C H ARTE RED L E VE L

S T R A T E G I C M A N A G E M EN T (C - 4 )

GRI D WEIG HTAG E

PART-A
10%
INTRODUCTION TO STRATEGIC MANAGEMENT
PART-B
10%
ORGANIZATIONAL DIRECTION, AND ENVIRONMENTAL INSIGHT
PART-C
15%
STRATEGIC POSITION, AND STRATEGIC CHOICE
PART-D
40%
STRATEGY IMPLEMENTATION & EXECUTION
PART-E
15%
STRATEGY EVALUATION
PART-F
10%
CONTEMPORARY ISSUES IN STRATEGIC MANAGEMENT
Total 100%

SYLLABUS OVERVIEW: LEARNING OUTCOMES:

This course is in continuation of the assimilation of On completion of this course, the students will be
skills across functions, but the main focus is on able to:
developing the knowledge and skills used in  Comprehend the nature, significance and
crafting and implementing strategies. Strategies are process of strategic management
developed considering the organization’s external  Elucidate conceptual framework for strategic
environment and stakeholders’ objectives. Context management
and the internal capabilities of the organization  Understand and implement strategic planning
figure the invention and evaluation of strategic and environmental analysis
options. Implementing strategy involves tools and  Execute strategic position assessment
techniques associated with it. Finally, the course  Perform strategy formulation
requires the application of tools to assist in the  Lead strategy implementation
evaluation of the performance implications of a  Evaluate strategy and implement controls
given strategy.  Recognize the impact of emerging issues in
strategic management and develop strategies to
deal with them

DETAILED CONTENTS WEIGHTAGE IN %

PART-A
INTRODUCTION TO STRATEGIC MANAGEMENT
1. Nature, Significance and  Defining and Understanding Strategic Management
P ro c e s s o f S t r a t e g i c  Significance of Strategic Management
Manag ement  Financial Benefits
 Non-financial Benefits
 Strategic Management Process
2 . C o n c e p t u a l F r a m e w o rk  Pre-requisites for Strategic Management
for Strat egi c  Strategic Thinking and Conceptual Skills
Manag ement  Planning
 Decision Making and Brainstorming
 Ancillary Concepts and Approaches
10
 Innovation and Uniqueness
 Core Strategy, Competitive Edge, and Market
Position
 Visionary Outlook and Intuition
 Adaptation and Customer In terface
 Flexibility
 Refurbishment, Renewal and Revival
 Exploiting Emerging Opportunities
 Ethical and Social Issues
 Striving for Growth
PART-B
ORGANIZATIONAL DIRECTION, AND ENVIRONMENTAL INSIGHT
3. Strategi c Planning and  Meaning Strategic Planning 10

1
 E n v i ro n m e n t a l A n a l y s i s  Strategic Planning Considerations
 Strategic Intelligence
 Approaches to Strategic Plan ning
 Forecasting
 Scenario-based Planning
 Meaning of Environmental Analysis
 Need for Environmental Analysis
 Classification of Environmental Analysis
 Internal Environment Assessment
 Key Internal Forces including Management and
Employees & Workers
 Key Internal Factors including Organizational
Aspects, Finance & Accounting Aspects,
Marketing Aspects, Production/Operations
Aspects, HRM Aspects, Research &
Development, Management Information System
etc.
 Relationship / Interdependence among the
Functional Areas of the Business
 Operating / Business / Competitive Environment
Assessment
 Competitive Analysis: Porter’s Five Forces
Model

 General / Broad / Macro Environment Assessment

 Political Influence
 Economic Forces and Factors
 Social, Cultural, Religious and Demographic
Factors
 Technological Factors
 Legal and Regulatory Framework
 Environmental Forces
 SWOT Analysis

PART-C
STRATEGIC POSITION, AND STRATEGIC CHOICE
4. Strategi c Position  Strategic Resources and Capabilities: their Quantum
As s e s s m e n t and Suitability
 GAP Analysis and its Implications
 The Value Chain Analysis, and Benchmarking
5. Strategy Formulati on  The Nature of Strategy Analysis and Choice
and Choi ce  Understanding Strategy Formulation and Choice
 Devising Strategies VS Selecting Strategies
 Classification, and Types of Strategies
 Corporate Level Strategies, and BCG Growth-Share
Matrix
 Stability Strategies
 Growth Strategies, and Ansoff’s Product-Market
Grid 15
 Renewal and Revival Strategies
 Retrenchment Strategies
 Business / Competitive Level Strategies, and Michael
Porter’s Generic Strategies
 Cost Leadership
 Differentiation
 Focus
Other Strategies
 Adaptive Topology
 Product Life Cycle Strategies
 Functional / Operational Level Strategies
 Strategic Position and Action Evaluation Matrix
 Strategy Formulation Constraints

2
 PA R T- D
STRATEGY IMPLEMENTATION/ EXECUTION
6. Strategy  Nature of Strategy Implementation
Implement ation/Execut  Analytical Insight into Relationship between Strategy
i on Formulation and Strategy Implementation
 Approaches to Strategy Implementation
 Strategic Marketing and related Issues
 Comprehending Marketing
 Marketing Strategy: Nature and Definition
 Marketing Strategy Development& Choice
 New Principles of Marketing
 Modern Marketing Process
 Customer Relationship Marketing
 Information System and Strategy
 Strategic Information System
 Information Strategy
 Information Sources and Management
 Information for Planning and Control
 Knowledge Management
 E-Commerce and E-business
 Strategic Finance & Accounting Issues
 Raining funds to implement strategies
 Projected Financial Statements and Analysis
 Company Valuation
 HRM Concerns in implementing Strategies
 Production and Operations Concerns in cluding
Quality and Efficiency
 Research & Development Issues
 Annual Objectives &Policies
 Resources Allocation
 Organizational Structure and Strategy
 Restructuring and Re-engineering
40
 Pay for performance Strategies
 Change, and Change Management
 Introduction
 Triggers for Organizational Change
 Models of Change
 Force Field Analysis
 Managing Resistance to change
 Culture and Change
 Styles of Change Management
 Creating a strategy-supportive Culture
 Project Management
 Definition of project attributes
 Time, cost and quality project objectives
 The purpose and activities associated with the
key stages in project lifecycle
 Examples of the role of project management
methodologies in project control (e.g., PRINCE2,
PMI)
 Key tools for project management including
work breakdown schedule, Gantt Charts and
Network Analysis
 PERT Charts
 Scenario planning and buffering
 The contribution of project management
software
 Project structure including matrix structure and
their impact on project achievement
 The role and attribute of an effective project
manager
 The role of other key players in a project

3
  The role of management accountants in projects
 Managing key project stakeholders
 The lifecycle of project teams
 Leading and motivating project teams
 Logistics and Supply Chain
 Globalizations and International Trade
 Supply Chain Relationships and Strategies
 Logistics in Supply Chain operations (including
transport, procurement, inventory, warehousing
and material management)
 Information flows and technology
 Sustainable logistics and supply chain systems
 Emerging supply chain designs
 Business Intelligence
 Business Intelligence an Introduction:
Introduction, Definition, History and Evolution,
Business Intelligence Segments, Difference
between Information and Intelligence, Defining
Business Intelligence Value Chain, Factors of
Business Intelligence System, Real time Business
Intelligence, Business Intelligence Applications

 Business Intelligence Essentials:

Introduction, Creating Business Intelligence
Environment, Business Intelligence Landscape,
Types of Business Intelligence, Business
Intelligence Platform, Dynamic roles in Business
Intelligence, Roles of Business Intelligence in
Modern Business- Challenges of BI

 Business Intelligence Strategy and Road Map:

Introduction, Planning to implement a Business
Intelligence Solution, Understand Limitations of
Business Intelligence, Business Intelligence Usage,
How to make the best use of Business
Intelligence?, The Advantages of BI with Sales,
How can BI be used for the rescue?, Organization
Culture, Managing Total Cost of Ownership for
Business Intelligence, Total Cost of Ownership and
Business Intelligence, Managing the TCO of the
Business Intelligence, Factors that Affect Total Cost
of Ownership
PART-E
STRATEGY EVALUATION
7. Strategy Evaluati on and  The Need for Strategy Evaluation
C on t r ol s  A Strategy-Evaluation Framework
 Characteristics of an Effective Evaluation System
 Understanding Strategic Control
 Process of Strategic Control
 Measuring Organizational Performance
 Comparing Organizational Performance with
Plans and Standards
 Taking Necessary Action 15
 Contingency Planning
 Critical Success Factors Analysis
 Performance Measurement Matrix: Financial and
Non-financial Measures
 Budgetary Control Systems
 Performance Measurement System
 Business Unit Performance Evaluation
PART-F
CONTEMPORARY ISSUES IN STRATEGIC MANAGEMENT
8. Contemporary Issues in  Leadership Concerns and Team Building 10

4
 Strategi c Management  Use of Information Technology
 Innovation, Robust Systems and Lean Systems
 Risk Appetite of an Firm, and Strategy
 Business Ethics, CSR, Environmental Sustainability
and Governance
 Strategic Management in Non-profit Organizations,
SMEs and Government Entities
 Globalization, International Environment &
Operations and Strategic Management
9. Other Emerg ing Issues  Any other issue / concern / consideration that may
in St rateg ic arise in due course of time, and becomes a part of the
Manag ement subject matter.
TOTAL WEIGHTAGE 100

Recom m ended Bo oks & Othe r Re source s

CORE READINGS
TITLE AUTHOR PUBLISHER
Prentice Hall /Pearson / Financial
Strategic Management Concepts & Cases Fred R. David
Times
Strategic Management Mary K. Coulter Prentice Hall International
Global Logistics and Supply Chain John Mangan, Chandra Lalwani,
Wiley
Management, 2e Tim Butcher, Roya Javadpour
ADDITIONAL READING
Strategic Management, CIMA Study Text -
BPP BPP
UK
Strategic Management- Study Text Kaplan Publishing Kaplan Publishing