SBM-NMIMS: COURSE TEACHING PLAN

Assurance of Learning AOL Specific

Course
Code
Course
Strategic Management (SM)
Title
Mumbai Campus: Dr. Bala Krishnamoorthy, Dr. Sayantan Khanra, Dr. Alaknanda
Menon,Dr. Divakar Kamath, Dr. M.K. Satish, Prof. Subhashish Mazumdar

Bangalore Campus : Dr. Neelima

Course
Hyderabad Campus: Dr. Madhurima, Dr. Dileep
Instructors
Indore Campus : Dr. Akshay

Navi Mumbai Campus: [Link]

Credit
3 Credits
Value
Programme
& MBA Core, Trim. III (2024-25)
Trimester
Pre- Fundamental Concepts of Industry and Competitive Landscape Analysis, a course offered
requisite in Trim. II of 2024-25

CLO1. To develop the capacity to think strategically about a company, its present
business position, its long-term direction, its resources and competitive capabilities, the
caliber of its strategy, and its opportunities for gaining sustainable competitive advantage
globally. (PLO 2c)
Learning CLO2. To build skills in conducting strategic analysis and evaluating strategic options in
Objectives a variety of industries and competitive situations and, especially, to provide a stronger
understanding of the competitive challenges of a global market environment. (PLO 2b)
CLO3. To develop an ability to integrate different functional aspects, external and
internal scenarios, and new trends to bring about a sustainable organizational strategy in
different firms across industries. (PLO 3c)
The student should be able to
Learning 1. Develop an understanding of the factors contributing to the survival, growth, and
Outcomes competitive advantage of the firm locally and globally.
(Must be
2. Develop specific skills in strategic choices made by companies and decision-making
connected
capabilities.
to Learning
Objectives) 3. Evaluate the role of leadership in managing the tradeoffs between short-term survival
and long-term success in the marketplace
Strategic Management provides a holistic perspective of the firm, cutting across different
spectrums of business and management. The locus of strategic management connects the
industry and competitive environment within which a firm operates, the resources,
Course capabilities, and competencies it possesses, and its prospects for obtaining sustainable
Description competitive advantage.
The objective of the course is to explore basic concepts and tools of strategic analysis,
the role of strategic management in achieving superior business performance, and to drill

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 in the methods of crafting strategy. Participants in this course will experience how various
pieces of the business puzzle fit together and why the different parts of a business need to
be managed in strategic harmony for the organization to operate in a winning fashion.

Specific assessment AOL

3 Credits CLO 1 CLO 2 CLO 3
methods Instruments (*)

Case Analysis 20 Rubric 1 5 5 10

Class Activities 10 Rubric II 5 5

Class Participation 10

Evaluation Group Project 20 Rubric III 10 10

Pattern
Embedded
Final Exam 40 15 10 15
questions
Total 100 20 30 40

*AOL Assessment Instruments:

 Embedded Questions: Case Analysis, Class Activities, Class Participation
Final Examination (case-based or caselet based)
 Rubric: Case analysis,Group Project Presentation, Class Activities

Session Plans
Textbook pages / Details of pedagogy & Learning
Session Topics
Articles / Case Studies outcome

MODULE 1: INTRODUCTION TO STRATEGY

Discussion on
Compulsory Pre-read:
 Strategic intent
 Article: Don't Confuse Strategy with
Lofty Goals (HBP - H071O5)  Mission, vision, core values
Introduction  Textbook – pp. 10-17  Evolution of Strategic
1 to Strategic Management
Management
Asynchronous Learning Component LO: To understand the concepts of
strategic intent and classical strategic
 Article: Does Elon Musk Have a
management theories
Strategy? (HBP - H075BN)

Discussion on
Compulsory Pre Read:
 Scenario planning
Case 1: Roku 2021- 721480-PDF-ENG  Strategic Decision making
(HBS)- May 2021  Staretgic Leadership
Strategic  Case analyis
2
Planning Text Book: Pg 26 -33
LO: To understand the concepts of
Asynchronous Learning Component strategic planning and basics of
strategic planning g importance in
organisations
 Article: The Hard Questions to

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 Ask When Planning Your Strategy
( HBP- Product #: H07YE1-
PDF-ENG)

Discussion on
Compulsory Pre-read:  Identifying the strategy with
technology innovations and
 Strategy, Not Technology , is the understand how the activities
key to winning with GenAI contribute to profit
-H07WYM-PDF-ENG margins/value
Importance Class Activity 1:
 Textbook – pp. 202-211  Students strategy and
of Strategy
3 with technology activities in
Technology companies from different
Asynchronous Learning Component
upgradations industries
 Article: Is Your Company Squandering
Digital Opportunities? (HBP - LO: To understand how new strategic
H0726J) direction with adaptive technologies
and capabilities yield organic growth
when combined in overall business
strategy

MODULE 2: STRATEGY FORMULATION

Compulsory Pre-read: Discussion on

 Textbook – pp. 159-167  Generic strategies
 Cost leadership
Business  Differentiation
Asynchronous Learning Component  Focus
4 level strategy
 Article: Strategy-Making in Turbulent
– framework
Times (HBP - R2205C) LO: Understand the different
 Article: Why Does Your "New" strategic positions organizations
Strategy Look Just Like Your Old can adopt to gain and sustain
One? (HBP - H07735) competitive advantage

Compulsory Pre-read: Discussion on

 Case 2: GE-A new way forward (9-  Strategy clock
725-373)- Nov 2022  Integration strategies
 Textbook – pp. 189-198  Intensive strategies
Corporate
 Diversification strategies
level strategy
5
– Strategic  Defensive strategies
Asynchronous Learning Component  Ansoff Matrix
choices  Article: Does Your Strategy Have a
Spine? (HBP - H07434)
 Article: Roadmapping: (Missed) LO: Understanding different types
opportunities to overcome strategic of strategic choices, including exit
challenges (HBP - BH1127) strategies
Corporate Compulsory Pre-read: Applications of
6 level strategy  Article: 6 Factors Driving Changes  BCG matrix
– frameworks to Today's Corporate Strategies  GE-McKinsey matrix

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 (HBP - H071OB)  SPACE matrix
 Textbook – pp. 311-322  Grand Strategy matrix
Additional Reading-  QSPM matrix
David, F. R. & David, F. R.,
(2019). Strategic management: concepts: A LO: To be able to evaluate and
competitive advantage approach. 16E. propose strategic directions to
Pearson. Pgs- 188-211 organizations

Asynchronous Learning Component

 Article: Stop Tinkering with Your
Corporate Strategy (HBP -
H071TP)

Pre-read: Discussion on
 Case 3: Jio and Facebook: Adding  Vertical integration
Value through an Alliance (HBP -  How value is created through
W21044) -Feb 2021 cooperation in strategic
 Textbook – pp. 294-308 alliances
Strategic  Strategic outsourcing
7
alliances
Asynchronous Learning Component LO: Importance of
 Article: When to Ally and When to complementarity in strategic
Acquire (HBP - R0407H) alliance
 Article: Choose Your Enemies Well:
Mapping, Managing, and Leveraging
Rivalry (HBP - CMR778)

Pre-read: Discussion on
Case 4: The Globalization of Manchester  Foreign market entry modes
City Football Group- November 2022  Responsiveness vs
standardization
Product #: 723391-PDF-ENG- ( HBS)  CAGE framework
 Emerging markets

Global LO: Analyzing opportunities and

 Textbook – pp. 253-270 challenges for global expansion
8 expansion
strategies
Asynchronous Learning Component
 Article: Distance Still Matters: The
Hard Reality of Global Expansion
(HBP - R0108K)
 Article: Will Your Competitive
Advantage Work in Other Markets?
(HBP - H073I5)

MODULE 3: CONTEMPORARY TRENDS

Value
9 innovation – Pre-read: Discussion on
strategic  Blue Ocean Strategy: How to Create  Creating Blue Oceans

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 perspectives Uncontested Market Space and Make  Analytical Tools and
the Competition Irrelevant (HBP - Frameworks
0021BC + 0022BC)  ERRC Grid
 Textbook – pp. 162-167
Class Activity 2:
 Student groups to apply ERRC
Asynchronous Learning Component Grid in different industries
 Blue Ocean Strategy: Align Value,
Profit, and People Propositions (HBP - LO: Creating value using blue
0029BC) ocean strategy and thinking out-of-
the-box

Pre-read: Discussion on:

 Case 5: CavinKare's Indica Easy:  Trends in product and process
Launching Shampoo Hair Colour (HBP innovations
- W26292)- Mrch 2023 ( revised) –  Impact of COVID-19 pandemic
original March 2022 on innovation
Product and  Textbook – pp. 97-102  Green innovations
10 process  Open innovation
innovations
Asynchronous Learning Component LO: Understanding principles and
 Article: Design thinking for patterns of disruptive innovation
innovation: Considering distinctions,
fit, and use in firms (HBP - BH1079)
 Article: Innovation for Impact (HBP -
R2006K)

Pre-read: Discussion on:

 Types of business models
Case 6: Coursera's Foray into GenAI  Case analysis
( # 124089- HBS)- March 2024  Innovations with new Tech
Business
11 model LO: Identify scopes for business
innovation model innovation using business
Asynchronous Learning Component
 Article: When Losing Money Is model canvas
Strategic - and When It Isn't (HBP -
SMR963)

Pre-read: Discussion on
 Case 7: National Payments  Sharing economy
Corporation of India: Cutting-Edge  Hub economy
Fintech Ecosystem Innovation in India-  Platforms
May 2021
Strategy-In
12 Digital LO: Managing digitalized business
economy models
Asynchronous Learning Component
 Article: Reclaiming the Gig Economy
(HBP - SMR834)
 Article: How Legacy Businesses Can
Compete in the Sharing Economy
(HBP - SMR813)

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 Pre-read: Discussion on:
 Decarbonization
 Case 8: Driving Decarbonization at  Sustainable business
BMW (123008-)- June 2024( revised)-
original Oct 2022) LO: Understanding
 Article: A guide to achieving net zero decarbonization and integrating it
Strategic
emission, Harvard Business Review, in the business strategy
Plus-
13 Nov 2022
Integrating
Sustainability

Asynchronous Learning Component

 David Young and Marine
Gerard, Four steps to
sustainable business model
innovation

MODULE 4: STRATEGY IMPLEMENTATION

Pre-read: Discussion on
 Article: How to Move from Strategy to  Organizational essentials for
Execution (HBP - H0742V) successful strategy
 Article: Managing the Strategy implementation
Development Process: Deliberate vs.  Deliberate, Emergent and
From Realized Strategies
Emergent Strategy (HBP – 420084)
Strategy
14  Textbook – pp. 388-402 LO: Understand the need of having
Formulation
to Execution functional and administrative fits for
successful strategy implementation
Asynchronous Learning Component
 Article: Note on Implementing
Strategy (HBP - 383015)
 Article: 4 Types of Business
Transformation (HBP - H073I7)
Pre-read: Discussion on
 Article: Strategy Maps (HBP -  Checklist of items to be added
1575BC) for finance, value chain,
 Article: The Strategy Map as a Visual marketing and production
Representation of Organizational  Tangible and intangible
Strategy (HBP - 1574BC) asset pool
 Article: Building a Balanced Scorecard  Sustainable value creation
Strategy
maps and (HBP – 117109)
15 LO: understanding holistic
Balance
evaluation of balanced score card
Score Card
and Aligning assets to firm strategy
Asynchronous Learning Component using strategy maps
 Article: A User's Guide to Open
Strategy (HBP - H06N98)
 Article: Causal Mapping for Strategy
Execution: Pitfalls and Applications
(HBP - CMR775)
Control Pre-read:
16
systems  Article: Using the Levers of Control to Discussion on

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 Implement Strategy (HBP - 117115)  Belief and Boundary Systems
 Textbook – pp. 407-414  Factors affecting design and
Caselet- from textbook-12.2 : Goal Setting choice of these systems
and Controls in Nordstrom- Pg 409
LO: Understanding how various
Asynchronous Learning Component parts of business processes are
 Article: Using Information for measured to ensure the right kind
Performance Measurement and Control of control necessary to implement
(HBP - 117103) the strategy of the business
 Article: Managing Strategic Risk (HBP
– 117114)

Compulsory Pre-read: Discussion on

Case 9: Buurtzorg- 122101-PDF-(HBS)  The importance of strategy-
June 2022 structure-performance linkage
 Csse anlaysis on organization
strategy
 Article: Enduring Ideas: The 7-S
Matching
Framework (McKinsey Quarterly) LO: Understand why organizations
organization
17 need to worry about alignment
structure with
Recommended reading:
strategy
 Article: Create KPIs That Reflect Your
Strategic Priorities (HBP - H05E5R)
 Article: Does Your Company's Culture
Reinforce Its Strategy and Purpose?
(HBP - H072WC)

Compulsory Pre Read: Discussion on:

Case 10: Transforming Hindustan
Unilever- 120022-PDF-ENG- (HBS)-  Governance, Resource
Strategic Aug, 2019 allocation,Competitive
Implementati Strategy, Organisational
18 os for Multi Textbook : pp- 422-424 Behaviour, expansion
Unit
Organisations  Case analysis – Multi units
dimension

LO: Identify needs for strategic

SBU management in organisations
Group Project Presentations-
19 - Group LO: To be able to effectively apply
Reflection, integrating the learnings
20 presentations the concepts of this course
and value assimilation

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 Text Book:
Reading List Hill, C.W.L., Schilling, M.A., & Jones, G.R. (2023). Strategic Management: An
and Integrated Approach: Theory & Cases, 13E. Cengage.2023 Edition , Print year 2024
References
Reference books:
(Along with 1. David, F. R. & David, F. R., (2024). Strategic management: concepts: A
details of year competitive advantage approach. 18E. Pearson.
of Publication)
2. Thompson, A., Peteraf, M., Gamble, J., Strickland III, A. J., & Joseph, T. (2020).
Crafting & Executing Strategy 21/e: The Quest for Competitive Advantage:
Concepts and Cases. McGraw-Hill Education.
3. Hitt, M. A., Ireland, R. D., Hoskisson, R. E., & Manikutty, S. (2016). Strategic
Management A South Asian Perspective. Cengage
4. Rothaermel, F. T. (2017). Strategic Management. New York, NY: McGraw-Hill.

Prepared by Faculty Team Area & Program chairperson

Faculty Chair AOL Approved by Dean SBM

Approved by Associate Deans

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 Guidelines for Case Analysis (20 marks)

In a session where a case is listed as a pre-read, each student must come prepared to discuss
the case. However, any one Group no. N will be invited to present an analysis of the Nth
case. The presenting group must submit the PPT to be used in their presentation by 11.59 PM
of the previous day of which the concerned session is to be held. All Groups, however , will
have to submit the brief case analysis and answers to the questions in word/pdf or ppt format.
The case analyses will be evaluated, as follows:

Rubric: Case Analysis

Marks Exemplary (5) Excellent (4) Good (3) Satisfactory (2) Unsatisfactory
(1)
Criteria
Extraordinary Additional Sufficient Barely met the Incomplete
Conceptual clarity research with data information information requirements of information
(CLO1) from trusted from trusted presented from the case about the case
sources sources relevant the case
to the case
Data backed Advanced Basic Incomplete Incorrect
Strategic analysis insights and application of application of analysis analysis
(CLO 2) causal linkages tool(s) for tool(s) for
strategic strategic
analysis analysis
Solution with Solution with Solution with Solution with Misdirected
Strategic options
projected rigorous strong weak solution
(CLO 3)
outcome(s) research supporting supporting
argument argument

Guidelines for Class Activities (10 marks)

Session 3 and Session 9 include class activities where each group must participate. 5 groups
will be expected to briefly present before the end of class for 2 to 3 min [Link] group
must submit a PPT/Pdf/word summarizing their findings from a class activity by the EoD on
which the concerned session is held. The class activities will be evaluated, as follows:

Rubric: Class Activity

Marks Exemplary Excellent (4) Good (3) Satisfactory Unsatisfactory
(5) (2) (1)
Criteria
Activity 1 Data backed Extraordinary Sufficient Barely met Incomplete
(Technology- insights and research with information the information
Vs Strategy- causal data from about the requirements about the
activities) linkages trusted company of the company
(CLO 2) sources activity
Activity 2 Additional Structured Application Incomplete Incorrect
(ERRC Grid) insights interpretation of the grid analysis analysis
(CLO 3) about non- of the with intuitive
intuitive findings from factors
factors applying the
grid

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 Guidelines for Group Project

Each group is assigned with any company or start up tobe chosen from the sectors provided
by the instructor, for which the group will present the following:
1. Company profile: inception to present status
2. Business Model Canvas at present
3. Strategy maps and Balance Score Card
4. Future growth opportunities
 Number of slides: Maximum 10
 Timeslot: 10 minutes for presentation + 5 minutes for Questions and Answers/Viva Voce
to any Group member
Evaluation criteria: refer to Rubric

Rubric: For Group Projects (20 marks)

All the Groups should submit a detailed Project report in Word/Pdf file one day before the
19th Session .The presenting groups must submit a PPT also to be used in their presentations
by 11.59 PM of the previous day of which their presentation is to be held. The projects will
be evaluated, as follows:

Marks Exemplary Excellent (7-8) Good (5-6) Satisfacto Unsatisfac

(10-9) ry (3-4) tory (1-2)
Criteria
Company Extraordinary Additional Sufficient Barely Incomeple
Profile & research wit [Link] [Link] met the te
Business data from ctured cation of a requireme informatio
Model trusted interpretation of strategic tool with nts. ns .
Canvas [Link] the findings from intuitive factors Incomplet Incorrect
[CLO2] ional insights applying a e analysis analysis
about non- strategic tool
intuitive
factors
Future Additional Structured Application of a Incomplet Incorrect
growth insights about interpretation of strategic tool with e analysis analysis
opportuni non-intuitive the findings from intuitive factors
ties factors applying a
[CLO3] strategic tool

Instruction for Use of Intellectual Property of NMIMS SBM (By Order, NMIMS SBM)
Course Outlines are strictly for private and restricted circulation among the concerned Faculty
Members and the Students of this Programme. They are permitted to use the contents for study and
research purpose only. No part of this Course outline can be copied, reproduced, shared and/or
circulated in any manner, through any mode, for any purpose and under any circumstances whatsoever;
which is contrary to the stated restricted uses and purposes. The person responsible for violating this
Instruction shall be liable for appropriate disciplinary action initiated by SBM.
Disclaimer
While care has been taken in compiling this Course outline, The School of Business Management of
SVKM’s NMIMS University shall not be held liable in any manner to any person for any mistake and /
or omission in the contents of the Course outline.

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