Business Strategy–II

Program : MBA Class of : 2011

Credit : 3 Sessions : 33
Course Code : SL GM 612 Fourth Semester

Objective
The objective of this course is to familiarize students with contemporary thought and practice in strategy
implementation as well as other advanced issues in Business Strategy.

REFERENCE BOOKS AUTHOR / PUBLICATION

Business Strategy
Introduction to Business Strategy
Crafting and Executing Strategy – the Quest for
Competitive Advantage – Concepts & Cases,
14th e
Competing for the Future
Mergers, Restructuring and Corporate Control
International Business
The International Business Environment: Text
& Cases
Managing Across Borders – The Transnational
Solution
Exploring Corporate Strategy – Keven Scholes
& Jerry Johnson – Pearson – VII ed
IUP
Thompson et al. Tata McGraw Hill - 2006
Prahalad, CK / Hamel, Gary. Free Press - 1996
Weston, J Fred et al. Prentice Hall, India
Rugman, Alan M / Hodgells, Richard M.
McGraw Hill
Sundaram, Anant K / Balck, Stewart. Prentice
Hall, India
Bartlett, Christopher / Ghoshal, Sumantra .
HBS Press

Detailed Syllabus Numerator and Denominator Management as

Implementation of Strategy: Organizing for success
– structural types – simple structure, functional
structure, multidivisional structure, holding company
structure, matrix structure, team based structure,
project based structure, intermediate structure.
Processes – direct supervision, planning and control
systems, performance targets, market mechanism,
social cultural processes. Relationships and
boundaries – centralization vs devolution –
boundaries – networks.
McKinsey 7s framework – reengineering, reverse
engineering, quality as a strategy
Internal development – mergers and acquisitions –
joint developments and strategic alliances. Success
criteria – suitability, acceptability, feasibility.
Corporate Restructuring & Turnaround
management: Why Restructuring, Forms of
Corporate Restructuring - Business, Financial and
Organization Restructuring, Restructuring Outcomes,
expressed by Hamel & Prahalad.
Turn Around Management strategies:
Managing strategic change:
Diagnosing the change situation – types of strategic
change – importance of context – organizational
culture as context – forcefield analysis.
Change management – styles and roles – styles of
managing change – roles in managing change
Levers for managing strategic change – structure and
control systems – organizational routines – symbolic
processes – power and political processes –
communicating change – change tactics.
Competing for the Future: Alternative view of
Competitive Strategy - Beyond Reengineering and
Restructuring views of Goshal – Sweet & Sour -
Present and Future Competition - Strategy as Stretch
and Leverage - Concept of Strategic Intent - Views of
Hamel & Prahalad Vs Tarun Khanna & Krishna
Palepu. Transformation
Contemporary Concepts: Balanced Scorecard;
Managing Global Strategy; Blue Ocean strategy; Priceline’s Pricing Strategy: Name Your Own
CSR as a strategy; Business Model Innovation; Price (NYOP) & Beyond
Competitive Innovation; Scenario Planning; Value
Capture Vs value creation; Strategic Leadership; Restructuring Pantaloon Retail: The ‘Future
Quality as the differentiator; Targeting the bottom of Group’ Initiative
the pyramid; Strategy Mapping.
The Body Shop: Social Responsibility or
(These concepts need to be taught through Sustained Greenwashing?
cases/assignments/projects)
Innovation at Cirque du Soleil
Cases
MTV Networks International: Localizing
Business Transformation at Telefónica De Globally
España
Source: Case Studies in Business Strategy Vol-VII
JCPenney’s People Strategy: Setting the Right
Climate for Human Resource Development Suggested Schedule of Session

Coral Divers Resort (Revised) No. of

Topic
Sessions
The Hutchison Essar Acquisition: Vodafone’s Implementation of Strategy 5
Foray into an Emerging Market
Internal development 4
Volkswagen’s Acquisition of Skoda Auto: A
Corporate Restructuring & Turnaround 5
Central European Success Story
Management
The betapharm Acquisition: DRL’s Inorganic Managing strategic change 3
Growth Strategy in Europe
Competing for the Future 3
BenQ Corp.’s Failed Acquisition of Siemens’ Contemporary Concepts 13
Mobile Devices Division
Total Sessions 33
Tata Motors and Fiat Auto: Joining Forces

eBay’s Problems in China

Corporate Turnaround of Pharmacia &

Upjohn

Alan Mulally’s Challenges at Ford Motor

Company

SC Johnson’s CSR Initiatives: Testing the

‘Base of the Pyramid’ Protocol

Innovation at Whirlpool: Creating a New

Competency

Strategic Planning at United Parcel Service

Tesco’s ‘Steering Wheel’: A Tool for

Strategic Value Creation and Business