—, ‘% | TRATE OIC MANAGEMENT J * » x » v2 Ainaton -— f ernment ty Aefiattlens ste ead Y ‘Xe v e Vv » » » » . 2 is we ath amd Samu br formnlaty amk ewamahing deasions that emables ae oe Adnedve an Future - onium ond Aca\s sem atrectionw thew How its Obgectives + it's waite the donq Oo at, imlemal 7! Onposnitnies wit spree nies acter ectema ies Ae thetot pemvironmenial amit = Aaya environmental Scaonnint opperrun' sintemal srrema th and weakness rate, lation - Pevelopiry lor Tor —» Sirateqy Formulation” — aan Me Tail 4 eahion- AMlocativ -» Shan Tegs ue lmplementat on ' yesowne, ee ererdttiog « rmonvalé “> Strmlegey, Contr: Manilla porte isiow sm” ank corrective Latins, ea Miss'on Strkem _ we one a ; ent sh Ne yeas hy We ender A Wat WeDo” wn wnt a Fema nt Mabe (Ambition aye frlvre armbittor IT enfihe To be most vespecled LT Company ok © scanned with OKEN ScannerMB -312 STRATEGIC MANAGEMENT Nature: Core Credits: 2 = LEARNING OUTCOME: After completing the course, the student shall be able to: Understand the principles and theories of strategic management. y Analyze the internal and external environment to formulate and implement strategic initiatives. Y Develop skills in strategic planning, resource allocation, and performance measurement. Y Apply strategic analysis frameworks to evaluate business situations and make strategic decisions. UNIT-1: INTRODUCTION Nature and Scope of Strategic Management. Strategic Intent-Vision & Mission Statement, Organizational Objectives, Setting objectives, Organizational Values & its impact. Concept of Core Competence, Capability and Organizational learning; Management of Strategic Change; Process of Strategic planning and Implementation, Activating Strategies, Strategy and Structure. UNIT-2: EXTERNAL AND INTERNAL ENVIRONMENT SCANNING External Environment & Analytical Tools-Evaluating the company’s strategic environment, SWOT Analysis, PESTEL Analysis, Competitive Analysis: Porter's Five Force Model. Internal Assessment- Strategic Capability: Fit & Stretch Concept, Porter’s Value Chain Analysis, Core Competencies, Organizational Capabilities, Resource Analysis and Synergy. UNIT-3: STRATEGIES IN ACTION Functional Level- Achieving Superior Efficiency - Economics of Scale, Experience Curve, just-in-time (IT), & Six -Sigma, Business Level- Cost Leadership, Differentiation & Focus Strategies, Growth Strategies. Corporate Level- Integration, Diversification, Acquisition, Mergers & Joint Venture, Short ‘Term Corporate Strategies- Stability, Retrenchment & Turnaround. UNIT-4: STRATEGIC CONTROL Tailoring Strategy to Fit Specific Industry and Company Situations: Strategies for Competing in Emerging Industries, Turbulent, High-Velocity Markets, Maturing Industries, Fragmented Industries, Stagnant or Declining Industries, Sustaining Rapid Company Growth, Strategies for Industry Leaders; Strategies for Runner-up Firms; Strategies for Weak and Crisis Ridden Businesses. UNIT-5: STRATEGY EVALUATION, IMPLEMENTATION AND CONTROL Strategy Evaluation and Control, Mc Kinsey's 7s Framework, BCG Matrix, Corporate Parenting, CIT & CASCADE Balanced Score Card, Triple Bottom line, Strategic drift, Mergers and Acquisitions: Takeover and Defense Tactics, Laws for Mergers and Acquisitions, Cross Border Mergers and Acquisitions. Behavioural Implementation; Functional/ Operational SUGGESTED READINGS: 1. Wheelen, Thomas L, Hunger, | David & Rangarajan, Krish- Concepts in Strategic Management & Business Policy, Pearson Education, 2. David, Fred R - Strategic Management - Concepts & Cases, PHI, 3. Kazmi, Azhar-Business Policy, McGraw Hil, 4, Thompson, Strickland, Gamble andJa gic Management, McGraw Hill ateKomalley! 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