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 PART-A INTRODUCTION TO STRATEGIC MANAGEMENT PART-B ORGANIZATIONAL DIRECTION, AND ENVIRONMENTAL INSIGHT PART-C STRATEGIC POSITION, AND STRATEGIC CHOICE PART-D STRATEGY IMPLEMENTATION & EXECUTION PART-E STRATEGY EVALUATION PART-F CONTEMPORARY ISSUES IN STRATEGIC MANAGEMENT Total SYLLABUS OVERVIEW: This course is in continuation of the assimilation of skills across functions, but the main focus is on developing the knowledge and skills used in crafting and implementing strategies. Strategies are developed considering the organization’s external environment and stakeholders’ objectives. Context and the internal capabilities of the organization figure the invention and evaluation of strategic options. Implementing strategy involves tools and techniques associated with it. Finally, the course requires the application of tools to assist in the evaluation of the performance implications of a given strategy.

10% 10% 15% 40% 15% 10% 100%

LEARNING OUTCOMES: On completion of this course, the students will be able to:  Comprehend the nature, significance and process of strategic management  Elucidate conceptual framework for strategic management  Understand and implement strategic planning and environmental analysis  Execute strategic position assessment  Perform strategy formulation  Lead strategy implementation  Evaluate strategy and implement controls  Recognize the impact of emerging issues in strategic management and develop strategies to deal with them

DETAILED CONTENTS 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 for Strat egi c Manag ement

WEIG HTAG E

 Pre-requisites for Strategic Management  Strategic Thinking and Conceptual Skills  Planning  Decision Making and Brainstorming  Ancillary Concepts and Approaches  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 1

WEIGHTAGE IN %

10

10

E n v i ro n m e n t a l A n a l y s i s

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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

4. Strategi c Position As s e s s m e n t

5. Strategy Formulati on and Choi ce

PART-C STRATEGIC POSITION, AND STRATEGIC CHOICE  Strategic Resources and Capabilities: their Quantum and Suitability  GAP Analysis and its Implications  The Value Chain Analysis, and Benchmarking     

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The Nature of Strategy Analysis and Choice 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  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

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6. Strategy Implement ation/Execut i on

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PA R T- D STRATEGY IMPLEMENTATION/ EXECUTION Nature of Strategy Implementation Analytical Insight into Relationship between Strategy 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 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

40

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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 BusinessChallenges of BI

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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

7. Strategy Evaluati on and C on t r ol s

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PART-E STRATEGY EVALUATION The Need for Strategy Evaluation 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 Contingency Planning

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 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 4

10

Strategi c Management

9. Other Emerg ing Issues in St rateg ic Manag ement

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    

 Any other issue / concern / consideration that may arise in due course of time, and becomes a part of the subject matter. TOTAL WEIGHTAGE

100

Recom m ended Bo oks & Othe r Re source s CORE READINGS TITLE

AUTHOR

Strategic Management Concepts & Cases Fred R. David Strategic Management Global Logistics and Supply Chain Management, 2e

Mary K. Coulter John Mangan, Chandra Lalwani, Tim Butcher, Roya Javadpour ADDITIONAL READING

Strategic Management, CIMA Study Text BPP UK Strategic Management- Study Text Kaplan Publishing

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PUBLISHER Prentice Hall /Pearson / Financial Times Prentice Hall International Wiley

BPP Kaplan Publishing