Course Syllabus

Course Information
Course Code : MGT702
Course Title : STRATEGIC MANAGEMENT

Course Planner : Dr. Rashmi Gujrati- 17670

Course Focus : Theoretical

Course L: 4 T: 0 P: 0 Credits : 4
Information: CA Category: A0203

Course Outcomes
CO Outcome Description Bloom
Level

1 Understand the strategic decisions that organisations make and have an Understand
ability to engage in strategic planning.

2 Explain the basic concepts, principles and practices associated with Remember
strategy formulation and implementation

3 Integrate and apply knowledge gained in basic courses to the Analyse and
formulation and implementation of strategy from holistic and multi- apply
functional perspectives.

4 Analyze and evaluate critically real life company situations and develop Evaluate
creative solutions, using a strategic management perspective.

5 Conduct and present a credible business analysis in a team setting. Apply

6 Understand the crucially important role that the HRM function plays in Create
the setting and implementation of an organisation’s strategy

Course Syllabi
Unit Chapter Title Topics Hours

Unit-I Strategic Definition, nature, scope, and importance of strategy; 12

management and strategic management (Business policy).
Strategic decision-making. Process of strategic
management and levels at which strategy operates.
Role of strategists.Defining strategic intent: Vision,
Mission, Business definition, Goals and Objectives.
 Environmental Appraisal—Concept of environment,
components of environment (Economic, legal, social,
political and technological). Environmental scanning
techniques- ETOP, QUEST and SWOT (TOWS)
Unit-II Internal Internal Appraisal – The internal environment,
Appraisal organizational capabilities in various functional
areas and Strategic Advantage Profile. Methods and
techniques used for organizational appraisal (Value
chain analysis, Financial and non financial analysis, 10
historical analysis, Industry standards and
benchmarking, Balanced scorecard and key factor
rating). Identification of Critical Success Factors
(CSF).
Unit- Corporate Corporate level strategies: Stability, Expansion,
III level Retrenchment and Combination strategies. Corporate
strategies restructuring. Concept of Synergy. Mergers &
Acquisitions. Corporate Restructuring.Business level 10
strategies—Porter’s framework of competitive
strategies; Conditions, risks and benefits of Cost
leadership.
Mid-Term Examination

Unit- Differentiation Differentiation and Focus strategies. Location and

IV and Focus timing tactics. Concept, Importance, Building and
strategies use of Core Competence. Strategic Analysis and
12
choice—Corporate level analysis (BCG, GE Nine
cell, Hofer’s product market evolution and Shell
Directional policy Matrix

Unit-V Industry Industry level analysis ; Porters’ five forces model.

level Qualitative factors in strategic choice.Strategy
analysis implementation: Resource allocation, Projects and
Procedural issues. Organization structure and
systems in strategy implementation. Leadership and 8
corporate culture, Values, Ethics and Social
responsibility. Operational and derived functional
plans to implement strategy.

Unit- Integration of Integration of functional plans. Strategic control

VI functional plans. and operational Control. Organizational systems 8
and Techniques of strategic evaluation

End-Term Examination

Text Books
SrN Book Title Author Edition ISBN Publisher

1 Business Policy & Strategic Kazmi A. 4th 978- Tata

 Management. 9339221836 McGraw
Hill

Reference Books
SrN Book Title Author Edition ISBN Publisher
1 Strategic Management: A. 13th  978- Tata
Concepts and Cases Thompson 0070495388 Mcgraw-
Hill

2 Strategic Management Rajeev M. 1st 978-93- Himalaya

Gupta 5299-202-7 Publication

Applicable MOOCs
SrN MOOCS Title Provider Start End Date Equivalence
Date

Applicable Guest Lectures, Educational Visits

SrN Guest Lecture Title Expert Mode Start End Date Venue
Date

Unit-I Strategic Definition, nature, scope, and importance of strategy;

management and strategic management (Business policy).
 Strategic decision-making. Process of strategic
management and levels at which strategy operates.

Role of strategists. Defining strategic intent: Vision,

Mission, Business definition, Goals and Objectives.

Environmental Appraisal—Concept of environment,

components of environment (Economic, legal, social,
political and technological).

Environmental scanning techniques- ETOP, QUEST

and SWOT (TOWS)
Unit-II Internal Internal Appraisal – The internal environment,
Appraisal organizational capabilities in various functional
areas and Strategic Advantage Profile.

Methods and techniques used for organizational

appraisal (Value chain analysis, Financial and non
financial analysis, historical analysis,

Industry standards and benchmarking, Balanced

scorecard and key factor rating).

Identification of Critical Success Factors (CSF).

Unit- Corporate Corporate level strategies: Stability, Expansion,
III level Retrenchment and Combination strategies.
strategies
Corporate restructuring: Concept of Synergy.
Mergers & Acquisitions.

Corporate Restructuring: Business level strategies—

Porter’s framework of competitive strategies;
Conditions, risks and benefits of Cost leadership.
Mid-Term Examination

Unit- Differentiation and Differentiation and Focus strategies.

IV Focus strategies
Location and timing tactics. Concept, Importance,
Building and use of Core Competence.

Strategic Analysis and choice—Corporate level

analysis (BCG, GE Nine cell,

Hofer’s product market evolution and Shell

Directional policy Matrix

Unit-V Industry Industry level analysis; Porters’ five forces model.

level analysis
Qualitative factors in strategic choice.
Strategy implementation: Resource allocation,
 Projects and Procedural issues.

Organization structure and systems in strategy

implementation.

Leadership and corporate culture, Values, Ethics and

Social responsibility.

Operational and derived functional plans to

implement strategy.

Unit- Integration of Integration of functional plans.

VI functional plans.
Strategic control and operational Control.

Organizational systems and Techniques of strategic

evaluation