, Documentary Credit - Butterworths Publication.
3. McGraw, Maurice- Letters of credit.
4. Khurana, P.K, Export Management, Galgotia Publishing Co.
5. FTP 2015-20, DGFT Publication and Circulars.
6. Master Directions (RBI Publications).
7. Custom Manual and circulars.
8. Ram, Paras, Export: What, Where and How? Anupam Publications, New Delhi
9. Reddy, P Veera & Mamatha, P., Export Made Easy, Commercial law Publishers (India)
Pvt. Ltd.
10. Hinkelman, Edward G., International trade documentation, World trade press
Session Plan:

Session Topic and Sub topics Reading Reference/Cases

(with brief description of what intends to be achieved)

1 U-1Overview of Subject -Flow Chart, e-IEC Procedure Foreign Trade Policy 2015-

Locating Foreign Markets - Case Study 20

Introduction to FTP –Ch-1 www.dgft.gov.in

(Registration formalities in exports and locating

foreign markets)

2 INCO Terms 2010 and 2020 https://iccwbo.org/resources-

for-business/incoterms-rules/
Formation of Contract
Notes
(Practical insights about role and responsibility of
buyer and seller )

3 Export Procedure and Data Analytics Dr Ram Singh (Excel

Publishers) Ch-2 and Ch-3

4 Foreign Trade Policy 2015-20 Foreign Trade Policy 2015-

20

www.dgft.gov.in

5 Foreign Trade Policy 2015-20 Foreign Trade Policy 2015-

20

www.dgft.gov.in

6 Methods of Payments UCP 600 from website of

ICC

Dr Ram Singh (Excel

Publishers) Ch-10

7 Methods of Payment Dr Ram Singh (Excel

Publishers) Ch-4
Export Documentation
8 Export Documentation Dr Ram Singh (Excel
Publishers) Ch-4

9 Marine Insurance and Risk Management Dr Ram Singh (Excel

Publishers) Ch-11 & 12

10 Risk Management and Pre-shipment Finance Dr Ram Singh (Excel

Publishers) Ch-11 & 12

***************
 Indian Institute of Foreign Trade, Delhi
Course: Data Analytics (2 credits)

Course coordinator: Dr.Ashim Raj Singla (arsingla@iift.edu)

Course Overview

This course provides practical training that enables immediate and effective participation in data
analytics projects. The course includes an introduction to Data Analytics Lifecycle to address
business challenges that leverage business data. The course provides grounding in basic and
advanced analytic methods and an introduction to big data analytics technology and tools, including
MapReduce and Hadoop.

Course Objective

 Work as a Data Science Team Member on data analytics projects by Deploying the Data
Analytics Lifecycle to address big data analytics projects
 Reframing a business challenge as an analytics challenge
 Applying appropriate analytic techniques and tools to analyze data, create analytical models,
and identify insights that can lead to actionable results
 Selecting appropriate data visualizations to clearly communicate analytic insights to business
sponsors and analytic audiences
 Using tools such as: R and RStudio, MapReduce/Hadoop, in database analytics, Advanced
Excel tools for visualization and data interpretation

Programme Learning Goals covered through this Course

LG 1: International Perspective in Decision Making
1. Be able to identify key “social /political /economic and other factors” in the
international environment which can impact business decisions in a given context
2. Be able to analyse how identified “social /political /economic and other factors” in
the international environment can impact business decisions

LG 2: Innovative and Creative Thinking with Critical Analysis

3. Be able to apply appropriate theories, models and tools to critically analyse the
problems/issues in international business situations
4. Be able to develop innovative and creative approaches towards solving of given
problems/issues in international business situations

LG 3: Application of Management Concept for Decision making in an international business

context
 5. Be able to identify and utilize framework/concept in the given functional area to
identify alternate solutions to given problem/issues in an international business
context.
6. Be able to analyse implication of each of the solution considered and propose well
justified recommendations

Pedagogy
Course will be taught with the help of lecture sessions, software demonstrations, and
assignments.

Linkages with Other Courses

This is the advanced course in the area of IT discipline and requires understanding of
MIS and IT Applications in Management

Evaluation Components

1) Mid Term Test = 30 % * Programme Learning goal 2

2) Quiz/Assignments = 20% * Programme Learning goal 3
3) Class participation = 10%
4) End Term Test = 40% * Programme Learning goal 3

Text Book / Reference Text

Text Book
1. Course material will be provided by faculty coordinator

Session Plan

No of Topics Reference
Sessions Material
1 Introduction to Data Analytics Class Handouts
and related
Defining Structured, Un-structure and Semi structured data, material will be
Business drivers for Analytics, Typical Analytical Architecture, provided
Data Analytics Life cycle, Key roles in analytic project,
Introduction to Big Data Analytics, 3 Vs of Big Data.
4 Understanding Big Data Analytics using Hands on Class Handouts
exercises/problems and related
material will be
 Clustered computing, Distributed Computing, Using Big provided
Data Platform (e.g. using Hadoop with hands on
exercises) for managing Big Data in Clustered
computing/Distributed Computing.
 Big Data Analytics software Ecosystem (e.g. Hadoop
ecosystem, Hadoop vs RDBMS, HDFS, HDFS
components: NameNode, DataNode, etc.)
 Handling unstructured, semi structured and structured
data and its storage(e.g. Using Hadoop HDFS for Data
storage, file permissions, Data I/O, etc. with hands on
exercises)
 Analytical processing execution of Big Data Using
Hadoop MapReduce, Key Value pairs of MapReduce,
HCatalog, etc.)
 Importing/Exporting RDBMS (structured) data in Big
Data Platforms (e.g. Using HadoopSqoop for
Import/Export).
 Unstructured, semi structured Data processing, data
conversion and defining schema, etc. (Exploring Data
with Hadoop Pig; Preparing Data using Pig, Defining
schema, Relations without schema, hand on exercises
to handle data using advance Pig programs.)
 Information retrieval from re-formatted data.
(Understanding Hive, comparing Hive to SQL, Loading
data into Hive, Performing Queries, Hive Tables, Hive
Buckets, Analysing Data using Hive, Understanding
MapReduce in Hive, Analysing big data with Hive
 Understanding HadoopHbase to handle NoSQL data

Advanced Analytic and Data Interpretation using _R_ software

1  Using R GUI, Getting Data into (and out of) R, R Class Handouts
environment and Packages and related
 Understand vectors, factors, lists, and advanced material will be
structured like Data Frames, Data Tables, Matrix for provided
handling data
 Writing functions, control statements, etc.
 Reading Data into R from: CSVs, Excel Data,
Databases, R Binary, JSON Data
 2  Data visualization: Base Histogram and densities,
Scatterplot, Boxplots, violins plots, Line Graphs and
themes.
 Group manipulations and faster group manipulations
 Plotting probability distribution(Normal, Binomial,
Poisson Distribution)
 Scatter plots and heatmap for correlations, plotting t-
distribution

 Clustering: Plotting K-means clustering, PAM,

Hierarchical clustering,
 Plotting simple linear regression and multiple
regression.
 Logistics regression, Poisson regression, other
generalized linear models

 Plotting nonlinear models, splines, decision trees, etc.

 Naïve Bayesian classifier
 Plotting Time series and autocorrelations, Time to
event Classification
 Text Analysis

2 OptimizationAnalytics

 Understanding Optimization Analytics (Using hands-on

exercises with Excel spreadsheets) for:-
Linear and Non Linear problems solving methods
Evolutionary problem solving methods

Reference Text
1. Getting started with Data Science, M Haider, Pearson Learning
2. Beginning R: The statistical Programing Language, M Garderner, Wrox Publications
3. Data Analysis and Business Modeling, Winston, PHI
 Indian Institute of Foreign Trade, Delhi
Programme Name and Batch
EPGDIB (Hybrid) 2019-20
Course Name: Financial Management
Course Co-ordinator:V. Raveendra Saradhi
Email: rsaradhi@iift.edu
Term: II Credits: 3

Course Introduction

This course is designed to introduce participants to the fundamental issues of financial management
that confronts the modern day corporate manager, and the quantitative techniques to address
them. Topics covered during the course include cash flow estimation, risk analysis, valuation models,
cost of capital, capital budgeting, capital structure decisions, dividend policy.

Course Objectives

 To provide the participants with the conceptual framework necessary to appreciate and
understand the problems facing the financial manager in today’s increasingly competitive
and globalized world.
 To provide the participants with financial management tools and techniques that provides
the basis for making sound financial decisions.

Programme Learning Goals covered through this Course

LEARNING GOAL 2:

Innovative Thinking in Complex Business Situations

LO 2.1:

Able to apply knowledge of business management concepts to analyze business problems

critically and suggest innovative solutions
Pedagogy
The course shall be covered in 15 sessions of two hours each. The sessions will be interspersed with
conceptual discussions and lectures along with exercises and cases picked up at relevant places to
discuss the application aspect of the concept. Real life data shall be emphasized upon in class
discussion and assignments. Data would be culled primarily from Prowess Database (of CMIE) or
online databases. Other sources like company website, websites of SEBI, NSE and BSE may also be
used. Cases shall be provided well in advance before the discussion. Participants are expected to read
in advance and come prepared to the class for discussions on the issues raised.

Linkages with Other Courses (optional- may relate direct/indirect linkages)

As this course is basic course, therefore all the advanced courses in finance discipline this course
becomes foundation.

Evaluation Components

Quizzes = 30 marks
Project/Case = 30 marks *
End Term Exam = 40 marks
* Assessment of Learning Goals

Text Book / Reference Text

 Financial Management, IM Pandey, 11th edition, VikasPublication. (IM)
 Principles of Corporate Finance 11th Edition, Richard A. Brealey, Stewart C. Myers, Franklin
Allen, PitabasMohanty(BM)
 Corporate Finance: Theory and Practice (John Wiley & Sons, 2nd ed) AswathDamodaran
 Financial Management: Theory and Practice, Brigham, Eugene F. and Erhardt, Michael C.
11th edition, Thomson South-Western. (BE)
 Corporate Finance, 10th edition, Ross, Westerfield, Jaffe, Kakani. McGaw Hill

Session Plan:

Session Topic and Sub topics Reading Reference/Cases

1 Introduction to Corporate Finance IM-Ch1, BE-1,BM-1.
 Firm’s goal and role of financial
manager;
 Objective of Corporate Finance;
 Agency Issues
 Introduction to the financial system;
Overview of the course
2 Time Value of Money: IM-2, BM-2, BE-2
  Future value & Present value;
 Frequency of compounding;
 Perpetuities & Annuities.
3 Valuation of bonds IM-3, BM-3, BE-6
 Price and Yield
 Term Structure of Interest Rates
4 Valuation of Shares IM-3, BM-4, BE- 7
 Discounted Cash Flow Methods
 Balance Sheet Methods Case Study 1: Reeby Sports
 Relative Valuation Methods
5&6 Risk Return IM- 4 & 6, BM-7&8, BE-4, 5
 Assessment of Risk and Return
 Systematic and Unsystematic Risk
 Portfolio Theory
 Methods of estimating beta.
7 Cost of Capital IM-9, BM-9, BE-9
 Cost of Debt
 Cost of Equity
 Cost of Preference Capital
Case Study 2: Nike Inc, Cost
 WACC
of Capital
 Divisional Cost of Capital
8, 9 Long term investment decisions IM-8&10, BM-5&6, BE-
&10  NPV, IRR, Payback, Profitability Index. 10,11,14
 Estimating Cash Flows;
 Identifying the Relevant Cash Flows Vegetron CFO
 Evaluating Capital Budgeting Projects
 Adjusting for Inflation International Paper

11 Risks in investment decisions BM-10&11

 RiskAdjusted Discount Rate
 Certainty Equivalent
 Sensitivity Analysis
 Scenario Analysis
 Simulation
12 Capital Structure Decisions IM-14, 15, 16 , BM-17, 18,
 Leverages BE-16,17
 EBIT-EPS Analysis
 Capital Structure Theories
 Designing Capital Structure
13 Dividend Decision IM-17, 18, BM- 16, BE-18
 Dividend Policy
 Dividend Theories
 Returning Cash to Stockholders
14&15 Working Capital Management IM- 27, 28, 29, 30.
 Cash
 Accounts Receivable
 Inventory
Any Other Detailed Instructions / Information (optional)

IIFT Library has Bloomberg Terminals. Bloomberg is a powerful financial resource that quickly and
accurately delivers business and financial information, news and insights from around the world.
Students are advised to familiarize themselves with the resources

Finance is a subject that builds up every day. Therefore, students are recommended to read
newspapers, journals and magazines that cover financial, economic and business issues. Some useful
readings could be - The Economic Times, The Business Standard and Business Line. Other good
readings include Business India, Business World, Business Today, Outlook Money, etc. Business News
Channels on TV such as CNBC TV18, NDTV Profit, and ET NOW also make for a good source of
learning.

Additional Readings/ Journals (optional)

Some useful and informative websites are:
www.nseindia.com , www.bseindia.com, www.moneycontrol.com
www.icicidirect.com, www.nsdl.com, www.rbi.org.in, www.sebi.gov.in

AOL Evaluation (for Core Courses Only)

Learning Goal No.___2________

Evaluation Component to be used for AOL_________2.1__________________________

Rubrics to be used for evaluation

Objectives Excellent Good Fair Unsatisfactory

LO 2.1: Able to Able to Able to Unable to
Able to apply demonstrate demonstrate good demonstrate fair demonstrate ability
knowledge of excellent ability to ability to apply ability to apply to apply
business apply knowledge knowledge of knowledge of knowledge of
management of business business business business
concepts to management management management management
analyze business concepts to concepts to concepts to concepts to
problems analyze business analyze business analyze business analyze business
critically and problems problems problems problems
suggest critically and critically and critically and critically and
innovative suggest suggest suggest suggest
solutions innovative innovative innovative innovative
solutions solutions solutions solutions
 INDIAN INSTITUTE OF FOREIGN TRADE

Course Outline
International Economics
EPGDIB (Hybrid) 2019-20

Course Coordinator: Dr. Sunitha Raju

Term: II Credits: 3

Course Introduction

The course on International Economics is about understanding the movement

of goods, services, and productive factors across national boundaries. Cross
border movements raise a number of issues that are different from domestic
transactions. Some of these issues are: Why and how do countries gain
from trade? How is the commodity composition of trade determined? How
are international transactions determined & realized? What is the basis and
forms of trade interventionist policies? What are the special concerns of
developing countries regarding trade?

In addressing the above issues, the course aims to present a clear exposition
of the principles of international trade and transactions that are essential for
understanding global trade issues and evaluating countries’ policy solutions to
international economic problems. Particularly, the focus of the course is to
provide an analytical framework for understanding the recent developments in
global trade such as economic & regional integration, international resource
movements and trade policies of developing countries.

Course Objectives

 To relate the structural changes in global production to trade theoretic and to

define the gains from specialization / trade

1
 To understand the inter-industry and intra-industry patterns of trade and relate
to different production arrangements across countries and between firms,
particularly in light of the recent trends in global value chains.

Programme Learning Goals covered through this Course

1 : International Perspective in Decision Making

 Be able to identify key “social/political/economic and other factors” in the

international environment which can impact finance related decisions in a
given context
 Be able to analyse how identified “social/political/economic and other
factors” in the international environment can impact financial health of an
organization and its growth prospects

2: Innovative Thinking with Critical Analysis

 Be able to apply appropriate theories, models and tools to critically analyse the
problems/issues in international business situations
 Be able to develop innovative approaches towards solving of given problems/
issues in international business situations

Pedagogy

The course is divided into 5 Modules. Modules 1 global trade developments

and basic framework for understanding trade issues. Module 2 covers
extensions of trade models - trade under imperfect competition. It also covers
issues pertaining to cross border movements of factors and investments
particularly in the context of MNCs and trade in services. Module 3 presents
the basis for border measures like Tariffs and NTBs. Module 4 covers issues
pertaining to regional integration and trade blocs. Module 5 presents a brief
discussion on issues relating trade and development.
 Class Room Lectures
 Class Room Debate/Case Analysis
 Presentation and Discussion of Article Review
2
Linkages with Other Courses

This is a basic course in Economics and as such linkages to all Business

Environment and International Economic Policies courses in the subsequent
terms.

Evaluation Components

Quiz (best two out of three) 40 Marks

Review of Articles & Presentation (in Group) 20 Marks
End Term Examination 40 Marks
Total 100 Marks

Text Book / Reference Text

Text Book:

Dominick Salvatore; (DS): International Economics (Latest Edition),

John Wiley

References:

Robert Carbough; (RC): International Economics (11th edition), Thomson

South Western

Krugman and Obstfeld; (KO): International Economics; Theory and

Policy, Pearson

Bo. Sodersten (and Reid); (SR): International Economics (3rd edition),

MacMillan

3
 Session Plan:

Session Topics Reading

Reference/Cases
Module 1: Introduction and Basis of International
Trade Model
(8 hrs.)
1. (i) Learning Objectives:  DS (Chapters
1,2, 3, 4 & 5)
 To understand basic framework of trade - basis of
trade, gains from trade and pattern of trade.
 To explain how differences in factor endowment
between countries give rise to trade between them and
why trade is mutually beneficial.; international trade
based on economies of scale
(ii) Session Content
1. Introduction
 Global Trade Developments
 Commodity Structure and Direction of Trade between
Countries
2. Basis of International Trade Model
 Smith's Theory of absolute advantage
 Ricardo's Theory of comparative advantage
 Gains from Trade under constant and increasing
costs
 Specialization and Direction of Trade
 Equilibrium Relative Commodity Prices
3. Extension to Basic Trade Model
 Factor Endowment theory (H-O Theorem)
 Factor price equilibrium
 Trade and Distribution of Income (Sopler-Samuelson
Theorem)
 Leontief Paradox
Module 2: Imperfect Competition and New
Trade Theories
(6 hrs.)
2. (i) Learning Objectives:  DS Chapters 6
& 12
1. To understand applications and extensions of trade
models: trade under imperfect competition;
international trade based on economies of scale. This
module will cover issues relating to international
factor movement – labour and capital and trade in
services.
4
 (ii) Session Content

1. Trade under Imperfect Competitions

 Economies of Scale and Imperfect Competition
 Trade in Intermediate Products (Intra-industry trade)
 Production Networks and Global Value Chains
 Krugman Model with Imperfect Competition
 Costs of transportation & non-trade commodities
2. International Factor Movement
 International labour mobility & their effects
 International Capital Movement & their effects
 Motives and Effects of Direct Foreign Investments
 Reasons & Effects of Multinational Corporations
(MNCs)

Module 3: Trade Intervention Mechanisms: Trade Policy

& Instrument
(6 hrs.)

3. (i) Learning Objectives:  DS Chapters 8

 To provide a framework for understanding the effects & 9
of international trade policies and covers instruments
of trade policies – tariff and non-tariffs trade barriers
that governments use for policy formulation.
 To understand political economy of protectionism;
different effects of tariffs and non-tariff trade barriers;
optimum tariff and retaliation.
(ii) Session Content
1. Tariffs
 Partial equilibrium effects of tariffs
 Costs & Benefits of Tariff
 Effective Rate of Protection

2. Non-Tariff Barriers
 Effects of Import quotas
 Comparison of quota & tariff
 Export Subsidies
 Dumping
 Voluntary Export Restraint
 Government Procurement and Trade

5
 Module 4: Regional Integration and Trade
(6 hrs.)
(i) Learning Objectives:
To understand issues pertaining to regional  DS Chapter 10
4. 
integration, the basis of international negotiation and
some recent issues in trade.
 To understand types of economic integration and its
static & dynamic effects – trade diversion and trade
creation; introduction to relationship between trade
and development
(ii) Session Content
1. Types of Economic Integration and their Impacts
on Trade:
 Effects of Economic integrations
 Analysis of Free Trade Agreements, Custom Union
 Comprehensive Economic Partnership Agreements,
Comprehensive Economic Cooperation Agreement
 Regional Cooperation (Asia and Africa)

2. India’s Approach to FTA’s and Comprehensive

Partnership Agreements

Module 5: Trade and Developing Countries

(4 hrs.)
(i) Learning Objectives:
5.  To explore the inter-linkages between trade, growth,  DS Chapter 11
poverty, gender and environment
(ii) Session Content
 Trade Openness and Growth
 Trade and Development (Poverty, Gender,
Environment)

6
 Indian Institute of Foreign Trade

Total Credits: 3 Trimester: II EPGDIB (Hybrid) 2019-20 .

INTERNATIONAL MARKETING MANAGEMENT

Course Coordinator: Dr. Gautam Dutta
Email: gautam@iift.edu
Indian Institute of Foreign Trade, Delhi/Kolkata

Course Introduction

Recognizing that companies are spreading its activities globally, so keeping in pace marketing also
was needed to be adjusted at par with the requirement of the companies in the international markets.
This course provides a comprehensive overview of the important area i.e. marketing beyond border
and insights how environmental differences influence different aspects of marketing planning. The
course will enable the students to assess the differences in the marketing environment in the cross
border situation and develop understanding in respect of the marketing mix strategy best suited in a
particular context. The course will also enable the students to learn and acquire skill of international
market selection, decision making regarding entrymode selection.

Course Objectives

Students will be able to:

 Gain perspectives of international marketing; how is it different from domestic marketing?
 Develop familiarity with the environmental issues of marketing beyond national boundaries.
 Understand the market selection process and entry methods for international markets
 Expand knowledge about global marketing information system and research requirements
 Decide on marketing mix decisions for customer value creation in international markets.
Programme Learning Goals covered through this Course

LG 1 International Perspective in Decision Making

LO 1.1:
Able to identify key “social /political /economic and other factors” in the international business
environment and develop an ability to integrate international perspectives in decision making

Pedagogy

Pedagogic mix will include concept discussions, case studies, exercises, assignments and
presentations. Emphasis will be on discussion and active exchange of ideas. Industry interface is also
built into the course in the form of guest lectures and projects. Emphasis is on interactive and
participative learning.

Linkages with Other Courses

This a basic course which lays the foundation of international marketing strategy and as such will link
to all strategy courses in the subsequent terms.

Evaluation Components*

Quizzes / Tests : 15%

Assignments/Exercises : 30%
Case discussion and class participation: 15%
End Term Exam (closed book) : 40%

* LG 1.1 will be evaluated through Assignment

Text Book / Reference Text

Text Book
Global Marketing:GautamDutta , Pearson Publishing.ISBN-978-93-325-3035-5

Reference Texts
 Global Marketing Management –Kiefer Lee and Steve Carter: Oxford University Press ,
 International Marketing – R.M Joshi Oxford University Press
 Cateora, Philip R., Graham, John L., International Marketing- Tata McGraw Hill.
 Terpestra, Vern and Sarathy, Ravi, International Marketing, Harcourt Asia.
 Dana-Nicoleta Lascu, International Marketing, - Managing Worldwide Operations in a Changing
International Environment, Biztantra.
 Jain, Subhash, International Marketing Management, South Western Publishing
 B. Bhattacharyya, Going International, Response Strategies of the Indian Corporate Sector,
Wheeler Publishing, India
 Bhattacharya B., Export Marketing: Strategies for Success, New Delhi : Global Business Press
 B. Bhattacharyya, VarshnayR.L., International Marketing Management: An Indian Perspective.
Sultan Chand & Sons, New Delhi
 Kapferer, Jean- Neol, Strategic Brand Management,Kogan Page
 Onkvisit, Sak and John J. Saw. International Marketing. New Delhi : Prentice Hall of India Pvt.
Ltd.
 Kumar V., International Market Research, Prentice Hall of India Pvt. Ltd.

Session Plan:

Session Topic/sub topic Reading/reference

/Cases
1 Chapter 1
The Concept of International Marketing
Objective: Recognizing that companies are spreading its activities
globally, so keeping in pace marketing also was needed to be
adjusted at par with the requirement of the companies. This
evolving nature led to the development of different marketing
concept. This module will explain the concept part indicating the
benefits globalization of marketing activities. At the same time this
module discusses the bases of global market participation and
requirements thereof.

Topics to be covered:
Understand the concept of marketing in global scenario
Concept of universal product
Review the international marketing tasks
Benefits of global marketing
Describe the bases of global expansion
Understand the requirement for global market participation
Controller of global marketing

2, 3 Case 1: to be given
The International Marketing Environment in the class
Objective: Maintaining global competitiveness requires
understanding complex changes in global environment where Chapter: 2, 3, and 4
diversity in terms of political, economic and culture often through
challenge to the international marketers. The ability to understand
and proactive actions distinguishes successful global marketers
from their less successful counterparts. This module discusses the
environmental differences in international marketing and its
impacts.
Topics to be covered:
Describe how marketing environment like economic, political ,
legal , cultural environment effects marketing
What is culture and how its components impact on way of life.
Understand how to manage cultural differences
Explain the relationship between cultural influence , consumer
needs and consumer behavior
Explain the political and legal risks and approaches to conduct
cross country analysis
Describe the economic factors effecting the marketing mix
decision.

4,5 Case 2: to be given

Assessing Opportunity & Selection of Markets in the class
Objective: Consider a firm who is contemplating an expansion in
to the foreign market and wants to judge the potentiality as to Chapter:5
which country/countries provides the best of the opportunities.
This module introduces the tools and techniques of screening and
selection of markets
Topics to be covered:
  Assessing country market potential
 International Market Selection Approach for export.
 International market selection foe setting up wholly owned
subsidiary
 Criteria for screening markets
 Information requirement and availability
 Tools for selection

6,7 Case 3: to be given

Internationalization Theories & Entry Choices in the class
Objective: When companies identify opportunities in the foreign Chapter: 6
market the next natural decision would be to decide on the entry
mode. In this respect the companies have choices that range from
simple to complex. This module introduces the entry modes
possible or a firm and discusses the theory of internationalization
for understanding the entry decisions by the firms. The nodule also
introduces a framework for arriving at the most desired entry node.
 Topic to be covered:
 Different entry modes and their advantages and disadvantages
 Discusses the theory of internationalization
 Selection of the best entry mode using OLI framework


8,9 Case 4 & 5 to be

Product and Branding Decision for International Markets given in the class
Objective: It is important that business to have an active product
and brand in international operation. To achieve this requires an Chapter: 7 and 8
understanding of customer and market needs and when to provide
product to satisfy transnational segments or to adapt the product
as per the need of the local requirements. This module
considers the significance of product and brand management.
 Topic to be covered:
 Components of international product
 Product adaptation vs. product standardization
 International Product positioning
 International product life cycle concept
 Branding ; local vs. international

10 Case 6: to be given
Pricing Decisions for International Markets in the class
Chapter: 9
Objective: The pricing elements in marketing mix is the best
controllable and immediate in effect which is true for international
scenario as well. Various factors effects pricing decisions in
international arena .This module introduces the regular as well as
special issues related to international pricing.
Topic to be covered:
Factors effecting international pricing decisions
Parameters of international pricing decisions
Understanding price adaptation in export market
The non-price factors in international markets
Special issues in global price setting

11 Industry input : Guest lecture on international marketing of engineering

products
12 Case 7 : to be given
International Distribution Decisions in the class
 Objective Due to changing nature of global business Chapter: 10
environment there are most immediate impact on the supply
chain and its management. There are market and organizational
influence on international distribution decisions. This module
discusses the important process and considerations in developing
intelligent distribution strategies
Topic to be covered:
Issues Related to International Distribution
Approach to managing international distribution network
Market entry and channel decisions
Collaboration in distribution

13 Case 8: to be given
Promotional Decisions for International Markets in the class
Objective: Communication section discusses in-depth aspects of Chapter: 11
international advertising and other promotion methods which
help to communicate the product proposition across to the
multicultural consumers. This module discusses mainly the
multicultural communication difficulties and its management.
Topic to be covered:
Concept of international marketing communication mix
Process of communication in international markets
Tools of international marketing communication
Factors influencing international marketing communication
decisions

14 Organizing & Controlling International Marketing Organization Case 9: to be given

in the class
Objective: This section describes the pattern of global Chapter: 13
organizational development and their implication on organizing
and controlling global marketing operation.

Topic to be covered:

Organizing for international/global marketing

Organizational structure and integrative devices
Control mechanisms

15 Chapter 12
International Marketing and Strategic Dimensions.
Objective: The last session takes the participants to the direction
of achieving the appropriate balance of local adaptation and
global uniformity to frame the best fit strategy for a firm. This
module therefore, deals with the strategic directions that firm can
practice for all of its international marketing mix taking together
where each elements of marketing mix possessing unique
opportunities and limitations. . .
Topic to be covered:
Understanding the globalization drivers
Use of global marketing mix with best fit strategy.
Global strategy requirements
Any Other Detailed Instructions / Information

Assignments
Out of a set of assignments, to be provided during class room sessions, each participants need to
work in group on any one them for submission within the prescribed time limit.

Additional Readings/ Journals

 Journal of International Marketing Review

 Advances in International Marketing
 Journal of Global Marketing
 Journal of International Marketing
 Columbia Journal of World Business
 Journal of International Business Studies
 Thunderbird International Business Review
 Multinational Business Review
 Journal of International Business Studies
 Indian Institute of Foreign Trade, Delhi/Kolkata
Programme Name and Batch: EPGDIB (Hybrid) 19-20
Course Name: Supply Chain Management
Course Co-ordinator: Saswati Tripathi
Email: saswati@iift.edu
Term: II Credits: 3

Course Introduction
In today’s world, where customers demand instantaneous supply of high-quality
products and services at the lowest cost with seamless after-sales service, including
eco-friendly disposal, it has made the job of the firms difficult to meet the
challenges. This, coupled with multiple sources of goods and services and availability
of substitutes both in the domestic and international markets arising out of
globalization, privatization, and liberalizations, has forced the organizations to find
out the ways of working effectively and efficiently. Traditionally the focus has been
on reduction in the cost of production, minimization of inventory, and effective
logistics system. However, the current challenges cannot be met through these
conventional measures but with a holistic approach that integrates the one end of
the (demand) chain i.e., customer to the other end of the (supply) chain i.e., the
suppliers (and their suppliers) of the firm.
Supply Chain Management (SCM) refers to a set of approaches that effectively
integrate the different players and stakeholders of the firms’ network so as provide
the goods and services of the right quantity at the right form to the right destination
at the right time and cost. It covers effective management and control of the
physical movement of materials and all the resources used in the supply process
from raw materials until the product reaches the customer. The SCM process
represents a single “value chain” targeted to achieve defined corporate goals by
adding value to a product in terms of time and place within the overall corporate
offer.
The significant elements of the supply chain include: the management of suppliers
(internal or external); Inbound logistics; Process logistics; Outbound logistics to
customers (and returns), and Customer management
SCM is about identifying the relationships internally and externally with each element
of the supply chain and between the elements comprising of the supply chain for a
product. It is particularly about identifying those uncertainties which affect both
performance and behaviour within the supply chain as a whole.
Course Objectives
This course focuses on understanding, management, and improvement of supply
chain processes. The major learning objectives of this course are:
 To develop an understanding of the supply chain and their interrelationships with
other business functions of a firm;
 To explore the different strategies related to supplier relationships, distribution,
outsourcing, etc.;
 To familiarize with important quantitative tools necessary to design and optimize
the supply chain;
 To develop a knowledge base for planning and managing material flow,
information flow, the people, the environment, and other issues that lead to
efficiency and high customer service levels.
 To evaluate the performance of existing supply chain & improvement there off.
 To develop an understanding of how coordination in the chain enables
organizational effectiveness
 To understand the strategic aspects of doing business with an efficient supply
chain mesh.
 To focus on supply chain innovations that can help firms in improving the service
level & minimizing costs simultaneously. These innovations are meant to improve the
performance on both these dimensions steadily
Programme Learning Goals covered through this Course
LG-3: Managing complex, uncertain business situations
Pedagogy
There is a strong emphasis on dialogue and student participation in discussion. To
get the most out of this course, students need to participate actively in these
discussions. Participation requires preparation before class, attendance in class, and
presentation of ideas to the class.
Students need to create a detailed Supply Chain Profile (SCP) of an organization.
The purpose of SCP is to make sure students understand the supply chain
management and how it is linked to efficiency and effectiveness. Through applying
the conceptual material to SCP, students will learn how to recognize business
opportunities and problems, acquire and interpret information effectively, develop
creative alternatives, consider the relevant constituencies, and make decisions that
consider short- and long-term outcomes.
The teaching methodology is aimed at active class participation as well as
participation in discussions of cases initiated by students as well as course
coordinator. Case analysis is an important tool for the course. The case analysis will
help to develop the ability to think strategically and solve problems. Students are
encouraged to take up and discuss pre assigned cases and analyze them by using
the tools of analysis introduced in the class.
Evaluation Components
End Term .............. ………………..40%
Quizzes …….…………………………30%
*Assignment (Supply Chain Profiling) …………………………….30%
Text Book / Reference Text
Text Book:
Sunil Chopra, Peter Meindl, D.V.Kalra, sixth edition, Supply Chain Management:
Strategy, Planning, and Operation, Pearson.
References
David Simchi-Levi, Philip Kaminsky, and Ravi shankar., Designing and Managing the
Supply Chain: Concepts, Strategies, and Case Studies (3e). McGraw- Hills.
Narayan Rangaraj, G. Raghuram, Mandyam Srinivasan, Supply Chain Management,
McGraw- Hills.
Jeremy F. Shapiro., Modeling the Supply Chain. Thomson Learning.
Bowersox D J and Closs D J, Logistical Management, McGraw Hill Edition, New Delhi.
Mohanty R P and Deshmukh S G, 2005, Supply Chain Management: Theories and
Practices,
Select web sources
www.apics.org (APICS Supply Chain council)
 www.ism.ws/ (Institute of Supply Chain Management)
http://www.createcom.8m.com/ (Supply chain management resources)
http://web.mit.edu/supplychain/ (MIT integrated supply chain management)
http://logistics.about.com/?once=true& (White papers on SCM)
Session Plan: (Each Session is for two hours)
Session Topic and Subtopics Reading
(with a brief description of what intends to be achieved) Reference/Cases
1&2 Understanding The Supply Chain SPK-1
Learning Objectives Case: MARICO
 Why is the supply chain important?
 What are the key supply chain decisions made by a firm?
 How has the supply chain evolved over the last century?
 What are the cycle & push/ pull views of a supply chain?
Content Structure
 Definition, basic concepts and need of Supply Chain
Management
 Historical Perspective- Evolution Of Supply Chain
Management
 Objectives of a Supply Chain
 Importance of a Supply Chain
 Decision Phases in a Supply Chain
 Process views of a Supply Chain
 Examples of Supply Chain
3, 4 & 5 Supply Chain Strategy & Performance Measure C: SPK-2,3 ;
Learning Objectives Reference Material
 What are the key supply chain performance measures? on Supply Chain
 How does supply chain performance affect financial Management
performance? Case: Zara and
 Why is it necessary to ensure a good fit of the business Benetton
strategy with the supply chain strategy?
 What are the different dimensions of customer service?
  How can the firm simultaneously reduce supply chain costs
and improve customer service?
Content Structure
 Introduction
 Achieving Strategic Fit
 Customer Service & Cost Trade-offs
 Concept of Efficiency Frontier
 Revenue Impact of Service Level
 Profit Impact of Service Levels
 Order delivery Lead Time
 MTS/MTO/CTO Supply Chains
 Push-Pull Supply Chain
 Implementing a Push-Pull Strategy
 Characteristics of Push-Pull portions of Supply Chain
 Supply Chain Responsiveness
 Form Postponement
 Logistics Postponement
 Functional and Innovative Products
 Efficient and Responsive Supply Chains
 Drivers of Supply Chain Performance
 Framework For Structuring Drivers
 Supply Chain Performance Measures
 Financial Measures
 SCOR Measures
 Linking Supply Chain & Business Performance
 Enhancing Supply Chain Performance
6&7 Sourcing Decisions In A Supply Chain C: SPK- 15;
Learning Objectives Reference Material
 How do firms take “make-versus-buy” decisions? on Supply Chain
 What is the underlying theoretical logic for “make-versus- Management
buy” decisions? Case: Bharti Airtel
 What are the costs and benefits of outsourcing?
  What should be the nature of the relationship with vendor
firms?
 How can a firm design its sourcing strategy based on the
purchase-portfolio matrix?
Content Structure
 The Role Of Sourcing In A Supply Chain
 Importance of Outsourcing
 Outsourcing Benefits
 Outsourcing Risks
 Make or Buy: The Breakeven Analysis
 Factors of Make versus Buy Decision
 Make versus Buy: The Strategic Approach
 Identifying Core Processes
 Business Process Route
 Product Architecture Route
 Market versus Hierarchy
 Economies of Scale
 Agency Cost
 Transaction Cost
 Integrative Framework of Market versus Hierarchy
 The Make-versus-buy Continuum
 Tapered Integration
 Collaborative Relationship
 Sourcing Strategy: Portfolio Approach
8&9 Planning & Managing Inventories in a Supply Chain SPK-10,11;
Reference Material
Learning Objectives
on Supply Chain
 What is the role of Inventory in supply chain? Management
 How do firms classify Inventory? Case: Optimization
 What are the components of cost which get affected by of Spares Inventory
inventory decisions? At Reliance Lt
  How can the firm reduce inventory in the organization?

 How do firms choose the optimal lot size and cycle inventory
while balancing the appropriate costs?
 What is the appropriate level of safety inventory under
demand uncertainty?
Content Structure

 Functions of Inventory
 Types of Inventory in the supply chain
 Inventory Related costs
 Classification methods for inventory control
ABC, FSN, and VED
 Inventory models
 Deterministic models
 Lot sizing for a single product
 All unit Quantity Discount model
 Probabilistic models
 Evaluating safety inventory for a given
cycle service level
 Inventory models for short life cycle
products
 Analyzing Impact Of Supply Chain Redesign on the
Inventory

10 & 11 Transportation in a Supply Chain Reference Material

on Supply Chain
Learning Objectives:
Management
 What is the role of transportation in a Supply Chain?
Case: Sabare
 What are the key transportation-related decisions made by a
International
firm?
 What are the main drivers of transportation decisions within
a firm?
  How do firms choose the optimum transportation mode
mix?
 What are the main transportation strategies used by firms?
How to choose the optimum transportation strategy?
Content Structure
 Drivers Of Transportation Decisions
 Transportation cost structure
 Impact of Product and demand characteristics on
System Stock
 Modes Of Transportation: Choices & Their Performance
Measures
 Choices Available
 Comparison of Modes of Transportation on Supply
Chain Performance Measures
 Devising a Strategy for Transportation
 Distribution Network Design Options
 Comparison of Distribution Network Design Options
 Cross Docking
 Transportation Strategies Followed by Retail Firms
 Tradeoffs in transportation design
12 & 13 Network Design & Operations: Facility Locations C: SPK-5;
Reference Material
Learning Objectives
on Supply Chain
 What is the role of network design and operations in supply
Management
chain management?
Case: Strategic
 What are the key factors that drive network design
Planning Model at
decisions? How do firms make optimal network design
BMW
decisions?
 How do firms make optimum supply chain operations
planning decisions?
 What are the different types of roles which facility can play
within a supply chain network?
 Content Structure
 Introduction
 Network Operations Planning
 Relevant Costs for Network Decisions
 Network Operations Optimization: Cost Minimization
Model
 Network Operations Optimization: Profit Maximization
Model
 Network Design Problem
 Network Design Model: Cost Minimization
Model
 Network Design Model: Profit Maximization
Model
 Performance Comparison of the Four Models
 Strategic Role of Units in the Network
 Strategic Role Framework
 Role Evolution Within a Network
14 & 15 Co-ordination in a Supply Chain C: SPK-17;
Reference Material
Learning Objectives
on Supply Chain
o What are the different stages of supply chain
Management
integration?
Case: Subhiksha
o What are the main causes of the bullwhip effect?
o What are the barriers to successful supply chain
integration?
o How do firms build successful partnerships in supply
chains?
o In what ways do industry initiatives like ECR, VMI &
CPFAR help firms in achieving supply chain
integration?
 Content Structure
 Lack of coordination and obstacles to achieve alignment
across the Supply chain
 Internal Integration
 Centralized System
 Decentralized System
 Hybrid System
 EXternal Integration
 Increase in Demand Volatility While Moving Up the
Supply Chain
 Bullwhip Effect: Demand Volatility & Information
Distortions Across Supply Chains
 Remedial Strategies To Counteract Demand
Distortions Across Supply Chains
 Supply Chain External Integration: Popular Initiatives
 POS & Vendor Management Inventory (VMI)\
 Efficient Customer Response (ECR)
 Collaborative planning, forecasting and replenishment
(CPFR)

Any Other Detailed Instructions / Information (optional)

Guidelines for Supply Chain Profiling (SCP) (Individual + Group Assignment)
Groups will be formed in the first/second class for the SCP work.
 All the reports must be submitted in soft copy.
 The maximum permitted batch size is 4-5 students.
 Report should be typed with 1-inch margin on all sides (Times New Roman,
12 font)
 Expected maximum number of pages should be 50 approx including
references
Suggestions on Organisation for SCP
The students can select their employer organization for the study. This is not a
project. It is creating a detailed Supply Chain Profile of an organization. Hence the
groups should focus mainly on collecting data regarding the elements of Supply
Chain for the selected organization. As it is a focused study, students are advised to
look at the possibility of getting the required data before finalizing the organization.
After the selection of an organization, changing the same mid-way may pose a
hurdle in completing the work. If any confidentiality about the organization is
required the same may be disguised for academic purposes and learning
Expected Points to be Covered in the SCP:
The profile built about the organization should briefly cover the following:
a) A paragraph or two about the industry in which the organization is operating,
covering its size, profits, practices, etc.
b) Discussion about the firm in terms of its management, products, markets,
competition, financials, etc in around two pages.
c) Details about the supply chain of the organization covering the elements and
linkages
d) Analysis of distribution flow across the organization and the business function
interfaces. You may use the quantitative data for the different stages in the flow.
e) Analysis of the inventory flow and policies of the organization including
control methods etc.
f) Performance evaluation of the supply chain using cost and other data. You
may offer suggestions to make the supply chain effective based on the analysis.
Such suggestions should stem from the analysis done in the previous sections rather
than based on their intuitions, experience, etc.
The work entails detailed data collection and using the concepts learned in the class.
The groups are encouraged to use charts, figures, diagrams, graphs etc rather than
make the profile as a narrative expression.
 EPGDIB (VSAT)
Term II (Dec 2019)
Strategic Management Course Credits: 03

Course Coordinator: Prof. K. Rangarajan

About the Course Coordinator

Dr. K. Rangarajan is Professor at IIFT. Currently he is heading the Center for

MSME Studies and also the Kolkata Campus of IIFT. He holds Masters in
Commerce with Management Specialisation and remained first class through out his
academic career. He holds University Rank for the top performance in his Masters
Degree. He has completed doctoral degree and has many research papers and articles to
his credit. He has guided six doctoral theses and actively involved in the research of
Global business Strategy. He is an Accredited Management Teacher (AMT) conferred
by All India Management Association and member of several professional bodies
including AIMM (Australia). His expertise includes Business Strategy and Strategic
Planning in general and internationalization of SMEs and Management of Trade
Support Institutions, including Trade Promotion Organisations. His areas of
interest are Organizational Restructuring, Corporate and Business Level
Strategies and Cluster Development. He has written more than ten cases which were
published and also carried out case analysis of various MNCs. He has almost three
decades of experience in teaching and consultancy which includes four years of industry
experience at middle level with MNC, three years in overseas university and one & a
half decade of post graduate teaching. He has widely traveled including UK, US and
Asia Pacific on various academic assignments. He has lectured on Strategic Issues of the
industry on various national and international forums and Associations and
Management Development forum. He has been faculty for many MDPs conducted for
the textiles and clothing sector. He is also served as National Expert for UNIDO,
Austria, ILO and Common Wealth Secretariat in different projects. He has
successfully executed Capacity Development Program for SMEs in Mekong
Countries, sponsored by Swiss Agency for Development and Coordination.
Under this project, the MSME Center of IIFT, conducted capacity development
programs for SMEs and other stake holders in Thailand, Vietnam, Cambodia,
Yunan Province of China, Lao, and Mayanmar till 2010. He is a member of CII,
Western Region in its Trade Policy Committee. He is also serving several
academic institutions and Industry associations in various capacities. Currently,
he is also nominated as an Independent Director in the Board of State Trading
Corporation. He served as adjunct faculty in MReS Programme of Lancaster
University, UK conducted in India.

22
 “Perception is strong and sight weak. In strategy it is important to see
distant things as if they were close and to take a distanced view of close
things.”

Introduction

The environment that the business organisation faces is increasingly becoming complex
and turbulent, so the need for management sensitivity to change is growing. A bag full of
management techniques alone cannot help the managers to cope up with such an
environment in steering the organisation to success. In this context the course in
Business strategy exposes the students to various strategic management tools and their
effective mix in the organisational functions so as to evolve business strategies to meet
the environmental challenges. It provides knowledge of operational options, methods
and strategies available to corporate managers operating in a dynamic environment.

Programme Learning Goals:

This course would measure the following Programme Learning Goal:

LG2: Innovative Thinking with Critical Analysis
2.1: Apply appropriate theories, models and tools to critically analyze the
problems/issues in international business situations.
2.1: Develop innovative approaches towards solving of given problems/ issues in
international business situations.

Course Objectives

To provide a comprehensive overview of the concepts widely employed in strategy

literature.
To equip students with sufficient appreciation of the various models and techniques
developed to facilitate understanding and relating to business strategy
To help students recognize the contingent and emergent nature of strategy
formulation at various levels
To highlight the implementation and control issues of business strategy

23
Course Requirements

This course demands Four P’s from the students:

Preparation; Participation; Presence and Pragmatism

The workload will be heavy. Required readings will consist of cases, selected articles
cited from leading journals and suggested reference books. Students are expected to read
the cases and other materials provided so as to participate actively in the e-classroom
discussions. Obviously, the participation of the students in e-classroom discussion will
be used for assessment under relevant evaluation component.

Teaching Method

There is a strong emphasis on dialogue and student participation in discussions. To get

the most out of this course, you need to participate actively in these discussions.
Participation requires preparation before class, attendance in class, and presentation of
your ideas to the class. You are encouraged to use the Chat Facility during the classes for
effective learning. The case analyses will help you to develop your ability to think
strategically and seek relevant set of decisions useful in a business situation. Through
applying the conceptual material to the cases, you will learn how to recognize business
opportunities and problems, acquire and interpret information effectively, develop
creative alternatives, consider the relevant constituencies, and make decisions that
consider short- and long-term outcomes. In addition, the case analyses will heighten your
awareness of the differences across national settings and provide you the opportunity to
utilize a repertoire of practical and theoretical tools. You will develop an appreciation
(and hopefully a greater tolerance) for ambiguity and alternative points of view, and you
will develop a greater sensitivity to the real-time demands for taking action in the absence
of complete information.

The sessions will be a mixture of lectures and case analysis. There will be cases to
understand the applications of strategic management tools. At the end of the session, a

24
full-fledged case will be given for group presentation. Moreover, the students are
required to prepare a Term Project and submit it before the End-term Examination.

Session Plan:

Module : Topics Sessions

Strategic Management – Basics 1
 Strategic Management Process
 Crafting a Strategy
 Levels of Strategy
Objectives:

 Understanding what is strategy and strategy process.

 Where is strategy formulated in the organization? What is the role of different
hierarchical and functional levels in strategy formulation?
 Understanding the concept of vision & mission and critical analysis of mission
statements.

External & Industry Environment II

 Constituents of External Environment
 Framework for Environmental Scanning
 Industry Analysis
Objectives:

 Components of external environment – what are the different segments of an

industry’s environment? And how should strategist scan the segments?
 Industry analysis – Understanding and applying Porter’s five forces model of
industry analysis
Internal Resources & Capabilities III

 Capabilities, core competencies & competitive advantage

 Value Chain Analysis
 SWOT Analysis
Objectives:
 Bringing out the relationship between resources, capabilities, core competencies
and competitive advantage
 Temporal nature of core competencies
 Using Value Chains for formulating strategies
 Using SWOT for identifying strategic directions
Business Level Strategies - I IV
 Cost & Differentiation Strategies
 BCG & GE Matrix
Objectives:

25
  Types of generic strategies; importance of generic strategies.
 How do organizations following different generic strategies differ in
practices that they adopt?

Business Level Strategies - II V

 SWOT & Strategic Options
 Strategic Groups
Corporate & Competitive Strategies VI & VII
 Integration & Outsourcing
 Diversification and M&A
 Offensive & Defensive Strategies
 First, Second & Late Mover Strategies
Future Challenges : Internationalization
Objectives:

 Identifying the different strategic options available at corporate level

 Understanding the tools used to analyse corporate and competitive
strategies
 Importance of strategic timing.: First mover, second mover and late mover
strategies

Course Materials

1. Handouts
2. Selected Cases
3. Reading materials from journals
4. Strategic Management: Creating Competitive Advantage, Dess, Lumpkin and
others, Latest Indian edition, Wiley India.

Recommended Books for Reading and Reference

1. Concepts in Strategic Management & Business Policy, Wheelen, Hunger &

Rangarajan, Pearson, Delhi 2006 ( Indian Reprint)
2. Exploring Strategy: Text & cases; Gerry Johnson and others; 10th edition, Person,
2016.

26
3. Strategic Management: An Integrated Approach; Hill, Charles & Jones, Gareth;
Houghton Mifflin, New York, 6th Edn., 2004
4. Strategic Logic; Jarillo, Carlos; Palgrave, New York, 2003
5. Strategic Management: Competitiveness and Globalisation; Hitt, Michael; Ireland, R
and Hoskisson, Robert; Thompson Learning, 2005
6. Modern Competitive Strategy; Walker, Gordon; 2nd Ed, McGraw Hill Intl., 2007
7. The New Strategic Management; Sanchez, Ron & Heene, Aime, Wiley, 2004
8. Crafting and Executing Strategy: Text & Readings; Thomson, Arthur & Strickland,
A.J; McGraw Hill, 2004
9. Strategic Management Concepts and Cases, Thompson, Arthur & Strickland, AJ.
TMH, 2001
10. Strategic Management, Saloner, Sheperd, Podolny. Willy, 2001
11. Strategic Management, Pitts & Lei. Thomson, 2002.
12. Wharton on Dynamic Competitive Strategy: George S. Day & David J. Reibsteim;
John Wiley & Sons, 1997
13. Competitive Strategy: Michal E. Porter;The Free press, 1998.
14. HBR on Corporate Strategy, HBSP, 1999.
15. “Strategy and the Business landscape”, Pankaj Ghemawat, Indian Reprint 2000,
Person Education.
16. Strategic Management-Strategy formulation & implementation: Pearce, A. John &
Robinson, B.Richard, AITB.
17. Corporate Strategies: Banerjee, P, Bani: OXFORD

Experiential Content
The experiential part of the course includes case review and analysis, discussion board,
on-line presentations, interactions with organization and preparation of Term Paper.

The experiential content is administered in two dimensions:

I. Case Review and Analysis (Group Work):

Each module of the course will be supplemented by case review and analysis. The
case review and analysis is a group activity where in each group will be given a case.

27
 The case shall be first of all updated for latest data/information and then analysed.
You are expected to use web resources for updation. One case will be given to two
groups for presentation of analysis. The members of the group will be randomly
called to make presentation on a scheduled date. The other groups will be
participating in the discussion to defend their ideas or views about the case. The case
review, analysis presentation and participation will form part of internal evaluation of
performance. The groups presenting the case should mail the soft copy of the
presentation and the updates, if any of the case to the course coordinator. Refer to
the handout on case analysis and presentation for guidelines.

II. Term Project (Individual Work)

This component is an individual component and will be forming part of formal

assessment. This Term Project should be submitted within ten days after the
completion of the last session for this course. This component offers you an excellent
opportunity to test your understanding of a particular business sector and also about a
particular firm which seriously done will help you in your career prospects.

For the Term Project you are required to observe the following steps:
1. Identify a sector which you want to analyse. The sectors may be Aviation,
Automobiles, Auto components, FMCG, Textiles, Energy, Pharma etc.
2. After identification of the sector, collect the relevant and recent reports
about the sector in terms of the performance of the sector, its outlook for future,
the major players etc. This will help you to do the External and Industry
environment analysis.
3. Identify a company forming part of this sector for internal analysis and
evaluation of its strategies. The company may be your employer.

28
In order to enable you to do the work better a format is provided in the course outline.
You may use the format for collecting relevant data about the Industry and the firm. But
do not fill the format and submit it as your report.

Assessment

The Performance of the Students will be assessed as follows:

Component Marks
Quizzes 2 : 20%
Term Project (LG 2.2) : 20%
Case Review and Analysis : 20%
(LG 2.1)
End-term (Open Book) : 40%

Cut-offs to remember

Quiz 1 - After Session 3 (Individual)

Quizzes 2 - After Session 5 (Individual)
Term Project Phase II - Within ten days after the last Session
(Individual)

Contact of Course Coordinator

The Course Coordinator may be contacted for Out of the Classroom discussion after prior
appointment, as follows:

Telephone (O): 033- 23572851

E-mail: rangarajan@iift.edu
krishrangarajan@gmail.com

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Detailed Guidelines for Term Project

Main Purpose:
The Term Project consists of Industry and firm specific monitoring of the enivironment
and preparation of a written analysis. Major goals of this exercise are to help you feel
comfortable understanding of business strategies and to help you integrate the course
concepts into a coherent framework. Accomplishing this educational goal is important to
any career path that requires higher-level managerial decision-making under conditions
of uncertainty. Based on the data collected by you, a comprehensive analysis of the
strategies adopted by the company can be made and which can also be critically
examined. Consistent with the objectives of your EPGDIB programme, we will focus on
companies facing intense competition especially due to WTO, liberalized environment
and the current global economic meltdown. A well-prepared report will include a
discussion of any relevant ethical and global issues facing the firm.

Format:
I envision a comprehensive Report that contains about ten to fifteen pages of text, but it
may be considerably longer when supporting exhibits (tables and figures) are included.
As the report is relatively short, a table of contents is not essential, however sub-headings
should be used. A suggested outline is provided below.
Title Page
Executive Summary
Introduction/Industry
External Environment
Industry Dynamics
Internal capabilities & resources
Additional Issues
Assessment of overall Direction
Conclusions
Exhibits (should include the relevant information from the news papers, articles from
business magazines, journals etc.)
References.

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Student Resources:
As a student of IIFT you have access to several excellent business research sources
through the library. Among others, these include India Trades, Prowess, India Stat, EIS-
CMIE, etc. Moreover you also have numerous industry specific sites and firm specific
sites. Use them to supplement the data you have collected through the print media.

Specific Guidelines:
Be sure to discuss strategies relative to- a) Company’s history and b) industry trends.
Also, be context specific as possible: What life-cycle stage is the industry in?, the
company in? What are the environment factors? What is the generic strategic option
pursued? How well the resources of the firm supports the strategy adopted? You can
also use the functional management tools studied elsewhere in the programme.

Section Guidelines:
Title page:

Should include Title (eg. Company X: Strategy Analysis); (by) author name; Course,
Roll No. (Ambarish Singh, EPGDIB (VSat) 2003-05, 52); (for) Course Coordinator,
Trimester.

Executive summary:

One paragraph synopsis of the topic and conclusions.

External Environment:

Introduction:

Introduce the reader to the company and industry.

Industry Dynamics:
Based on the data collected, identify the stage of the industry, the forces shaping the
industry, critical success factors for the firms in the industry, the business landscape etc.
Competitive Advantage:

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The sources of Competitive Advantage for the firm can be identified through the primary
data you collect about the firm. Try to see how well the firm utilizes the Competitive
Advantage and how far it is sustainable.
Competitive Reactions:

The Competitive Reactions, especially of the close competitors and the support/threats of
competitive forces should be identified. Also how the firm is tackling such reactions
though internal and external factors and strategic tools should be discussed.
Additional Issues:
There may be certain major issues specific to the industry/firm which may influence the
competitive strategy of the firm which is not covered by you in the above. Also you may
be interested to lay stress on some of the issues which are covered in the earlier sections.
Such issues in a different perspective may also be included in this section.
Assessment of overall direction:

In this section you can put together your assessment on the overall direction taken by the
firm in the given competitive situation. Also you can integrate the course concepts and
your practical learning in this section.
Conclusions:

Recommendations for management (supported by analysis in the paper).

One way to approach this section is to tie-in the conclusions made in each sub-section

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 Format for Strategy Action Update

Name of the Company :

Industry :
Market Share (Latest) :
Turn Over :

THE MISSION UPDATE:

1. What is the vision of the leader of the organization?

(Where is he taking organization in the long run?)

2. What core competencies need to be obtained?

3. What will the organization look like in five year’s time?

4. Is there any change in the Mission Statement of the organization in the recent past?
5. If yes, what are the circumstances which led to such changes?

THE EXTERNAL ENVIRONMENT UPDATE:

1. What are the most important economic factors in the organization’s domestic market?
2. What are the most important economic factors in markets abroad?
3. What are the most important political factors likely to affect the organization?
4. Which legal factors affect or could affect the organization?
5. Which current demographic trends may affect the organization’s workforce?
6. What are the trends in demand for the organization’s main services or products?
7. Is there any key political legislation which could affect your industry(ies)?

THE COMPETITION UPDATE:

Current Industry competitors

Under each category below, put in the names of companies or people where appropriate.
Regard this as a simple measure of your knowledge of the industry.

1. Which are the top performers in your industry?

2. Are there any other important national competitors?
3. Who are the strategically most dangerous people in competing organizations?

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4. Which are the important regional or local competitors?
5. Which are the current customers most likely to integrate backward?
6. Which are the current suppliers most likely to integrate forward?
7. Any organizations which might enter the industry?

STRENGTHS, NEUTRALS, AND WEAKNESSES OF THE FIRM:

Check each of the following categories in terms of it being strength, neutral, or a weakness.

Sometimes it helps to allocate a number from 1 to 5 indicating high (5), medium (3), or
low (1). Thus a Neutral with a 5 on it would be very close to Strength with a 1 on the
same category.

Organization function
Strength Neutral Weakness
Accounting skills (financial)
Accounting skills (management)
Access to finance
Business strategy
Corporate strategy
Cost structure of business
Distribution network
Divisional strategy
Entry barriers
Exit barriers
Information technology
Innovation
Lateral communication
Leader’s ability
Leadership in general
Loyalty of workforce
Management ability

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Manufacturing skills
Marketing skills
Organization structure
Products
Quality of brands
Quality of staff
Reputation in market
Reputation as employer
Relationship with government
Relationship regulator
Relationship with trade union
Relationships with suppliers
Research and development
Services
Selling skills
Technical engineering skills
Personnel administration
Vertical communication
Additional categories
(Relevant to your particular business)

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 SUMMARY OF SNW UPDATE

Select the top four strengths, neutrals, and weaknesses from your analysis on the previous
pages and set them out below with a brief note on how you might use, neutralize, or
improve the effects of each on the success of your firm is vis-à-vis competition.

The strengths
1. ___________________________________________________________
2. ___________________________________________________________
3. ___________________________________________________________
4. ___________________________________________________________

The neutrals
1.____________________________________________________________
2.____________________________________________________________
3.____________________________________________________________
4.____________________________________________________________

The weaknesses
1.____________________________________________________________
2.____________________________________________________________
3.____________________________________________________________
5. ___________________________________________________________

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 STRATEGIC MANAGEMENT
Note on Case Analysis

The Process:
Case Analysis and presentation is the effective pedagogical tool in strategy course. Each session
in your course will have a case and presentation by groups. The presentation groups will be
allotted later after receiving the group list from Program Office. The groups which are allotted for
presentation should mail the PPTs atleast a week before my scheduled class. The PPTs will be
uploaded from the studio by me and the Group/s will be randomly picked to make their on-line
presentation through ‘reverse-viewing’ facility available in the V-Sat platform.

Details Regarding Case Analysis

1. Read the case before the class and listen to the case presentation paying special attention
to issues and content that is strategically important.
2. Do some appropriate analysis of the case so that you are able to add value to the
discussion.
3. At the start of each case presentation, a brief facts of the case will be presented by the
group making presentation and I will also assist in highlighting the relevant issues in the
case.
4. At the end of the presentation, the presenting groups should highlight the learnings out of
the case.
5. After the case presentation, you are free to make your observations and comments.

I look forward to a lively and informative set of case discussions and urge you to come to
class well prepared for your roles in order to maximize the learning potential of these
exercises (both for yourself as well as the rest of the class).

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