Course Code MGT612 Course Category Course Title STRATEGIC MANAGEMENT Customized Course Course Planner 15994::Ravinder Singh Lectures 4.0 Tutorials Practicals Credits 1.0 0.0 5.0
TextBooks Sr No T-1 Title Author Edition 13th Year 2011 Publisher Name PHI (Pretice Hall India) Strategic Management: Concepts and David R. Fred Cases Reference Books Sr No R-1 R-2 R-3 R-4 R-5 Other Reading Sr No OR-1 OR-2 OR-3 OR-4 OR-5 OR-6 OR-7 OR-8 OR-9 OR-10 OR-11 Journals articles as Compulsary reading (specific articles, complete reference) Michael E Porter, What is Strategy?, HBR, Nov-Dec 1996, pp.61-78 , Johnson, Christensen and Kagermann, Reinventing Your Business Model, HBR, December 2008, pp.2-10 , Robert S Kaplan, Norton and Barrows Jr., Developing the Strategy-Vision Value Gaps and Analysis, Harvard Business School Publishing, Special Book Preview of The Execution Premium , Collins and Porras, Building Your Companys Vision, HBR, Sept-Oct 1996, pp.65-77 , Michael, E. Porter, The Five Competitive forces that shape Strategy, Harvard Business Review, January, 2008, pp.78-97 , Micheal E Porter, From Competitive Advantage to Corporate Strategy, HBR, May-June 1987, pp.2-21 , Yip, G.S., Global Strategy: In World of Nations, Sloan Management Review, Fall 1989, pp. 29-41. , Yip, Loewe and Yoshino, How to Take Your Company to the Global Market, Columbia Journal of World Business, Winter 1988, pp.37-48 , Kim and Mauborgne, How Strategy Shapes Structure, HBR Sept 2009, pp. 2-10 , Kaplan and Norton, Why System not Structure is Way for Strategic Alignment: A Historical Perspective, Harvard Business School Publishing , Robert M Grant, Resource Based Theory of Competitive Advantage: Implications- For Strategy Formulation, CMR, Vol. 33, No.3, 1991, pp.114-135 , Title Strategic Management: Formulation, Implementation and Control Strategic Management: an Integrated Approach Strategic Management Strategic Management-Concepts and Cases Strategic Managment Author Edition Year 2008 Publisher Name Tata McGraw Hill Cengage Learning 2011 2009 2012 Oxford University Press EXCEL BOOKS Cengage Learning Pearce, Robinson & Mittal 10th Hill & Jones Chandrasekaran N and Ananthanarayanan P S Upendra Kachru Manikutty, Hitt,Ireland,Hoskisson 6th 1st 1st 9th
OR-12 OR-13 OR-14 OR-15 OR-16 OR-17 OR-18 OR-19 OR-20 OR-21 OR-22 OR-23 OR-24 OR-25 OR-26 OR-27 OR-28 OR-29 OR-30 OR-31 OR-32 OR-33 OR-34 OR-35 OR-36 OR-37 OR-38 OR-39 OR-40 OR-41
Lacobucci and Nordhielm, Creative Benchmarking, HBR Nov-Dec 2000, pp.2-3 , Kaplan and Norton, Implementing a Balanced Scorecard Management Program, Chapter 12, Excerpted from the balance scorecard: Translating strategy into action. , Robert S. Kaplan, David P. Norton, "Using the Balanced Scorecard as a Strategic Management System , HBR, July1 -2007, pp.150-161. , Porter. M., THE IMPORTANCE OF BEING STRATEGIC , Harvard Blanace scorecard report, 2002 , Goold, M. and Kathleen, L., Why Diversify? Four Decades of Management Thinking, The Academy of Management Executive, August, 1993, pp.7-25. , Raghunath, S., A Strategy for Alliance, Management Review, January-March, 1996, pp.5-11. , Raghunath, S., Alliance Management-The next Millennium Challenges?, Management Review, March, 1999, pp.103-108. , Raghunath, S., Joint Ventures: Does Termination means failure?, Management Review, January 1999, pp.11-17. , Ghemawat Pankaj and Ghadar Fariborz, The Dubious Logic of Global Megamergers, HBR, July-August 2000, pp. 65-72. , Pearcy and Robbins, Strategic Transformation as the Essential Last Step in the Process of Business Turnaround, Business Horizons,2008, Vol 51, pp. 121-130. , Compbell, Goold and Alexander, Corporate Strategy: The Quest for Parenting Advantage, HBR, March-April 1995, pp.120-132 , Strahinich, J., THE PITFALLS OF PARENTING MATURE COMPANIES, Harvard Business Review, 1996 , Eisenhardt and Brown, Patching: Re-stitching Business Portfolios in Dynamic Markets, HBR, May-June 1999, pp.72-82 , Neilson, Martin and powers, The Secrets to Successful Strategy Execution, HBR, June 2008, pp. 2-13 , Michael E Porter and Mark R Karmer, Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility, Harvard Business Review, December 2006, pp. 1-15. , Gary Hamel, Moon Shots for Management, HBR, Feb 2009, pp.1-9 , Kim and Mauborgue, Blue Ocean Strategy, HBR, Oct 2004, pp.1-9 , Kim and Mauborgne, Creating Blue Oceans, Chapter 1 Excerpted from Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant. , Case 1 (Robin Hood): Pearce II, J.A., Robinson Jr., RB and Mital, A., Strategic Management: Formulation, Implementation and Control, 10th Ed., Tata McGrawHill, New Delhi, 2008, pp.672-673 , Case 2 The Best-Laid Plans-Chrysler Hits the Wall, Essentials of Strategic Management, Hill and Jones, Cengage Learning, India Edition, 2009, pp.29-31 , Case 3 Air Deccan: Unable to reach the Cruising Heights, Strategic Management, Manikutty, 9th edition, Cengage Learning Publication, pp.8-9 , Case 7 Mobile Phones, Understanding Strategic Management, Anthony Henry ,Oxford, 2008, pp.59-60 , Case 8 The Automobile Industry, Understanding Strategic Management, Anthony Henry ,Oxford, 2008, pp.87-89 , Case 9 The Evaluation of Strategy at Procter & Gamble, Charles W.L. Hill & Gareth R. Jones, Cengage Learning, 2008 pp.282-283 , Case 10 GE searches for right global structure,Charles W.L. Hill & Gareth R. Jones, Cengage Learning, 2008 pp.435-436 , Case 11 IKEA-The Global Retailer, Essentials of Strategic Management, Hill and Jones, Cengage Learning, India Edition, 2009, pp.156-157 , Case 12 Wal-Mart Lacks a Multi domestic Strategy,Understanding Strategic Management, Anthony Henry ,Oxford, 2008, pp.270-271 , Case 13 Ford has a new CEO and a New Global Structure, Essentials of Strategic Management, Hill and Jones, Cengage Learning, India Edition, 2009, pp.208-209 , Case 14 Reconfiguring the Value Chain, Understanding Strategic Management, Anthony Henry ,Oxford, 2008, pp.109-111 , Case 15 Knowledge Management at Dyson,Understanding Strategic Management, Anthony Henry ,Oxford, 2008, pp.145-147 ,
OR-42 OR-43 OR-44 OR-45 OR-46 OR-47 OR-48 OR-49 OR-50 OR-51 OR-52 OR-53 OR-54 OR-55 OR-56 OR-57 OR-58 OR-59 OR-60 OR-61 OR-62
Case 16 Boeing Bets the Company, Concepts in Strategic Management and Business Policy, Wheelen & Hunger, Pearson Publication, 12th edition, pp.178-179 , Case 19 Merck-Medco, Demystify Strategy text and cases, Amit Kapoor, Vikas Publications, 2010, pg 246-249 , Case 20 Using Cooperative Strategies at IBM, Strategic Management, Manikutty, 9th edition, Cengage Learning Publication, pg 206 , Case 21 Sony Ericsson, Understanding Strategic Management, Anthony Henry ,Oxford, 2008, pg 236-238 , Case 22 United Technologies has an ACE in its Pocket, Essentials of Strategic Management, Hill and Jones, Cengage Learning, India Edition, 2009, pg 179-180 , Case 24 Kraft Foods, Understanding Strategic Management, Anthony Henry ,Oxford, 2008, pg 198-200 , Case 25 Eli-Lilly, Demystify Strategy text and cases, Amit Kapoor, Vikas Publications, 2010, pg 184-186 , Case 26 Zara, Demystify Strategy text and cases, Amit Kapoor, Vikas Publications, 2010, pg 199-201 , Case 27 Samsung, Demystify Strategy text and cases, Amit Kapoor, Vikas Publications, 2010, pg 208-210 , Case 28 Verizon Wireless, Charles W.L. Hill & Gareth R. Jones, Cengage Learning, 2008 pg 144-145 , Case 29 Starbucks, Essentials of Strategic Management, Hill and Jones, Cengage Learning, India Edition, 2009, pg 108-1092 , Case 30 A peep into functional and operational implementation at KRIBHCO, Azhar Kazmi, Strategic management and business policy, Tata McGraw-Hill publication, Third edition, pg 480-481 , Case 32 Exercising strategic and operational control at iGATE Global solutions, Azhar Kazmi, Strategic management and business policy, Tata McGraw-Hill publication, Third edition, pg 512-514 , Case 33 Strategic Evaluation and Control at Apollo Hospitals Network, Strategic management and business policy, Tata McGraw-Hill publication, Third edition, pg487-488 , Case 5 Yahoo!, Demystify Strategy text and cases, Amit Kapoor, Vikas Publications, 2010, pg 89-92 , Case 6 The Pharmaceutical Industry, Essentials of Strategic Management, Hill and Jones, Cengage Learning, India Edition, 2009, pg 79-80 , Case 18 Arauco: Chillean Forestry Company, Demystify Strategy text and cases, Amit Kapoor, Vikas Publications, 2010, pg 259-261 , Case 17 3M's Rising Star, Strategic Management, Robinson and Mital, 10th edition, Tata Mc Graw-Hill Publication, pg 250-255 , Case 23 Nike's Business Level Strategies,Essentials of Strategic Management, Hill and Jones, Cengage Learning, India Edition, 2009, pg 133-134 , Case 4 Google's Mission, Ethical Principles, and Involvement in China--Essentials of Strategic Management, Hill and Jones, Cengage Learning, India Edition, 2009, pg 55-56 , Case 31 CISCO's Evolution of Strategy and Structure,Strategic Management, Manikutty, 9th edition, Cengage Learning Publication, pg 256 ,
Relevant Websites Sr No RW-1 RW-2 (Web address) (only if relevant to the course) www.blueoceanstrategy.com/pre/downloads/BOS_QA.doc http://www.finextra.com/Finextra-downloads/featuredocs/hobu07.pdf Salient Features Blue Ocean Strategy How Businesses are using WEB 2.0
Audio Visual Aids Sr No AV-1 (AV aids) (only if relevant to the course) http://www.learnerstv.com/Free-Management-Video-lectures-ltv607-Page1.htm Salient Features Video lectures on - Introduction to Strategic Management, Concept of Corporate Strategy, Environmental Scanning & Industry Analysis, The synthesis of External Factors & External Factors Analysis Summary (EFAS), Internal Corporate Analysis & Impact Matrix, Value Chain Analysis, Corporate Strategy, Business Strategy, Functional Strategy, Strategic Choice , Strategy Implementation, Evaluation and Control Video Lectures on Competitive Advantage, Strategy Implementation and case studies on strategy Stategic planning process Innovation at google Porter`s Five Forces Analysis Jugaad-The Indian Way of Doing Business Hundreds of videos on contemporary business events and strategic analysis of major events and recordings of all the programs shown on CNBC TV18
Software/Equipments/Databases Sr No SW-1 (S/E/D) (only if relevant to the course) http://marketplace-simulation.com/ Salient Features Marketplace simulations are a family of business simulations for undergraduate, graduate and executive level business courses. Used by over 300 business schools and 180 corporations in 35 countries worldwide, Marketplace simulations deliver a realistic hands-on learning experience. The simulations are designed to fit both the distance learning and the classroom format. Participatory learning involves a deep cognitive process which increases knowledge retention as high as 75% as against a 20% retention in audio visual learning at its best.
SW-2
http://www.iinteract.in/
Virtual Labs Sr No VL-1 (VL) (only if relevant to the course) Nil Salient Features Nil
LTP week distribution: (LTP Weeks) Weeks before MTE Weeks After MTE Spill Over 7 6 2
Week Number
Lecture Number
Other Readings, Lecture Description Relevant Websites, Audio Visual Aids, software and Virtual Labs OR-1 OR-30
Learning Outcomes
Pedagogical Tool Demonstration/ Case Study / Images / animation / ppt etc. Planned
Week 1
Lecture 1
T-1:Chapter 1 R-1:Chapter 1
Define and give Student should be able Case Study examples of key terms of to appreciate the Strategic Management importance of all other subjects studied till now since now all of them will be integrated in the Strategic Managment Course Describe the benefits of GOod Strategic Management Describe the Strategic Management Process Describe the role of Vision in Strategic Management Describe the role of Mission in Strategic Management, Identifying the components of Mission Statement Evaluate Mission Statements of different organizations Understanding by the student of the benefits and risks involved in Strategic Management Ablility to make the Strategic Management Model Ability to write Good Vision Statement Ability to mention all the nine components of a Good Mission Statements Ability to write good Mission Statements Case Study Case Study
Lecture 2
Introduction to Strategic Management(Dimensions, Benefits and Risks) Introduction to Strategic Management(The strategic management process) Strategy formulation(Business Vision-Importance, Characteristics, and Components) Strategy formulation(Business Mission-Importance, Characteristics, and Components)
T-1:Chapter 1 R-1:Chapter 1
OR-31
Lecture 3
OR-32
Case Study
Lecture 4
OR-4
Week 2
Lecture 5
OR-3
Lecture 6
Strategy formulation(Evaluating Mission statements) The External Assessment(Porters five Force Analysis)
OR-61
Lecture 7
Describe how to conduct Ability to do the Five the Porters Five Forces Forces Analysis Analysis, PESTEL
Case Study
Lecture 8
The External Assessment(Industry and Competitive Analysis--EFE matrix) The External Assessment(The Global Environment-Development of a Global Corporation)
T-1:Chapter 3
Explain how to develop an EFE Matrix Explain the advantages and disadvatanges of entering global markets, Describing various modes of entry in global market
Ability to make EFE matrix Ability to make the Global Orientations Grid and place any firm in the correct place
Case Study
Week 3
Lecture 10
R-1:Chapter 5
Case Study
Lecture 11
R-1:Chapter 5
Describe the various Student should issues involved in going understand the control global problems faced by the global firms
Case Study
Week 3
Lecture 12 Lecture 9
The Internal Assessment(SWOT analysis) The External Assessment(Industry and Competitive Analysis-CPM Matrix) The Internal Assessment(Strategy and Culture)
Explain how to develop a Ability to make CPM Competitive Profile matrix Matrix Explain how to integrate Student should Strategy and Culture appreciate the connection between Strategy and Culture Exlplain the Value Chain Ability to do VCA Analysis analysis Discuss the RBV in Strategic Managment
Week 4
Lecture 13
T-1:Chapter 4
OR-39
Case Study
Lecture 14
The Internal Assessment(Value Chain Analysis) The Internal Assessment(Resource Based view of the Firm)
OR-40
Case Study
Lecture 15
OR-11 OR-41
Student should be able Case Study to name a firm and tell what resource is valuable for that firm and also is the Resource rare or inimitable or nonsubstutable Ability to do benchmarking in all functional areas for a Dummy Firm Case Study
Lecture 16
T-1:Chapter 4 R-1:Chapter 6
OR-12
Week 5
Lecture 17 Lecture 18
OR-42 OR-59
Explain how to develop a Ability to make IFE IFE Matrix Matrix Discuss the Value of establishing long term objectives Discuss the Balanced ScoreCard
Student should be able Case Study to name companies who have defined longterm objectives Ability to make the Balanced Scorecard
Lecture 19
T-1:Chapter 5 R-1:Chapter 7
Lecture 20
T-1:Chapter 5 R-1:Chapter 7
Desribing the various types of Integration Strategies like horizontal and vertical
Ability to make out from the news what type of Grand Strategy it is that the company in the news has adopted Ability to make out from the news what type of Grand Strategy it is that the company in the news has adopted
Case Study
Week 6
Lecture 21
T-1:Chapter 5 R-1:Chapter 7
Describe the Intensive Grand Strategies like Market Penetration, Market Development and Product Development
Week 6
Lecture 22
T-1:Chapter 5 R-1:Chapter 7
OR-16 OR-46
Describe the Ability to make out Diversification Strategies from the news what type of Grand Strategy it is that the company in the news has adopted Describe the Defensive Strategies like Retrenchment, Divestiture and Liquidation, Exlplaining in detail about he Means of Achieving Strategies like Cooperation, Joint Venture or Partnering, Merger and Acquisitons, Outsourcing Ability to make out from the news what type of Grand Strategy it is that the company in the news has adopted
Case Study
Lecture 23
T-1:Chapter 5 R-1:Chapter 7
Case Study
Lecture 24
T-1:Chapter 5 R-1:Chapter 7
Describe the Porters Ability to make out Case Study Generic Strategy of Cost what type of Generic Strategy the company is adopting Describe the Porters Generic Strategy of Differentiation Describe the Porters Generic Strategy of Focus Describe the Parenting Approach Ability to make out Case Study what type of Generic Strategy the company is adopting Ability to make out Case Study what type of Generic Strategy the company is adopting Student should appreciate the Improtance of Parenting Approach Student should appreciate the importance of Parenting Approach
T-1:Chapter 5 R-1:Chapter 7
Week 7
Lecture 26
T-1:Chapter 5 R-1:Chapter 7
OR-50
Lecture 27
R-1:Chapter 9
OR-22 OR-23
Lecture 28
R-1:Chapter 9
OR-24
MID-TERM
Week 8 Lecture 29 Strategy Analysis and Choice(A Comprehensive StrategyFormulation Framework: The Input Stage inlcuding EFE,IFE AND CPM) Strategy Analysis and Choice(A Comprehensive Strategy Formulation Framework --The Matching Stage- SWOT) T-1:Chapter 6 Describing the complete Student should Strategy Formulation appreciate the Stage importance of the tools like EFE, IFE and CPM Describe the SWOT and Ability to make TOWS TOWS matrix matrix
Lecture 30
T-1:Chapter 6
Week 8
Lecture 31
Strategy Analysis and Choice(A Comprehensive Strategy Formulation Framework --The Matching Stage- SPACE matrix) Strategy Analysis and Choice(A Comprehensive Strategy Formulation Framework --The Matching Stage- BCG matrix) Strategy Analysis and Choice(A Comprehensive Strategy Formulation Framework --The Matching Stage- IE matrix) Strategy Analysis and Choice(A Comprehensive Strategy Formulation Framework --The Matching Stage- Grans Strategy matrix) Strategy Analysis and Choice(A Comprehensive Strategy Formulation Framework --The Desicion Stage- QSPM matrix) Developing Competitive Advantage(Developing Core Competencies) Developing Competitive Advantage(Developing Competitive Advantage) Strategy Implementation Issues (Management Issues)
T-1:Chapter 6
Lecture 32
T-1:Chapter 6
Week 9
Lecture 33
T-1:Chapter 6
Lecture 34
T-1:Chapter 6
Lecture 35
T-1:Chapter 6
OR-25
Lecture 36
R-1:Chapter 8
OR-51
Explain in detail the termCore Competency Explain in detail the competititive advantage
Ability to differentiate between Competency and Advantage Ability to differentiate between Competency and Advantage
Case Study
Week 10
Lecture 37
R-1:Chapter 8
OR-52
Case Study
Lecture 38
T-1:Chapter 7
OR-9 OR-10
Explain Why Student should be able Implementation is more to appreciate the difficultthan formulation, Management Issues Importance of objectives and policies,Importance of Structure, Restructuring and Reengineering, Benefits of Performace linked PAY, Importance of ESOP, How to modify culture ti support new strategies Explain the various Operations Issues like relationship between operation and strategy implementation Student should be able to appreciate the Operations Issues Case Study
Lecture 39
T-1:Chapter 7
OR-53
T-1:Chapter 8
Describe how MIS can Student should be able determine the success of to appreciate the MIS strategy implementation Issues efforts
Week 10
Lecture 40
T-1:Chapter 8
Describe how MIS can Student should be able determine the success of to appreciate the MIS strategy implementation Issues efforts Describe how MIS can Student should be able determine the success of to appreciate the MIS strategy implementation Issues efforts Explain theMarket Student should be able Segmentation and to appreciate the Product Positioning as Marketing Issues Strategy Implementation Tools Describe procedure for Student should be able determining the worth of to appreciate the a Business, Explain Finance Issues importance of Projected Financial Statement Analysis Describe how MIS can Student should be able determine the success of to appreciate the MIS strategy implementation Issues efforts Describe how MIS can Student should be able determine the success of to appreciate the MIS strategy implementation Issues efforts Discuss the nature and role of RandD Explain the various HR issues OR-62 Student should be able to appreciate the Rand DIssues Student should be able to appreciate the HR Issues Case Study
Week 11
Lecture 41
T-1:Chapter 8
T-1:Chapter 8
Lecture 42
T-1:Chapter 8
T-1:Chapter 8
Lecture 43
T-1:Chapter 8
Strategy Implementation Issues (R&D issues) Lecture 44 Strategy Implementation Issues (HR Issues) Strategy Review, Evaluation and Control(Nature of Strategy Evaluation)
T-1:Chapter 8
T-1:Chapter 8
Week 12
Lecture 46
T-1:Chapter 9 R-1:Chapter 13
Describing the nature of Student should be able Strategy Evaluation to identify need to monitor and review Strategic Management continously Describing the RUMELTs Criteria Student should understand the four facets of RUMELTs criteria
T-1:Chapter 9
OR-54
Case Study
Lecture 47
T-1:Chapter 9
OR-55
Explain the Strategy Student should Case Study Evauation Framework understand the like Reviewing the bases Evaluation Framework of Strategy, Measuring Organizational Performance, Taking Corrective Actions
Week 12
Lecture 48
Strategy Review, Evaluation and Control(Characteristics of an effective evaluation system) Strategy Review, Evaluation and Control(Contingency Planning)
T-1:Chapter 9
Student should know what should be done to make the evalutation system effective
Week 13
Lecture 49
T-1:Chapter 9
Describe the role of Student should be able Contingency Planning in to understanding the Strategic Management importance of Contingency Planning OR-27 Describe how Strategic Management is Science as well as an art Explain how in a firm the information can be kept visible or Hidden Explain both the approaches Student should be able to appreciate that it is both Analytical and Judgemental Student should be able to answer to what extent the information should be VISIBLE Student should know the reason behind the popularity of Bottom Up approach
Lecture 50
Twenty First Century Challenges in Strategic Management(Art or Science) Twenty First Century Challenges in Strategic Management(Visible or hidden issue) Twenty First Century Challenges in Strategic Management(TopDown or Bottom up)
T-1:Chapter 9
Lecture 51
T-1:Chapter 9
Lecture 52
T-1:Chapter 9
Homework 1
Group of students (4-5 in each group) will be assigned one comprehensive case each. They will be required to analyse the case and submit the power point presentaion to the instructor by the given date. The group presentations will be held in the tutorials. QUIZ-Test based on lectures in the first 6 weeks will be given
10 marks for submission, 10 for presentation, 10 for handling queries Test of 30 marks Test of 30 marks, 15 marks for Practical File for QSPM, 15 marks for Test based on Submission
Homework 2 Homework 3
Individual
6/7 1 / 12
Test will be designed on the basis of Practical file maintainded by Individual the students for Quantitative Strategy Planning Framework including - IFE, EFE, SWOT, BCG, SPACE, IE and QSPM Matrices.
Plan for Tutorial: (Please do not use these time slots for syllabus coverage)
Tutorial No. Lecture Topic Type of pedagogical tool(s) planned (case analysis,problem solving test,role play,business game etc)
Tutorial 1 Tutorial 2 Tutorial 3 Tutorial 4 Tutorial 5 Tutorial 6 Tutorial 7 Tutorial 1 Tutorial 2 Tutorial 3 Tutorial 4 Tutorial 5 Tutorial 6 Tutorial 7 Tutorial 1 Tutorial 2 Tutorial 3 Tutorial 4 Tutorial 5 Tutorial 6 Tutorial 7 Tutorial 1 Tutorial 2 Tutorial 3 Tutorial 4 Tutorial 5 Tutorial 6
Video of Art of War Division of Class into groups and allotment of cases Case Presentations Case Presentations Case Presentations Case Presentations Case Presentations Video of "Art of War" Division of the Class into Groups and Submission of Topics for Presentations Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Video of "Art of War" Division of the Class into Groups and Submission of Topics for Presentations Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Video of "Art of War" Division of the Class into Groups and Submission of Topics for Presentations Case Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students
Video for Strategy Case analysis Case analysis Case analysis Case analysis Case analysis Case analysis Video for Strategy Topics given
Video for Strategy Topics given Case analysis Case analysis Case analysis
Case analysis Video for Strategy Topics given Case analysis Case analysis Case analysis
Class Presentations by the students Video of "Art of War" Division of the Class into Groups and Submission of Topics for Presentations Case Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students
Case analysis Video for Strategy Topics given Case analysis Case analysis Case analysis Case analysis Case analysis
After Mid-Term
Tutorial 8 Tutorial 9 Tutorial 10 Tutorial 11 Tutorial 12 Tutorial 13 Tutorial 8 Tutorial 9 Tutorial 10 Tutorial 11 Tutorial 12 Tutorial 13 Tutorial 8 Tutorial 9 Tutorial 10 Tutorial 11 Tutorial 12 Tutorial 13 Tutorial 8 Tutorial 9 Tutorial 10 Tutorial 11 Tutorial 12 Case Presentations Case Presentations Case Presentations Case Presentations Case Presentations Case Presentations Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Case analysis Case analysis Case analysis Case analysis Case analysis Case analysis Case analysis Case analysis Case analysis Case analysis Case analysis Case analysis Case analysis
Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students
Case analysis Case analysis Case analysis Case analysis Case analysis Case analysis Case analysis