FORE School of Management, New Delhi

Course Outline
Programme: PGDM-27 / PGDM-IB - IMG-12 / PGDM-FM-1
Name of the Course: Strategic Management Credit: 3.0
Term: Term-2 Academic Year: 2018-19
Faculty: Prof. Anil Kumar Singh/Prof. Muqbil Burhan Office Contact No.:506/504
Email: anil.singh@fsm ac.in/
muqbil@fsm.ac.in

INTRODUCTION:

Strategic management the core element of any business course as it acts like glue that holds other
business subjects together. Effective SM can transform the performance of an organization, make fortune
for shareholders, or change the structure of an industry. Ineffective strategic management can bankrupt
companies and ruin the careers of chief executives. Strategic management is both a skill and an art. It is a
skill because there is a body of knowledge that can be learnt and techniques that can be used with greater
or lesser competence. It is an art because it deals with the future that is unknowable and with the hearts
and minds of people that transcend reason.

Strategic management skills are not only critical for those who have not made it to the top. Executive and
managers at earlier stages of their careers need to have an understanding of strategic management to
increase the value of their contribution in their present assignments. It can help them to master the
corporate jungle and to achieve individual career aims. It instills the habit of reaching an identified goal
by developing the necessary competence and seizing available opportunities. In short, an understanding
of strategy enhances performance and improves career prospects.

COURSE OBJECTIVES:
The objectives of the course are:
1. To introduce the participant to the concepts of strategic management.
2. Provide an understanding of
a. Formulation of strategy-the determinants and process
b. Variables which are detrimental in strategy formulation
c. Key challenges and concerns of business in light of changing business environment.
3. To develop
a. An integrative analysis process, to look at business problems holistically without being
prejudiced as being marketing, finance, HR etc. problems.
b. Analytical and conceptual skills in formulating strategy.
Thus by the end of the SM 1, one will:
 understand the nature of strategic management and its competitive and institutional
context
  Appreciate the strengths and limitations of strategic analysis, and how it fits into the
overall strategy process.
 Have mastered a range of methods and techniques of strategic analysis and have a clear
appreciation of their theoretical and empirical foundations, range of applicability,
qualifications and limitations.

TEXT BOOK:
Grant, M.A. (2010), Contemporary strategic analysis, John Wiley & Sons, Latest Edition (SIE)

REFERENCE BOOKS:

Wit , D.B., and Meyer, R., Strategy an International Perspective, Cengage, fifth Edition.

David, R.D., Strategic Management- a competitive Advantage approach, concept and cases, PHI, 14th
Edition.

Ghemawat, P. et al. (2004), Strategy and the Business Landscape – Text and Cases, Pearson
Education – Third Indian Reprint.

PEDAGOGY:
Lectures, case discussion, Hand-outs, role-plays, Assignments and project work. Cases, course material,
contents, sequence, essential and recommended readings may be changed/modified depending upon the
instructor’s evaluation of the progress and need of the class. Reading and preparation of the case carries
significant weightage in internal assessment.

EVALUATION COMPONENTS:
Preparation of case & Participation in Case Discussion 10
Group Projects/Presentations 20
Quiz/other narrative assessment (viva): 10
Mid Term 20
End Term: 40
Total Marks 100
 PGDM-FMG 27 (Section A, B & C), IMG – 12 and FM-1 Session Plan (2018-19)
Core readings Optional readings Case Expected
S. No Topic
Outcomes
Smith & Tushmann., Managing strategic Chatterjee, S., Simple Integrative
Robin Hood
Course Introduction contradictions Rules for Designing nature of this
1&2 Henderson, The origin of Strategy Business Models Shock and awe
Historical perspective course

Chatterjee, S., Delivering Desired Outcomes Grove, Andrews S., What is CA

Efficiently: the creative key to competitive strategic inflection point and how it is
Competitive advantage
3. strategy to be
and strategy
Michael Porter, “What is strategy?” HBR
interpreted

Stacey, Strategy as order How stake

emerging from chaos holders
Mintzberg, “ The fall and influence your
The Concept of strategy,
Peter F. Drucker, “Theory of Business”. rise of strategic planning”, strategy
understanding strategy
4&5 Donald C. Hambrick and James W. Fedrickson, HBR Jan- Feb 1994 Madonna
development,
“Are You Sure You have a Strategy?” Hamel & Prahalad,
expectation and purpose
Strategic Intent

Milton Firedman., The social responsibility of The linkages

Goals Values and
6 business is to increase its profits. Valuing among the
performance
Facebook three
Reeves, Love & Tillmanns, The S-C-P
The price of
Anita M. McGahan, How industries evolve Your strategy needs paradigm
Industry Analysis: The entry
Porter, How Competitive Forces shape strategy
7&8 fundamentals and allied The US Airline
Strategy Day and Moorman,
topics industry in
Strategy from outside-in
2012
 Collis and Montogomery, “ Competing on The strategic
Evaluating firm’s internal
resources”, HBR Harley- choice view
9&10 capabilities, the resource
Porter and Kramer., Creating shared value Davidson and associated
based view of the firm
drivers
The VRIO framework and Teece, Pisano & Shuen, Blue ocean
easyEmpire
its application, imitation Dynamic capabilities and and the firms
Barney, Firms resources and competitive Can Hybrids
and competitive strategic management resources
advantage Fly
11 dynamics in an industry,
Hamel and Prahalad, Strategy as stretch and Out of frying
implications of the
leverage pan
resource based view of
Cereality
firm
Business strategy and quest for competitive advantage Page 167-277 Text Book
Integration of
The analysis of various
12 Ghemawat and Rivkin, Creating competitive Air-Asia
Competitive Advantage schools of
Advantage
thought
Porter, Strategy and the internet Why strategies
Business strategies in Courtney, Kirkland & Vigurie, Strategy under Customers are not
13&14
different Industry context uncertainty Those Stupids common

Corporate strategy Page 293-411 Text Book

Prahalad, Core Competence Collins and Montogomery, Market

Corporate Strategies- Milco
Porter, From competitive Advantage to Creating Corporate structure and
15 Vertical integration and Industries
Corporate strategy Advantage hierarchies
scope of the firm

Markides, To diversify or not to diversify Corporate

Global strategies of
Campbell and Goold, Seeking synergies strategy
16-17 MNCs, Diversification EniSpa
Hamel, Doz & Prahalad, Collaborate with your
strategies. Managing the
competitors and win.
 multi business firm; Moore, Coevolution in Business ecosystem
M&As and Alliances
18 Presentations on project Assessing the
ability of
19 Presentations on project
students to
synthesize the
20 Presentation on projects
understanding

NOTE: Cases and reading material are indicative. Addition/deletion may occur as the course progresses.