I

Q.P. Code: 24666

Total Marks : 60 Duration : 3 Hours

• Question 1 compulsory and carries 20marks
• Answer any FOUR from the remaining questions

Q.1 A diversified company has five Strategic Business Units(SBU)

SBU Sales Market Relative

Growth Market Share
A 100Cr. 5% 1.33
B 150Cr. 6% 1.25
C 120Cr. 2% 1.30
D 110Cr. 3%
, ,. ~· 1. 15
E 125Cr. 4% 120

a. Write a note on BCG Matrix. (7)

b. Draw Product Port - folio Matrix(BCG) (i)

c. Define SBU (2 )
d . State difference between Market share and re lative ma rket (2 ;
share
e. Analyze and com·ment on the health of the organization (2 )
f. Strategize fo_r each S.B.U. (5 )

Q.2 Answer any two from the below (10)

a. Explain Differentiation as per Porter generi c strategies
b. As an Onlin~ aggregator o! 'To Stay' rooms identify key 'Differentiators·
to gain competitive advantage.
c. Explain the difference between cost leadership and cost reduction

Q.3 Answer any Two from the below (10)

a. Explain with an f:?Xample of your choice Porter Value Chain that will
improve your Margins by offering a strong Customer Value propositi on
b. Explain Porter's "Focus" as an effective tool to create a Niche for you r
firms offering .
c. Explain the phase" Stuck in the Middle"

Page 1 of 2

2AI6B7BF2EFCEAFF7D1 I IF4 8CBB3046B

 Q. P. Code: 24666

\
0 .4 Answe r any two from the below (10)
a. Identify key steps involved in the Strategic Management Process
b. Explain in brief each of the steps identified above
c. Explain th e process for a company dealing in high end premium bicycles

Q. 5 Answer any two from the below (10)

a. Explain McKinsey 7 S Model & various uses of this model
b. Identify and reason out the soft and hard aspects .a( the "S".
c Explain how the model can be used to address. gro~th, by BSNL.

Q.6 List the differences between

(10)
Blu e ocean strategy
Purple ocean strategy
Red ocean st rategy
Il lustrate with example.

0 .7 Write Short notes (Any 2):

(10)
a. PESTEL
b. SWOT Analysis
Mintzberg's 5 P's

Q.8 What are the challenges for Strategic management in (any TWO)
(10)
a. Globalization
b. VUCA environment
c Mergers and Acquisition

Page 2 of 2 r
 Q.P. Code: 24667

Total Marks : 60 Duration : 3 Hours

• Question 1 compulsory and carries 20marks

• Answer any FOUR from the remaining questions

Q.1 A diversified company has five Strategic Business Units(SBU)

SBU Sales Market : Ri lal ive.

Growth :Ma;ket Snare
22% -;, '._( 1.33
A 100Cr.
B 150Cr. 25% -- 1.2?
C 120Cr. 23o/o'' 1.30
..
D 10Cr. 24%.'~ -- :2Q:
--. f,Q
-
E ?Cr. '20%' 0.15

a. Write a note on BCG Matrix. · (7)

(2)
b. Draw Product Port - folio,~Mpt~i><{~CG) ·
c. Define SBU -~ _., ~. .' ~- - , . - (2)
(2)
d. State difference bet~.e'~h~~ ~:r:~~( sh_a·~;:j3_r.i~\r~ati~~~~ arket share
~ ~t.1:Jf .b.~~lt~.-~.f-,the_, 0_(--9l3n~ ation (2)
e. Analyze and comme.nt\>
f. Strategize for eacb S.B '.lf · " ·- · ' ,• - · - (5)

caused and (10)

Q.2 · What are the challenges ofthe VtJCA-er:ivironfneof?:-'1J:iy is it
What is its impact on Strat.egizir:i.g?

. . . (10)
Q.3 Answer any TWO
a. How will you do PESTEL aRalysis for a· S_oftware Development
company? ,
b. How SWOT can be used to analyse internal and external
environment? _
c. Use Ansoff m~tr:i~.:.a·0c;l~d·evel?p'"growth strategy for a cosmetic
company.
(10)
Q.4 What is core competen~e-?-Why an organization needs to have core
competence? Illustrate with example.
(10)
Q.5 Write a short note on Porter' s five forces model and Generic strategies.
Illustrate with examples.
(10)
Q.6 Write short notes on (any TWO)
a. Focus Strategy
b. Stuck in the Middle
c. Value Chain
I
45c 1BFB 1EA9cx~ ~m'l1 ~ 1DFF7 A935F40 I.
I
I
 Q.P. Code: 2466]

Q.7 A large Indian company has selected Backward integration as growth (10)
strategy. Comment on its appropriateness_from point of view of
a. Porter's generic strategies
b. Core competence
c. VUCA environment
d. Globalization

Q.8 Write a short note on (any TWO)

a. McKinsey 7 S model
b. Vision - Mission statements
c. Blue ocean strategy
d.· Mergers & Acquisition as growth -strategy
 Paper/ Subject Code: 57701 / Strategic Management c.';'_,'.:~">'. -- -~ -g ( 1r ( .2.... o I 8

M f'-1S .s ~ LU CC ho I ce_ ,f l,qsec:I ) 7'J o v , t):,b'-l-t/ e.'{1 ~ .

.~/J':.i~f<.:::· ;-.: , ·: .· '•
[ 3 Hours ) /X ~~~_if~J~t~arfks - :'60-]
Please check whether you have got the right questip~~ ~p~~( f /~; -~ -~:. .2...· 3 0 f 'l:J 5 .~ o
N.B: 1. Qt is compulsory and carries 20 marks. "'ec;;~~--->.:o-~/_~i :::-:::/~-<:· ,'_. · ·
2. Answer any four from Q2 to Q7 for 10 marks each. 5 ; __ / _-:- . ; ,._3~;-!f.//~:;'./c-;};;\
1. Case Study: .-~·)-r2j~-:~ t~;):;~~):_r_.i- -: ~.-:~:
Beauty & wellness in 2018: Brand identity, unique pfO~~ts~!J~ ~)h\~dli~h:y~· ·. · :
The beauty and wellness industry in India is boomitjt~~~t~a:;ti:efi!f~~ ~~~~~)t~~""for -·::1
growth in 2018. In fact, it is said to be growing twice ~ J{isf~:'~~e,f~ ~ir(il!~:-tfri!te~iS,:_t,a\¢~ ·-
and Europe. India is also the second largest consu~~ #i:;~Jf f~~--f ~P1f~~~r~~&:~~)i:~_._
K.PMG report, the size of India's beauty and wellJ:t~rs~Jn:ar~~t-:is;,e~P~ft~dJo :_to_µc~:~~ --~~z:3iZO .:
crores by 2017-2018. This includes the beauty pf~~J~ts~~~~~~~)~l'~i~< J{s~~fri~i*'~e~.-)_~, ·· ,
The Spa Association oflndia estimates t~~triiipa.ir(d\{sttj::i~'~~~~~JY:v.·i!il~d ,i:~'<?µ~d .
Rs. 11,000 crores and will continue to ~~t~~~}~~~th~~:~~~~~:~?n_,~d
gr~1~ti~~-s!:P}c~_~i~~J~
spa business together account for 31 ~ l'."-~enf~f° J
tne- QCil::siz~fqH},l e·<b~!lu-..ty~:al_l!i ', g.,e~lIJe:s s
market. The compounded annual growth:;r,~te~frn~::~'il\ty~:~ ~ ~J mli~:has :~.el!P~~),~#Jjeif
been around 18 per cent ,/· .: :'.;_.;,/ :-,:,.-:.: ·.~<:-·,<: :~)-,./ '.·; _<:·-~'. · -:. -: /:
_ ,'.-:- _r' · ·::.~-
Indeed, the beauty. businessjri1ri~i ~ !~~~t;9:~ij~~<t01(oi·~~b~(~ ;;~pe}iet f<l1rit>le in the
next five years. The herbal beai~i b.~µi~s~.:~ i ll ·conti~~~~'.tc:rdr-i:ve.:_t}i~-~~~b,~of'the beauty
1
industry in India in 2018. To~ay:awar§~es-~ qf~(uty,:pJ.:6 qu£$ ~ftr~~~-~W)s·at an all-time
high in India. There is greai~r>~war~ne~s~p,f~H~.'i rigr~ih~hi~::i~':t?rcidu.c~:aiid-customers make
. . .--.~?: _·,; : · -:· ~-~.' .:..,y ~::.~-. . . . ·,~ ,-: -~'";-:·..-_,_: ,.'' ,'{'· ~< / ··' ...., . . ,__ _
cho1cesbasedonth1skn0Yf.le<,tg~-• .._,_•:·,:-! \: _: :--:.-,.~ :·.··._.'._i~,i_. _(. :,. :·
This is attribute?·:\o\ e~p~~iit~ -~o::g!6B~;\r~Ji~~fitin);_~tspJ~~~bte·
incomes, changing
lifestyles, increasing:numt>·ef of'wqniert ip 'toe workf~r~e }ul~; s(j bn..:
The retail secto;·i~'iil~o-.:bp-q'mfo'g;·Nd\voriat.tfii'r¢igfi'.,G°blrt~~hie:s are targeting the Indian
market. Over thl !a~lie~S)eiu:s; 'tlie -ib~;~ty,~~i!fe§S -iri- moved to organised retail fbdi~-iial
sector, with tl_le -growdi
of.;~Qppt~gfa1tlfs,:if ilic~mitrq~~itt~$~ ~d:even Tier 2 cities. This trend
will cootinae -Ht:io·f it--;' ,.-··. c .:•<: i'•,·.- ' '· ··_,-:
_- /~7
:· -~ .:·_~: /

Branping ij·t,ebofu•irig~'oie a~njp~;}~iip~rtan.t.$b::is.brand identity. Beauty companies

have t~ -~Jfiv~·.t6r§eff.~{q9_~li'.fY:~~~~s9,:f~~~}~P:f
.it~1 ~~-demand for different products.
An.'im~riant;:f~atur~:i ~:th~~tr¢me,n (l~i)igtQ~~iof e-commerce, with Online stores also
beco~m~~J>:o pul~ ·s ~ei~_g _-~ e\ti~~\09$\)~ ~~!fy ·for cosmetic products. The internet has
chaJ1ge~ . tfie::\\(ay :~~ :pti:{~~'tpe~'s.<Jt::ts .\i~ii!na~ea
that India will be the fastest growing e-
co~e~-~1!1ifk~( ,c·( : '../ ~~c __-·:::, : ~;;~:,5'.)~::~\;/-
1

- · _, Selentifi~•1ecm,i•9u~~-;mef:·~(){itqt1]"e.~uty concepts are influencing the business, giving

ri~e to v~-. ~i~ti~~-,-of~~~Uo/:prqd~,ct~F Men's personal care and anti-ageing products are
- slated;for~gi'.o:wth.:;· ·> ·. · <>:~--_;··: ··;:-,._,-
_.-.A!t· ·'ihtp<>rtari(:~)ffi:lleh~~.~.'for > the beauty industry in 2018 will be the need for
-· · pr9fe:s~\9ri~l~( gu,1ifi~#.:~~~onn~{ -Beauty care as a service sector offers great scope for
· ~mpl9yiiren,t ~d-;_~Jit.rep!~li~lifsJtip for women. This is one area where government direction,
. assistari~e ~cfe:µco~~~ll,lCjit are needed It is necessary to learn about the market and make
-use o'f·ch~gjng:~9n~iti9i'{~/ like the internet, commercial advertising methods, e-commerce,
different :6usfoess -ni~e'.l,s; etc.
.. _ . . -~.1'<?9~¢i~~;iiu1/ ~i~ices are needed for the global market and this requires efforts at
· v~riQ~f l~V:e~.:f~~r~ts need to be explored. Presenting the products in a globally attractive
.•.:,, . ..- -
- - "' .

Page 1 ofJ

46D3B683026F7927DA 11 E960 l A883E40

 .
Pa pe r/ Subject Co de.. 57701 / Strategic M an ag em en t

manner is also essent1a . l l f th de ma nd s of the ·.

, a on g with kn. ow .
ledge o e glo ba l . ma rke t.
Government can prov,'de rt 1·n identifym k t tra de and pro mo tio
g ma ns .. .
suppo . . . br e s,ty nd we lln -. . . d
,
Skill deve lopment and vo f l tram mg m ea u a. ess ·ne ed .to be .gear~ ,,:not .
ca iona ~
only for the intematt.ona l k t but also to compete 'th int ern ati on al JT, iar.ket; . bu -·· ..
f also :to
mar e, . w1 ,
O t - . .
compete with internation b d 10
al ran s . the Ind ian market ur ra t l d't : on al Kn owled·ge 'of'}:i,erp .
al
healing is a real boon bu .
t it needs to be related to • . , d ._,· cl -te ch niq ue s - · · .. .
That is why a gr,eat deal mo dern cte1!1a~ _s .an :· .
of attention in 2018 has d · · · 'h d -
developme nt product inn to ,be d_tref te?.' towa~- s
ovation , improvement . ;·•, '· ·· ' k · · .-~e,~~ ar~ -. an .:
m qu~}lfy; m wi th mt ern at1 on
standards and' also co mb . . . . ~e _
pi~ g. · .. · · . . ·. · Th
a1
mm g trad1tlonal know led 'th. , dv an ce d sci en tif
overall outlook for 2018 ge w1 _ , a · ic tec hn iqu es , · e
is very encouraging, becau · · .- · · · 'd · tr.·, -.m In dia .... . •· ·
future . Je .t:he.b~a~_ty m ,U~ Y ha s a gr ea t
/ ··:· ··.' ·- ·- · · · .: •
Qu est ion s: · ·
l) With help of a diagram
explain Po rte r'i fi~e fo~_
ce:s model. , (06)
2) Analyse the Beauty & W
ellness it1d;_ ~ry_}n.l~~i~ u{~·gPo ~e'r 's Fiv e, F.
o rce s i1 ~_del. (07 )
3) Ex pla in your future strate
gy with'., lo~iG i r'y:o~ ~ ·er~
Company in India the CE O .of a .Be au ty.-&
· · >- - ··.·'
~;- .~:···:·~- ,·· .~ '. - ... . .~/·
-- · ·
·~ · : ·- ·
W ell ne ss (07 )
. · :__

N. B: 1. An sw er any two fr ~~ {a.::~:~t~)-ot:·e~c~·q·u

•'. •· ,·.• ,•.• ,._ .·~•::-~~;:~:_ -. •:.~I,;, . (estion.'., .
2. a) Ex plain Mc Ki nn ey ' s} S 1__ .'. ·,
fyi?d~~ 'j it~ a~f :s~?~l?l~
b) W hat are the conditions : e_x ~rri~le. .
·iry apply;ing ..Mc.Ki.nnefs. (05 )
c) What are the lim'itati o~s : ?!f Mo de l? . -
i~ applyin~·-Nt_c k:ihti~y•;~ (0 5)
. • ,' ::is M ~d ~l ?- , . .- -- , ...... . J, • - .... ~ ' .....: -

. .. ',.·
~ ...... . ~ ' .
.: -.. •'
(05 )
3. a) Explain GE Mafrix )Viti) ' .
. · ... 't - .. · ...... . '

'. ._: a sui_tabie:e~ample -frcmr

_. - -_ ' _· ,_:- _ _:,_. ~:-< ' : ·; -:,._- ":_ ,. . / ,' .
th.e sery1ees industrv
ft. ' , '

b) What is the in:\p~rt~nc e

of cr\teri~_w~ig~t~P:s ·fo
·.'appl_ic~aiion of GE Ma tri
. (05)
x an aly sis ?
c) What are limitati-~ns _ne (05 )
e~ -to be c~ hs iae tei wh ils
' rap ply ing GE Ma tri x an
-. aly sis ?
(05)
4. a) Expla in the ~e ·of ~ BC ; .
,( f~,fatri~ •ln any FMC'G company of your choice.
- -_ : ·~_, -~· :··. ,> . . "'.-
.· _·\ '-: __ ': .. :~~·
b) If a co mpany has i;nany (05 )
.ca~h eow~,~ d_relatively
strate gk foCl,lS adclre~s : less stars wh at sh ou ld the
. ., .:.-__--;. ·. ' ·~':: ~:;' co mp an y's
. . - ,. . . ·~ ~·. ... ..........-.
(05 )
c) Describe the lim itations
•
of a '
Matrix
~ •
acq
l • :

(OS)
5. a) Ex plain f3Iu ~ Ocf!an strate
gy with res pect to the ho
ex.ample. spita lity industry . Give
u suitable (OS)
b) Differentiat~ betwee n olu
c oceu n and red ocean
strate gies
c) What is purple ocean St~ (05 )
ategy?
(OS)

59305
Page 2 of 3

46D3 B683026F7927DA
11 E960 I A8 83 E
 Paper/ Subject Code: 57701 / Strategic Management

. · (05)
6. a) Explain Igor Ansoff growth strategy in white goods industry

Explain Market Penetration Strategy with an illustration (OS)

b)
./ ·:
-.. . :·, . (OS)
c) Differentiate between product v/s market development

7. Write short notes on Any Two:

(OS)
a) SWOT Matrix
.(05) .
b) VUCA
(OS)
c) PLC
. {OS)
d) PESTEL

. , '.

59305 Page 3 of 3
 1 Paper/ Subject Code: S770l / Strat I M 11,' rr, ~ 2 · 3 o -/ s:!, o
(J
cg c anagement J)<i/e , /
'-· f'1M S _5Q'rY) _---n-7' (Cho j t_·,,, rc:::,,.r,..,) . e),6 05 / .20 I q

I
.LLL "'-- --0"'1.>"" M/ z_o 11 e.x Cl rr, I

I 3 Hours ] I Total Marks : 60 I

. Please check whether you have got the right question paper.
N.B: 1. Ql ts compulsory and carries 20 marks.
· 2. Answer any four from Q2 to Q7 for 10 marlu each.

1. Case Study: UPL - Reaping the Harvest?

' UPL is a company only in name and headquarters. · It's actually one of the biggest
homegrown MN Cs. And the Shroff at its helm is no less layered. Over the course of a 25 year
acquisitional pursuit, Jaidev 'Jai' Shroff always wanted the last word, even if it meant walking
away from the negotiating table - be it over a valuation mismatch of just about $350 million
or an insisted - on deal exclusivity.
But he made waves off the field in the midst of the recent World Cup when, after some
frantic deal - making across the US and UK and even Moscow, he>tinally closed his biggest
and boldest corporate manoeuvre yet.
UPL's $ 4.2 billion buyout of Arysta Life Science - a company almost its own siz.e -
from Platform specialty products is transformational and could potentially throw up $5 billion
in combined revenues and $1.2 billi6n annual Ebitda. ·
Today, UPL is the fifth - largest agrochemicals and crop protection company in the
world, with 87% of revenues coming from an empire spanning 133 countries and 33
manufacturing facilities in 11 countries.
More importantly, Shroff has integrated all of them from market as diverse as Brazil and
Argentina to the US, Canada, France, Japan and Australia.
With Arysta, UPL will become among the most profitable agrochemicals companies
globally and the largest post - patents, getting access to new markets such as Eastern Europe,
Russia and Africa and growing in Europe and Latin America. Scale will also enable stronger
negotiating powers with farmers and trade channels. "UPL will also get access to fast -
growing segments of biosolutions and seeds treatment, where it does not have a presence;"
Alok'. Dalal and Alok Srivastava, analysts with CLSA, point out. Who can argue with such
synergies and the significant opportunity to drive revenue growth from a broader portfolio
and geographical presence and shared innovation capabilities?
UPL has been both, a price - setter and a disruptor, because of its command over supply
chain. Shroff is able to undercut prices of shift out of Chinese suppliers as a tactic and grow
market share. "If you combine Arysta's asset- light, R & 0- high business model with UPL ·s
low cost manufacturing and distribution, then in one shot, you are taking the competition right
into the tents of the big boys. With most of the ·large global corporations having a cookie -
cutter approacb to squeezing margins, a nimble, entrepreneurial company with deep customer
relations can become a happy alternative.
BUCKING TRENDS
UPL's story is unique in various ways. The company started in 1969 as a producer of
phosphorus - based industrial chemicals, import substitution being the prime driver. There are
several chemical companies today In India that are ·potentially at the same stage of product
portfolio evolution as UPL was four decades ago! But UPL graduated to an agrochemicals
focus, which helped with longer -term obje9tlves, "We understand the business. We have not
diversified beyond our core. We do take geographical risks but never financial ones or move
away from our knitting," says Shroff. Throughout the mid - 1990s, UPL concentrated on

'Pe:tfe-r - · 59306 Page 1 of 3

Gock.
B2S9 I2C30 IBFF34 7F IA28BC8B6687454
 .Pap er/ Sub ject Code: 57701 / S.tr~
· 't · ·. Ma nag em ent
. eg1c . ,
.. . .
(~

international, backed by manufactur

' ' d' '' We. soon rea liz~ d· we make mo
ing m ln ia . re mo ney
overseas and it's far more profita fi ,, h dds "We were really
ble . So we change d o~r 9c 9s,
business to business in the I 990s e. a ·. h Id W
uncl bu\\\ globa l s~a led plai)ts here
t9 service t e wor · e
visited India only in the 2000s· .
UPL has ai,tvays charted a differc11t • . .
course than peers li ke Rall:is. It was
· · , to beg in with,
the earl 1e.st 111\'e.sto r am ong Ind 1an ·
s ,or pro_duct registrations in regulated ma rke ts . .
· r
co111pa111c
With close to 6.0 00 rcgistratio11 s
in several global geographies, it
mor e than the re.st of the lnd ian has potentially investe d
playe rs com bined . Sm alle r player
and ti m e c-onsu mpt ion : it took UPL s wer e deterred by cap ital
abo ut three and a hal f years in the
hal f ~cars ,n Europe and more than US , four to four and a
five in Japan . " UPL understood the
m1e-gra11o n in agroch emi cals thro pow er of backwar,d
u~h out its jou rney," say s Vis hal Aga
~h ,, a Pha rma Che m, a sup plie r rwa l, ma nag ing dire cto r;,
to UP L. "ln som e yea rs, w hen it
~ se t - light. U PL con ti nue
bec ame fash ion abl e to .be ·
d its inv estm en ts in global man ufa
11 )ia,s emb ark ed on a mas
ctu ring cap abi litie s. Eve n now ,
sive cap ex . Arysta un ion stan ds
out , com ing as it doe s wh en mo
lar£e Indian com pan ies are stru ggl st
ing to man age their stra ined bala
. nv.. ards "'U PL is pro bab ly nce she ets or are loo kin g
t he only Indian com pan y to
hav e an inv estm ent grade gJobaJ
n.;~m e:s~ wn h top glo bal indu stry
ra nkings without sup por t from the
Eac h dea l has add ed a strate gi Ind ian par ent ent ity.
c piece to the puzzle ~nd to the ove
,.:~ !-.Vikram Shr off, Jai ·s bro the rall con fide nce leve ls,
r and exe cutive direc tor in cha rge
<1-nd HR If MT M in the U K v.as of day - to - day o per atio ns
the first i.nternational acq uisi tion
and the her bici de por tfo lio. Dcv , in 1994, to ent er Eur ope
rino l , gav e them a toehold in the US
Rice-co. a cro p foc use d ncqu isi and Jap an two yea rs later.
tion helped leverage global sale s
;l:._,mg pro duc t offe ring s to glo bal and mar keti n g net wor k in
rice marke ts while Reposo in Arg
~18 in Bn v il - the sing le larg ~st enti na and DV A Agr o and
country ma rket - gave mar ket acc
E,·e n tJ1cn, inte gra ting bit e - s ized ess .
acquisitions is far sim pler than mar
con trasaing cul ture s of simi lar size ryin g two diff ere nt
and sca le. Arysta built its agr och emi
•,~ &. A or Che m1u ra, Ag nph cals bus ines s thro ugh
ar and Arys ta Life Sciences - but
, 0 11::.o'.1da1e . As an ind ustr y play has only now been able to
er puts it, ·' People man age men t can
! :. ci~cp - poc kete d ri, mak e or bre ak this ." Even
als ,.., on' l &..ir tight and UP L nee
ds to cali bra te its strategy to deal
•.s 1i;; 1ndu s,i·:• Oux . !\ta n) v, o
uld eve n argue that Jaid ev needs wit h
- ac ~ t.hin kjn ~ scratc&) , b usin a pro fess ion al chi ef exe cuti ve.
ess dev elo pme nt and man ufac
-• • ,;~ 11,c ~ o r&d Al som
turi ng, mee ting stak eho lder s all
e !),cage, he will run out of bandwidth,
"sa ys ano ther family friend und er
-:-:1 tf\.t.1~ 111.m at 1.heir ov. n pe
ril. "
() u ti.ti () D'~ :

i J t,.i.,p !,it,,l.f1 Ao:,,0ff M;m ix.

2, A1~J) ./~ UYI . g,o wrh :>lratcgy (06 )
w,ing the lgo r Ans o ff matrix.
(0 7 )
}) l·, AV1 iul rbc- ad ►1it11cage) of M &. A
and how UPL applidd them . (l}7)

!''.B : I . Am wcr ttJ Y tw·t, frt> m(ii , h

,,,. c ) uf cur h cp1c!ltio11 .

l. a} EAp 1am Mdtmt--<y 'a., 7S M1H kl

1,•,1111 ,u1y 11u1h1h l~ t1"llll'IJ1 k (05 )
l.,) " /ha1 arc lhc too<M tnn-, 1n iii1p
l1/111~ Mc k1 111,ty"S 7H M Pdcl"! (05)
c) Wh at a1e 1he hmi tauo ns i,1 ttj>ply1
11~ Mc k1t11i.s y"& 7S Modol '! (05)

59306 Page 2 of 3

B25 9l2 00 I HHJ 471 IA 28BC8116

6 ~745 4
 Management
Pap er/ Sub jec t Code: 57701 / Strategic

. . (05)
3. a) Explain GE Matrix with a su1'tabl e example from the services industry
b) What is the importance of criteria weightages in application of GE Ma
trix analysis? (05)

c) What are limitations need to be considered whilst applying GE Ma

trix analysis? (05)

(05 )
able diag ram
4. a) Explain Porter's 5 Force Model with a suit of (05 )
del in Strategic Management and analysis
b) Describe the use of Porter's Five Force Mo
the mobile phone industry. (05 )
ng power?
c) What are the criteria for defining bargaini
(05)
a) Explain the use of a BCG Matrix in
any FMCG company of your choice.
5. companies (05 )
If a com pan y has man y cash cows and relatively less stars what should the
b)
strategic focus address. (05 )
c) Describe the limitations of a BCG
Matrix
(05 )
Blue Oce an strategy with respect to the hospitality industry. Give a suitable
6. a) Explain
example. (05)
b) Differentiate between blue ocean
and red ocean strategies
(05 )
c) W_hat is purple ocean Strategy?

7. Write short notes on Any Two : (05 )

a) SWOT Matrix (05 )
~
b) VUCA (05 )
c) PLC (05 )
d) BCG Matrix
 Pape r/ Subje ct Code: 57701 / Strategic Management ])qi<. ~ 2 8 { n fl i ( Cf
M f""'/.S ~ S em -.. ,,,➔ C/3 C~5) Cho 1a Bet.te...
,":m!. ~ 2' 6 0 -lo_ 5•3o ~
(

f}Jv-vtLm b e.--r 2-o ( <j

(3 Hours)

. [,t Note: (l) Ql. is compulsory and carries 20 marks

'~-;,
(2) Answer any '.our from Q2. TO Q7. for JO marks each.
1~1~F\ -
Ql. Read this case study and answer all the questions a), b) and c) Iist~d ,-
.- ...., ___. __ ,.._.,.. __ •--·-
i!ic(-(owns:-by fyla ~c~,2020,'a:s1f
Kia Motors India aims to add new sales outlets in smaller..; ~ities,f
second produ ct in India - the Grand C~r~lv.a;i'M
readie s to launch its - P/ ~- _:-- - _.- - ~ ._ ~
._.._.. .... ..
__ - _; .

- - Ii.

the Seltos and the automaker is looki ng

Kia Motors India is on a roll with the strong response received by
network. A report by PTI now states
at aggressively expanding its operations in India including its sales
ints in the country by the end of the
that the company plans to expands its sales outlets to over 300 touchpo
it is not well represented. The Korean
current financial year. The aim to enforce presence in areas where
in India's domestic passenger vehicles
auto giant is currently the fifth-largest carmaker in terms of sales

segment with just one offering in its product line-up.

ing and Sales, saying, "We started with

The report quotes Manohar Bhat, Kia Motors India - Head Market

260 odd touchpoints and now, we intend to increase the count

by another 50. There are certain areas like

Rajasthan. etc., where we are not very

the northeast, the northern part ofTelangana, Karnataka, western

well represented. So, we are looking to plug such gaps".

Kia Cars

new products are launched he

The company wants to be fully prepared in terms of the network before

added.

in order to reach out to prospective

:, _·~ The new sales outlets will be opened in smaller cities and towns
strong position as it works to bring in its
· : :.· customers. The new outlets will further help Kia maintain its
Expo. The automaker will be bringing in
· : second offering in India in February next year at the 2020 Auto
the Toyota lnnova Crysta, and will follow·-·
·-.:-·the Grand Carnival MPV to India next year, which will take on
its underpinnings with the Hyundai
.'.. : it up with the QYI (codename) subcompact SUV that will share

. _ · -~:- Venue.
·~ ..-:~-

new product to the market every six months .

-.·,-~: Kia Motors had previously announced that it plans to bring a
three years, all of which will be produced at
_. ·- _!he CC:,fT!pany has a.total of six new cars planned over the next

:)<~r~!iis? " < '.'',_. :·

Page 1 of 2

6AF53323CCA72AA1656134B5FAB63DEI
 Paper/ Subjec t Code: 57701 / Strateg ic Manag ement ; ~ -- _:.-~ ~~- :
...,_ -,-/ - ·,-
;._ -:- J ,_-;- ·~

the company's facility in _Anantapur, Andhra Pradesh. The massive production

plant has a capacity of three
lakh units and caters to both domestic and export demands.

Cun-ently, Kia India is meeting the demand for the Seltos compact SUV. The automak
er has garnered over
62,000 bookings for the model and has delivered over 33,000 units so far . The
waiting period around the
Kia Seltos stretches between six to eight weeks, depending on the variant. In a
bid to reduce the waiting
period, Kia also commenced a second shift at the plant producing arou nd 13,000
units every month, up
from 6500 units in the first month in a single shift. The vendors and suppliers too
have increased capacities
to address the demand .
•. , , ..1 -- • '
- •
·- -~~-/~•; - , .:-.. ""- : ··.-.. -":. ~_:-- ·r ..: °'• ,-.·-..:_~"
1. Explain with a suitable diagram Porter'._s.Fiv~ F~;~~i-M~a'ef "_, ··..,~- . . _,:· .:.
·: ·} '_._>~-- (7)
2. Analyse status of Kia Motors by applying)~oi-te?s ~f~e-Forces)Mod_er_ ·. -'i-~.-::: :::
'-· ~ ,- -~:·: .-:.. (7)
3. As CEO of Kia Motors in India wh_at _y.,o uld._be·yQur,mariagemeiit'. str~-t~gy
-for, ._the'·~o~ rig 2 years . (6)
-, '·. -: - 7"":.· .-,-~ .. - ,._, < ._ -~'- ":'- :~.. .--_.. ___..,
.- ' ' ., . ·.' , "'•,

. ~ .. , ,.. ... ·... -,. \,,.. :-- ,- ~~,:. ·.

Q2. Explain Mckinsey 's 7S Mod~] ;,,i_tlfany-stiital;>fe -~x,am;_l.e.
. - - r. . ;-,-, ., ,~-

Q3 . What is tbe difference.in :process ancj.,advantages between,:Sfpitegic Planning

and Operational Planing?

Q4 . Describe the use of GE Matrix as a tool in Strategic Mat;ia~einentand analysis

of the mobile phone industry.
. ._,:~ . ·._ -~-~ ~. :< ~ . ..
0

Q5 . What are the ..crilical s;omponents of~ good Manage01i~f )n'. f~f~ ation System?
. , - . ' - ··" ·-, - , _-;:: .- .
\ ,
Explain with a suitable example. ,

:, ' ,:.: .,:··:.:-(

Q6, Explain aJ?YJwo·.o f the follm0ng :· • .' , • _) . • • , ...... r ~-: _.. •

a) .Corporate.S9cial .Resporis"ibility . ,,.:-, ·, .·

b) VUCA . • C

c) .,.PESTEt: .

Q7 . Write short notes on any two :

a) SWOT Matrix
b) BCG Matrix
c) Balanced Score Card
d) Porter's Gentric Strategies

"!' " • •• -

·"-?-':: ~
'·,

Page 2 of 2
 raper t ~UDJecr Lo<1e: 577 Ul / ~trategic Management
yrr1 5 '5<2.~~ (c'10 '1c <L<-Bq.s e_~ Jqn 1029 exorr;
Duration: 3 Hrs. ._JlL,(.o'Jd Hc<.. / F 'Lo 2- 3>
Total Marks : 60

1· Question no. I , Case Study is compulsory and carries 20 Marks

Marks.
------ ________________ carry 10
(4) from Question no.2 to 7. Each _________________
2. Solve an y Four__________________ ,
__________________ _
0.1 Case Study
ln 1984, 18 year old M ichael Dell, a student of the Universi ty of Texas , Austin. set up PCs Limited, a
part time business in hi s dorm room to sel l IBM compatible computers built from stock components.
Dell started fo rm atti ng ha rd d iscs fo r personal computers, added additional memory, disc dri ves and
modems w ith IBM clones and sold them at 40% cheaper than that of the IBM machines. In 1985 , the
company move d up the va lue cha in and started to asse mble Dell branded PCs ('"Turbo PC'') instead of
upgrading th e mac hines o f other manufacturers . Within one year of its operation, the company posted
revenue of US $ 6 mn . inspired by the success of the company, Michael Dell dropped out of college in
J 986, to run th e business full time. During thi s time, he renamed the company Dell Computer

Corporation .
Dell presumed that customizati on, fas t deli very and lo w price would gi ve his company a higher profit
margin ove r IBM and HP . Contra ry to exi sti ng trends o f displ ay in g the produ cts in retail outlets or selling
th e m through middl emen , th e company deli ve red its products directly to the con sumers. Dell sourced
the components directl y from the manufactu rers. Jssemb led them according to customer specifications
and de livered them free of cost. I.nitia ll y. ir too k orde rs over telephone, followed by advertisements in
magazines and dailies and later from its e-co mme rce pla tfo rm ww w.dell. com .
In 1989, the company iss ued its first !PO. In 1992. r-o rrune 500 included De ll Computers in the league
of the world's best 500 co mpa ni es and ,\ I ic h.ii: I Dt.' 11 fea rurecl as th e yo ungest CEO. The company
forayed into the U.K, follo wed by Australi a and Japa n in 1993. lt se t up its own manufacturing faciliti es
in Limerick, Ireland to serve Europea n, Middle-eas t and Afr ican markets., Penang, Malaysia, Xiamen,
China, Eldorado, do Sul, Brazil and Texas and Tennessee , US . In I 999, Dell Computers overtook
Compaq and became the largest PC se ll er in the US.
Along with setting up manufacturing facilit ies in different markets, the company tried to improve its
products according to industry trends and consumer preferences . In 1989, it launched the notebook
computer, followed by the network server ( I 996), workstation sys tems ( 1997), network switches (200 I)
and projectors and printers (2002). In 2003, the company extended its product portfolio to the consumer
electronics market by launching flat panel TVs , Dell digital Jukebox, USB key drives and Windows
mobile powered PD As . In the same year, in recognition of its efforts at product extension , the company's
name was changed to ' Dell Inc .' The compan y marketed its products under different brand names to
different consumer segments. While OptiPlex, Latirude and Precision were targeted at medium size and
large consumers, students and small offices were identified as the target audience for Dimension,
lnsprion and the XPS Brand .
In January 2004, Dell entered into a technology partnership with Fuji, Xerox, Kodak and Samsung,
followed by a strategic partnership with Microsoft and Oracle Inc. It set up the Dell Enterprise Command
Center to support the server and storage customers in the region . 1n January 2005, the company entered
into a contract with Bombardier Recreational Products to supply technology products and services
throughout the global IT network.

1. Workout SWOT Analysis for Dell Corporation.

2. What kind of Growth & Expansion Strategies Michael Dell applied which made his
Organisation "Most Admired"?
32191 Pagelof2

E 887 841 891 0C883 FCCAC9085 t 7654023

 Paper/ Subject Code: 57701 / Strategic Management

Q. 2 Explain strategic management process. What is Vision? What is Mission? How is it important
for Organisations?

Q. 3 Explain Mike Porter's Five Forces Model with respect to any one industry of your choice.

Q. 4 Discuss Porter's three generic strategies, differentiation, low cost approach and focus for creating
a competitive advantage.

Q. 5 Explain Horizontal and Vertical integration with suitable examples.

Q. 6 Explain Growth strategies with Globalisation as a route.

Q. 7 Short Notes (Any Two)

I. Joint Venture
2. Horizontal and Vertical Integration
3. Strategic Evaluation and Control.
4. Managing VUCA environment
5. Restructuring & Turnaround
6. BCG Matrix

32191 Page 2 of2