School of Business and Management

CHRIST (Deemed to be University)

Course Plan

Program Master of Business Administration

Course Code & Name MBA 431: Strategic Management

Trimester Fourth Trimester; June - August 2021

Hours & Credits (1 Credit = 10 30 hours, 3 Credits

hours)
Course Anchor Dr.Elangovan N

Dr Elangovan, Prof Dilip Chandra, Dr Sonia Mathew,

Course Facilitators at – Bangalore Prof S.G. Rajashekaran, Dr Jayaprakash S, Prof

- Central Campus Laxminarayanan, Prof Sandipsen

Course Facilitators at – Bangalore Dr Kavitha Gowda, Prof S.G. Rajashekaran, Prof Amit
- Kengeri Campus Ray, Dr Sriram M
Course Facilitators at – Bangalore
Dr Jyothikumar
- BGR Campus
Course Facilitators at – Delhi -
NCR Campus
Course Facilitators at – Pune
–LavasaCampus
Dr Elangovan N,
School of Business and Management, Bangalore
Central Campus,
Course Anchor & Faculty Contact Christ (Deemed to be University), Hosur Main Road,
information Bangalore 560029
Faculty Cabin No 277 (Second floor), Ext No:
4012 9508

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Course Name: Strategic Management Course Code: MBA 431
Total number of hours: 30 Hrs Credits: 3
Course This is offered as a core course in the fourth trimester. The course aims to
Description
introduce strategic management principles to the participants. Additionally, this
course provides the participants with tools, concepts, and perspectives to
understand and develop businesses in varied industries.

Course  To enable students to recognise the importance of strategy in the

Objectives
business.
 To equip students to use tools to analyse the internal and external
environment of the business.
 To enable students to evaluate various strategy and make a choice of the
strategy
 To differentiate strategies at the corporate level
 To chose frameworks to measure the effectiveness of the strategy
implementation

Terminology** AACSB NBA

Program Learning Goals (PLGs) Program Outcomes (POs)
Program Learning Objective (PLO)
Course Learning Outcomes (CLO) Course Outcomes (COs)

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Progamme Learning Goals –Course Objective Matrix (AACSB)/ NBA
Sl.No CLO/CO RBT Unit CIA PLG PLO PO(Level)*

Identify various types of

strategy and the CIA1 PLG
1 3 1 PLO 2.1 PO1 (3)
importance in the CIA2 2
business context
Evaluate the impact of
internal and external PLG
2 5 2 CIA2 PLO2.3 PO2 (2)
environment on the 2
business
Select appropriate
business level strategy
3 under different 3 3 CIA 3 PLG5 PLO 5.1 PO4 (3)
environment (Domestic
and Global)
Analyse the impact of
challenges and
opportunities in the
4 4 4 CIA3 PLG5 PLO5.2 PO6 (2)
domestic and global
market on the corporate
level strategy.
Measure the
effectiveness of
5 5 5 CIA 3 PLG5 PLO5.3 PO2 (3)
alternate strategies post-
implementation

 When the correlation between CO and PO is more, the level is HIGH (3)
 When the correlation between CO and PO is medium, the level is MEDIUM (2)
 When the correlation between CO and PO is low, the level is LOW (1)

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 Course Mapping

Unit Unit details Week CO-PO Exercises Hours Pedagogy Resource/ Reference
number (starting per week (teaching-learning details
and end methods used)/
dates) activities and or
class trips/ dates
for assessment
Unit I Introduction 1 CO1- Reading: 1.5 Lecture and Chapter 1: Strategic
7 Hours PO1 HBR Article discussion Management Essentials (F.
Concepts, Nature, 1: Can you David)
Competitive Advantage, tell what your
Strategists, External strategy is?
Opportunities and Threats,
Internal Strengths and
Weaknesses
Strategic-Management CO1- 1.5 Lecture and Chapter 1: Strategic
Model PO1 discussion Management Essentials (F.
David)

Types of Strategies 2 CO1- HBR Article 1.5 Lecture and Chapter 4: Types of
Long term Objectives, PO1 2: How AI discussion Strategies (F. David)
Types of Strategies, will change
Integration Strategies, strategy
Intensive Strategies
Diversification Strategies, CO1- 1.5 Lecture and Chapter 4: Types of
Defensive Strategies, PO1 discussion Strategies (F. David)
Porter’s Generic Strategies,
Blue Ocean Strategy

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 Strategy Development 3 CO1- 1.5 Lecture and Chapter 1: Strategic
Processes PO1 discussion Management Essentials (F.
Intended Strategy David)
Development, Emergent
Strategy Development

Unit II Strategic Analysis CO2- CIA 1 1.5 Lecture and Chapter 5: Vision &
8 Vision and Mission PO2 discussion Mission Analysis (F.David)
Hours Analysis: Vision versus
Mission, Vision Statement
Analysis, The Process of
Developing Vision and
Mission Statements
Strategic Environment 4 CO2- 1.5 Lecture and Chapter 7: The External
Process of Performing an PO2 discussion Audit (F. David)
External Audit, The
Industrial Organization
(I/O) View, PESTLE,
Understanding risks and
uncertainties
Porter’s Five Forces Model, 5 CO2- 1.5 Lecture and Chapter 7: The External
Industry Analysis, Industry PO2 discussion Audit (F. David)
Life Cycle, Competitor
Analysis, Strategic Groups

Resources and Processes CO2- 1.5 Lecture and Chapter 6: The Internal
Process of Performing an PO2 discussion Audit (F.David)
Internal Audit, Resource
Based View, Integrating
Strategy & Culture,
Management, Marketing, 6 CO2- 1.5 Lecture and Chapter 6: The Internal

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 Finance and Accounting PO2 discussion Audit (F.David)
Ratios, Operations, Value
Chain Analysis, The
Internal Factor Evaluation
Matrix
Unit III Business-Level Strategy CO3- Case study: 1.5 Case discussion Learning Outcomes:
5 Bases of competitive PO4 Snapdeal.com Basic Competitor analysis,
Hours advantage, Sustaining competitor response; Firm
competitive advantage repositioning using simple
principles of competitive
advantage
Competitive strategy in 7 CO3- 1.5 Lecture and Chapter 6 – Business Level
hypercompetitive PO4 discussion Strategy (Johnson, Scholes
conditions & W)

Game Theory- Prisoner’s CO3- 1.5

dilemma PO4

Unit IV Corporate Level Strategy 8 CO4- 1.5 Lecture and Chapter 7 – Directions &
6 Strategic Directions, PO6 discussion Corporate Level Strategy
Hours Reasons for Diversification (Johnson, Scholes & W)

Value Creation and CO4- Case Study 1.5 Case discussion Chapter 8 – International
Corporate Parent, Portfolio PO6 2: L’oreal Strategy (Johnson, Scholes
Matrix – BCG, Porter’s & W)
Diamond Learning Outcomes:
Identification and

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 exploitation of global
business opportunities,
business challenges arising
from foreigners &
globalising a business; Get
acquainted with global
strategies
International Strategies, 9 CO4- HBR Article 1.5 Lecture and Chapter 10 – Strategy
Methods of pursuing PO6 3: discussion Methods & Evaluation
strategies, Reinventing (Johnson, Scholes & W)
your
Business
Model
Strategy Evaluation CO4- Case Study 1.5 Learning Outcome: New &
Methods, Turnaround PO6 3: Alibaba & Emerging Business
strategy, Model Innovation Future of Models, e.g. Alibaba’s
Business smart business – a tech-
enabled platform
Unit V Strategic Implementation CO5- HBR Article 1.5 Lecture and Chapter 10: Strategy
4 and Evaluation PO2 4: Improving discussion Implementation (F.David)
Hours The Nature of Strategy Strategic
Implementation Execution
Annual objectives, Policies, with Machine
Resource Allocation, Learning
Managing Conflict,
Matching Structure with 10 CO5- 1.5 Chapter 11: Strategy
Strategy, Managing PO2 Monitoring (F. David)
Resistance to change

The Nature of Strategy CO5- 1.5 Lecture and Chapter 11: Strategy

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 Evaluation PO2 discussion Monitoring (F. David)
Measuring Organisational
Performance: The Balanced
Score Card

Essential Reference:
1. David, F. R., David, F.R., & Kansal, P. (2018). Strategic Management: Concepts (16th edition). Pearson Education

Recommended References:
1. Johnson. (2013). Exploring Corporate Strategy: Text and Cases (7th edition.). Pearson Education India.
2. Grant, R. M. (2015). Contemporary Strategy Analysis, Eighth Edition, New Delhi, Wiley.

3. Hill, Charles W. L. and Jones, G. R. (2018). Strategic Management Theory: An integrated approach (10th edition.). Cengage Learning.
4. Hitt, Michael A, Hoskisson, Robert E., Ireland, R. Duane and Manikutty, S. (2012). Strategic Management. Cengage Learning.

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 ASSESSMENT OUTLINE
Component Description Units Maximum Weightage Total
marks
CIA1 MCQ 1 40 50% 20
CIA2 Mid-term (Embdded case 1&2 10/50 50% 25
study 10 Marks)
CIA3 Company Analysis 3, 4, 5 20 100% 20
Assignment
ETE ALL 50 60% 30
Attendance 5

ASSESSMENT DESCRIPTION

CIA-I MCQ – 20 marks

40 MCQ covering Unit 1 (RBT 3)

Submit it in Google form

Submission Deadline:

CIA 2 – Mid Term exam

Components of CIA-II 25 Marks

Mid Term Exam Syllabus: Unit I, II

Pattern
 Section A – Answer any four out of six (4X10=40 marks)
 Section B- Case Study Compulsory Question (Embedded Question) (1X10= 10
marks) The case on Industry Analysis will probably be given.

The student is expected to write on the following areas in the case study:

 Appraise the industry factors (3 Marks) (list of industry factors can be found
in the text)
 Identifying Key Success Factor for the industry (3 Marks) (Number of key
factors possible will be based on the case study given)
 Suggestions to protect their position (3 Marks) (Possible solutions emerge
from the case – identified by the board)
 The structure of writing is clear with appropriate sections (1 Mark)

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CIA II Rubrics

Program
Learning PLG 2 -Functional Knowledge and Application
Goals
Program
PLO 2.1 Identify the context of the business problem (RBT3); PLO 2.3
Learning
Evaluate the business environment (RBT 5)
Objectives
Total
10 Marks Embedded in Total 50 Marks
Marks
Criteria / CO Excellent Very Good Good (3) Average(2) Needs
Weightage/ -P (5) (4) Improveme
PLO O nt(1)
Appraise CO Identifies Adequately Moderately Identified Identifies
the industry 1- and identifies identifies industry and
factors. PO understands and and factors in understands
(PLO 2.3, 1 all the understands understands the case none of the
RBT industry the industry the industry study is industry
5)(30%) factors in factors in factors in inadequate. factors in
the case the case the case the case
study. study. study. study.
Identifying CO Identified allIdentified Identified Identified Did not
Key 2- possible majority some less than identify any
Success PO key success (70% to (Above 50 50% of key relevant key
Factor for 2 factors and 80%) of the %) of the success success
the industry are relevant key success key success factors and factor.
(PLO 2.1, factors and factors and are relevant.
RBT 3) ( are mostly are relevant
30%) relevant
Provide CO Recommend Recommend Recommend Recommend No issues
recommend 2- ation cover ation cover ation cover ation cover identified,
ation to PO all the key adequate a reasonable inadequate and an
protect their 2 issues with a number number key issues Incomplete
position method to (70% to (Above 50 (Less than Recommend
(PLO 2.3, protect the 80%) of the %) of the 50%) with ation to
RBT 5) companies key issues key issues a method to protect the
(30%) position with a with a protect the companies
method to method to companies position
protect the protect the position
companies companies
position position
Structure of CO The writing The writing A few A few There is no
writing 1 is well is properly sections are sections are structure in
(10%) PO structured structured presented presented writing. No
1 with an with an and are and are not sections
Summary, Summary, appropriate appropriate such as
Problem, Problem, and in- lacks depth. Summary,
Alternatives, Alternatives, depth. Problem,
evaluation, evaluation, Alternatives,

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 recommend recommend evaluation,
ations and ations and recommend
conclusion. summary ations or
The content /conclusion. conclusion
is Lacks depth are
appropriate identifiable
and in-depth
*Weightage (Levels) can vary depending on assignments

CIA 3 – Title
Components of CIA-III 20 Marks

Company analysis - Individual Assignment - 20 Marks

Choose one global company

By going through the annual report, company website and news, identify the challenges and
opportunities for the company globally. Analyse how these challenges and opportunities
impact the company locally and globally (Divisional level and corporate level). Evaluate how
the company has an alternative strategy for a different country based on the local
environment.
Submission: Word document (1000 to 1200 words)

Criteria for evaluation

 Identification of the challenges and opportunities for the company globally.

 Analysis of the impact of challenges and opportunities on divisional and corporate
level strategy
 Apply tools and techniques like BCG matrix, bowman’s clock, blue ocean strategy for
mapping the opportunities to strategies.
 Evaluation of how the company has an alternative strategy for a different country
based on the local environment.

Submission of Documents: Google classroom link

Submission Deadline :

CIA III Rubrics

Program PLG 5 Global Awareness

Learning
Goals
Program PLO 5.1 Identify challenges and opportunities through global perspective
Learning (RBT 3)
Objectives PLO5.2 Analyse the impact of challenges and opportunities on local/
national and global business communities (RBT 4)
PLO5.3 Evaluate alternatives to operate effectively in a multi-cultural
economic and legal environment (RBT 5)
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Total Marks 20 Marks
Criteria / CO- Excellent (3) Satisfactory (2) Needs
Weightage/PLO PO improvement (1)
PLO 5.1 CO3 Identify challenges Identify challenges Identify vague
Identify – and opportunities and opportunities challenges and
challenges and PO4 with detailed with limited opportunities and no
opportunities background background background
through global information information information
perspective
(PLO 5.1, RBT
30) (30%)
Analysis of the CO4 Analyse the impact Analyse the impact Analyse the impact
impact of – of challenges and of challenges and of challenges and
challenges and PO6 opportunities using opportunities using opportunities using
opportunities appropriate appropriate inappropriate
on divisional techniques with techniques with techniques
and corporate- strong arguments weak arguments
level strategy
(PLO5.2,
RBT4) (30%)
Evaluate CO5 Detailed evaluation Minimal evaluation Evaluation of
alternatives to – of alternatives and of alternatives and alternatives is vague
operate PO2 recommend relevant recommend partially and recommends
effectively in a solutions relevant solutions inappropriate
multi-cultural solutions
economic and
legal
environment
(PLO5.3, RBT
5) (40%)
*Weightage (Levels) can vary depending on assignments

Prepared by
(Faculty in-charge) Reviewed by Approved by
Elangovan HoD

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