BIRLA INSTITUTE OF TECHNOLOGY & SCIENCE, PILANI

WORK-INTEGRATED LEARNING PROGRAMMES DIVISION

Second Semester 2019-2020

Part A: Content Design

Course Title Strategic Management and Business Policy

Course No(s) MBA ZG611 / MM ZG611 / QM ZG611 / POM ZG611

Credit Units 4

Credit Model 1-1-2

Course Author ANNAPOORNA GOPAL

Course Objectives
No. Course Objectives

CO1 To develop the capacity to think strategically about a) the long term direction of the
organization, and b) its positioning & capabilities to achieve sustainable competitive
advantage

CO2 To understand and apply Strategic Management frameworks & tools to analyze,
formulate & implement strategies

CO3 To evaluate Strategic Goals Vs Results, Define processes & metrics to monitor and
improve performance

CO4 To integrate knowledge & experience to innovate and strategize in dynamic changing
business environment

Prescribed Text Book

T1 Wheelen, Thomas L. and J. David Hunger, Concepts in Strategic Management and Business Policy,
Pearson Education, 13th ed.

Reference Book(s)

R1 Azhar Kazmi, Strategic Management and Business Policy, Tata McGraw Hill, 3/e.

R2 Thompson, Arthur A., Peteraf, Margaret A., Gamble, John E., Strickland, A.J. and Jain,
Arun K. Crafting and Executing Strategy, McGraw Hill Education, 19e.

R3 Fred R David, Strategic Management – Concepts and Cases, Pearson, 13th ed.

Strategic Management and Business Policy First Semester 2019-20 1

Modular Content Structure

1. Module 1: Introduction to Strategy & Strategic Management

1.1. Session 1: What is Strategy?
1.1.1. What is/not Strategy
1.1.2. Pitfalls of Strategic Planning
1.1.3. Benefits of Strategic Management
1.1.4. Challenges to Strategic Management
1.1.5. Theories of Organizational Adaptation
1.1.6. Basic Model of Strategic Management
1.2. Session 2: Elements of Strategic Management Process
1.2.1. Basic elements of SM process
1.2.2. Levels of Strategies
1.2.3. Crafting Strategy
1.2.4. Strategic Decision Making
2. Module 2: Scanning the Environment
2.1. Session 3: Environmental Scanning & Industry Analysis
2.1.1. Environmental Scanning
2.1.2. Industry Analysis: Analysing the Task Environment
2.1.3. Porter’s 5 Forces Model
2.1.4. Synthesis of External Factors
2.2. Session 4: Internal Environmental Scanning
2.2.1. Resource based view of Organization
2.2.2. Core competence, Distinctive competence, Competitive advantage
2.2.3. Porter’s value chain analysis
2.2.4. Corporate Culture
2.2.5. Internal Factors Analysis
3. Module 3: Strategy Formulation
3.1. Session 5: Business Strategy
3.1.1. TOWS Matrix
3.1.2. Alternate Strategies using TOWS matrix
3.1.3. Porter’s Competitive Strategies
3.1.4. Industry Structure and competitive strategies
3.1.5. Competitive tactics, Offensive tactics, Defensive tactics
3.1.6. Cooperate strategies, Coopetive strategies
3.2. Session 6: Corporate Strategy
3.2.1. Growth Strategy
3.2.2. Diversification Strategy
3.2.3. Stability Strategy
3.2.4. Turnaround Strategy
3.2.5. Portfolio Analysis

Strategic Management and Business Policy First Semester 2019-20 2

 3.3. Session 7: Functional Strategy & Strategic Choice
3.3.1. Functional Strategy
3.3.2. Sourcing Decisions
3.3.3. Stakeholder priority matrix
3.3.4. Developing policies
4. Module 4: Strategy Implementation
4.1. Session 8: Organizing for Action
4.1.1. Developing programs, budgets, procedure
4.1.2. Structure & Strategy
4.1.3. Resource Allocation
4.1.4. Organizational life cycle
4.1.5. Strategic implementation and reengineering and six sigma
4.2. Session 9: Staffing and Directing
4.2.1. Staffing follows strategy
4.2.2. Retrenchment issues
4.2.3. Cross-cultural staffing
5. Module 5: Strategic Evaluation & Control
5.1. Session 10: Measuring Performance
5.1.1. Traditional Financial measures
5.1.2. Activity-based costing
5.1.3. Balanced Scorecard
5.1.4. Economic value added, Market value added
5.1.5. Strategy Auditing
6. Module 6: Strategy making in times of Change
6.1. Session 11: Strategies for Competing in International Markets
6.1.1. Porter’s Diamond of National Competitive Advantage
6.1.2. Strategic options to enter into international markets
6.1.3. Competing internationally
6.2. Session 12: Business Model Innovation in Technology
6.2.1. Product and process innovation
6.2.2. Innovation adoption curve
6.2.3. Disruptive innovation
6.2.4. Business model canvas
6.3. Session 13: Design Thinking as a Strategy for Innovation
6.3.1. Spaces of design thinking
6.3.2. IDEO design principles
6.4. Session 14: Value Innovation: Blue Ocean Strategy
6.4.1. Red Ocean v/s Blue Ocean
6.4.2. How to create blue oceans
6.4.3. Strategy Canvas
6.4.4. ERRC Grid
Strategic Management and Business Policy First Semester 2019-20 3
7. Module 7: Corporate Governance
7.1. Session 16: Corporate Governance, Business Ethics, Corporate Social Responsibility, Sustainability
7.2. Session 17: Analysing Strategic Issues in Dynamic Business Environment

Learning Outcomes:

No Learning Outcomes

LO1 Ability to Think Strategically and take decisions, execute plans & sustain competitive
advantage.

LO2 Reflect on strategic frameworks and apply them in practice situations to analyze,
evaluate and create value for customers

LO3 Strategic Leadership to build unique positioning & capabilities and shape the culture of
Innovation & Excellence

LO4 Knowledge & Preparedness to manage conflicting, uncertain & disruptive situations.

Strategic Management and Business Policy First Semester 2019-20 4

 Part B: Course Handout

Academic Term First Semester 2019-2020

Course Title Strategic Management and Business Policy

Course No MBA ZG611 / MM ZG611 / QM ZG611 / POM ZG611

Lead Instructor ANNAPOORNA GOPAL

Detailed Lecture Plan

Lecture List of Topic Title (ref to content Topic # (from Text/Ref Book/external resource
No. structure in part A) content structure)

1 Course introduction, Basic concepts, 1.1.1,1.1.2, 1.1.3, Michael E. Porter, “What is

Importance, Challenges to strategic
management, Basic model of strategic
management
1.1.4, 1.1.5, 1.1.6 Strategy?” Harvard Business Review,
1996
Collis and Rukstad, “Can you say
what your strategy is?” Harvard
Business Review, 2008.
T1 Ch. 1
Pre-recorded content/video
RL 1.1.1, RL 1.1.2, RL 1.1.3

2 Mission, Objectives, Levels of 1.2.1, 1.2.2, 1.2.3, Henry Mintzberg, “Crafting Strategy”,
strategies, Policies, Program, Budgets, 1.2.4 Harvard Business Review, 1987
Procedures, Strategic decision Bingham, Eisenhardt, and Furr,
making, Mintzberg’s crafting strategy, “Which Strategy When?” MIT Sloan
Pitfalls of strategic planning Management Review, 2011.
T1 Ch.1, R2 Ch. 2
Pre-recorded content/video
RL 1.2.1, RL 1.2.5, RL 1.3.1, RL
1.3.2

3 Environmental scanning, General 2.1.1, 2.1.2 T1 Ch. 4, R2 Ch. 3

Environment, Task Environment, Pre-recorded content/video
STEEP analysis RL 2.1.1, RL 2.1.2, RL 2.1.3

4 Industry analysis, Porter’s approach to 2.1.3, 2.1.4 Michael E. Porter, “The Five
industry analysis, SWOT analysis, Competitive Forces that Shape the
Strategic group Maps, Competitor Industry”, Harvard Business Review,
analysis, EFAS 2008.
McGhan, “How industries change?”
Harvard Business Review, 2004.
T1 Ch. 4, R2 Ch. 3
Pre-recorded content/video
RL 2.1.4

5 Resource based view of firm, Core
competence, Distinctive competence,
Competitive Advantage, Sustainable
competitive advantage
2.2.1, 2.2.2 C.K. Prahalad and Gary Hamel, “The
core competence of the corporation”.
Harvard Business Review. 1990
Collis, D.J. & Montgomery, C.A.,
“Competing on Resources”. Harvard
Business Review, 2008

Strategic Management and Business Policy First Semester 2019-20 5


6 Value Chain analysis, Porter’s Value- 2.2.3, 2.2.4, 2.2.5
chain model, Functional resources and
capabilities, Corporate culture,
Learning curve, IFAS, Dynamic
capabilities
7 Generating alternative strategies using 3.1.1., 3.1.2, 3.1.3
TOWS matrix, Porter’s competitive
strategies, Cost leadership,
Differentiation and focus strategies,
8 Issues in competitive strategies,
Industry structure and competitive
strategies, Competitive tactics:
Timing tactics, market location
tactics, Offensive tactics, Defensive
tactics, Cooperate strategies,
Coopetive strategies
9 Types of corporate strategy: Growth
strategy, Diversification strategy
10 Types of corporate strategy: Stability
strategy, Retrenchment strategy,
Portfolio analysis, BGC matrix,
Corporate parenting
11 Functional Strategy: Marketing
strategy, Financial strategy, R&D
strategy, Sourcing decision, Corporate
scenarios, Stakeholder priority matrix,
Developing policies
12 Functional Strategy: Operations
strategy, HRM strategy, IT strategy
13 Developing programs, budgets, and
procedures, achieving synergy,
Strategy and structure, Stages of
corporate development, advanced
types of organizational structures,
Organizational life cycle
14 Staffing, Staffing follows strategy,
Selection and management
development, Retrenchment issues,
Cross-cultural staffing, managing
Strategic Management and Business Policy First Semester 2019-20
T1 Ch. 5, R2 Ch. 4
Pre-recorded content/video
RL 2.2.1, RL 2.2.2
Case I: Mobileye: The future of
driverless cars, Harvard Business
Publishing, 2015
T1 Ch. 5, R2 Ch. 4
Case II: The Rise and Fall of Nokia,
Harvard Business Publishing, 2017
Pre-recorded content/video
RL 2.2.3
T1 Ch. 6
Pre-recorded content/video
RL 3.1.2
3.1.4, 3.1.5, 3.1.6 T1 Ch. 6
3.2.1, 3.2.2 T1 Ch. 7
Pre-recorded content/video
RL 4.1.1, RL 4.1.2, RL 4.1.3
3.2.3, 3.2.4, 3.2.5 T1 Ch. 7
Pre-recorded content/video
RL 4.1.4, RL 4.1.5
3.3.1, 3.3.2, 3.3.3, T1 Ch. 8
3.3.4 Pre-recorded content/video
RL 5.1.1A, RL 5.1.1B, RL 5.1.2
3.3.1 T1 Ch. 8
Pre-recorded content/video
RL 5.1.3, RL 5.14, RL 5.1.5
4.1.1, 4.1.2, 4.1.3, David A. Garvin, “Leveraging
4.1.4, 4.1.5 processes for strategic advantage”,
Harvard Business Review, 1995
T1 Ch. 9, R2 Ch. 10
Pre-recorded content/video
RL 6.1.1A, RL 6.1.1B, RL 6.1.2
4.2.1, 4.2.2, 4.2.3 T1 Ch. 10
News articles on “Layoffs in India’s
flagship IT sector” available online
Pre-recorded content/video
6
 corporate culture
15 Types of control, Activity-based
costing, Traditional Financial
Measures, Enterprise risk
management, Shareholder value,
Economic value added, Market value
added, Balanced scorecard approach,
Strategy maps, Strategic audit,
Benchmarking to evaluate
performance, Problems in measuring
performance, Strategic incentive
management
16 Why to go global, Porter’s diamond
of national competitive advantage,
Strategic options to enter into
international markets, Competing
internationally: Multidomestic
strategy, Global strategy,
Transnational strategy, Defending
against global giants
17 Product and process innovation,
Innovation adoption curve,
Technology sourcing, Categories of
innovation, types of business models,
Disruptive innovation, Business
model canvas
18 Concept, Spaces of design thinking:
Inspiration, Ideation, Implementation,
IDEO design principles
19 Concept, Red ocean v/s blue ocean,
how to create blue oceans, Strategy
canvas, ERRC grid, PMS Map
Strategic Management and Business Policy First Semester 2019-20
RL 6.1.3, RL 6.1.4
5.1.1, 5.1.2, 5.1.3, Kaplan and Norton, “Using the
5.1.4, 5.1.5 balanced scorecard as strategic
management system”, Harvard
Business Review, 2007
Kaplan and Norton, “Having trouble
with your strategy? Then map it”,
Harvard Business Review, 2000
T1 Ch. 11
6.1.1, 6.1.2, 6.1.3 R2 Ch. 7
Case III: Uber in China: Driving in
the Grey zone, Harvard Business
Publishing, 2016
6.2.1, 6.2.2, 6.2.3, T1 Ch. 12
6.2.4 Video:
https://www.youtube.com/watch?v=Q
oAOzMTLP5s
Johnson, “How Ford is thinking about
the Future”, Harvard Business
Review, 2018
6.3.1, 6.3.2 Tim Brown, “Design Thinking”,
Harvard Business Review, 2008
Videos: Design thinking explainer-
https://www.hbrascend.in/video/the-
explainer-design-thinking/
IDEO Design thinking-
https://www.ideou.com/pages/design-
thinking
Video Case: Aravind Eye Care
System- How low-cost eye care can
be world class-
https://www.ted.com/talks/thulasiraj_r
avilla_how_low_cost_eye_care_can_b
e_world_class
6.4.1, 6.4.2, 6.4.3, Kim and Mauborgne, “Creating new
6.4.4 market space”, Harvard Business
Review, 1999
Kim and Mauborgne, “Blue Ocean
Strategy”, Harvard Business Review,
2004
7
 Case IV: Patanjali Ayurveda Limited:
A Local Player posing threats to
Multi-nationals, ET Cases

20 Role of board of directors in strategic 7.1 T1 Ch. 2 & 3

management, Agency theory v/s Case V: Unilever’s New Global
Stewardship theory in corporate Strategy: Competing through
governance, Impact of Sarbnes-Oxley sustainability, Harvard Business
Act Corporate governance, Trends in Review, 2015
corporate governance,
Responsibilities of business firms,
Corporate stakeholders, Guidelines
for ethical behaviour

Experiential Learning I : Case Studies Detailed Plan

Case Study Case Study Objective Case Placement in

Case I: Mobileye: The future of
driverless cars
(Source: Harvard Business Publishing,
2015)
Case II: The Rise and Fall of Nokia
(Source: Harvard Business Publishing,
2017)
course
To examine how to build competitive Module 2; Session 3
advantage; to understand the dynamics of
pricing, and the tread-offs between margins
and maintaining market share
To understand the difficulties of sustaining Module 2; Session 4
a global strategy across time

Case III: Uber in China: Driving in
Grey Zone
(Source: Harvard Business Publishing,
2016)
The case highlights two important Module 6; Session 11
dynamics in the China market: the murky,
multi-level regulatory environment and the
dynamics of competition between local and
non-local companies.

Aravind Eye Care System- How low-
cost eye care can be world class
(Source: TED Video-How low-cost eye
care can be world class)
Case IV: Patanjali Ayurveda Limited:
A Local Player posing threats to Multi-
nationals
(Source: ET Cases)
Case V: Unilever’s New Global
Strategy: Competing through
sustainability
(Source: Harvard Business Review,
2015 )
To understand application of design Module 6; Session 13
thinking principles in delivering services to
masses at low-cost
To develop an understanding of how local Module 6; Session 14
player could become a threat to well-
established MNCs; to understand how to
beat competition in a price sensitive
industry as FMCG
To explore the nature of Corporate Social Module 7; Session 16
Responsibility, including its power and
limitations, and to examine sustainability
as a legitimate and viable corporate
strategy

Strategic Management and Business Policy First Semester 2019-20 8

Evaluation Scheme

Legend: EC = Evaluation Component; AN = After Noon Session; FN = Fore Noon Session

No Name Type Duration Weight Day, Date, Session, Time

EC-1 Quiz-I/ Assignment-I Online - 5% August 23 – September 01, 2019

Quiz-II Online 5% September 27 – October 6, 2019

Experiential Learning Online 15% November 01 – 10, 2019

EC-2 Mid-Semester Test Closed 2 hours 30% Sunday, 22/09/2019 (FN)

Book 10 AM – 12 Noon
EC-3 Comprehensive Exam Open 3 hours 45% Sunday, 17/11/2019 (FN)
Book 9 AM – 12 Noon

Syllabus for Mid-Semester Test (Closed Book): Topics in Lecture No. 1 to 10

Syllabus for Comprehensive Exam (Open Book): All topics including readings and case studies (Lecture
No. 1 to 20)

Important links and information:

e-learn portal: https://elearn.bits-pilani.ac.in
Students are expected to visit the e-learn portal on a regular basis and stay up to date with the latest
announcements and deadlines.
Contact sessions: Students should attend the online lectures as per the schedule provided on the e-learn
portal.
HBR articles: https://hbr.org/
An individual can access maximum 8 free articles per month after registering on the website
Evaluation Guidelines:
1. EC-1 consists of either two Assignments or two Quizzes. Students will attempt them through the
course pages on the e-learn portal. Announcements will be made on the portal, in a timely manner.
A write-up of upto 10 pages is expected to be submitted as part of Experiential Learning
evaluation component covering any four aspects about the organization/industry he/she is
associated with: (i) SWOT analysis, (ii) Corporate strategy, (iii) Product portfolio matrix, (iv)
Business environment, (v) Competitor analysis, (vi) Porter’s five forces analysis.
2. For Closed Book test: No books or reference material of any kind will be permitted.
3. For Open Book exam: Use of books and any printed / written reference material (filed or bound)
is permitted. However, loose sheets of paper will not be allowed. Use of calculators is permitted
in all exams. Laptops/Mobiles of any kind are not allowed. Exchange of any material is not
allowed.
4. If a student is unable to appear for the Regular Test/Exam due to genuine exigencies, the student
should follow the procedure to apply for the Make-Up Test/Exam which will be made available
on the e-learn portal. The Make-Up Test/Exam will be conducted only at selected exam centres
on the dates to be announced later.

It shall be the responsibility of the individual student to be regular in maintaining the self-study schedule
as given in the course handout, attend the online lectures, go through and take all the prescribed evaluation
components such as Assignment/Quiz, Mid-Semester Test and Comprehensive Exam according to the
evaluation scheme provided in the handout.

Strategic Management and Business Policy First Semester 2019-20 9

 Instructor-In-Charge

Strategic Management and Business Policy First Semester 2019-20 10