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MBA/MBA-TM
(SEM-III) THEORY EXAMINATION 2019-20
STRATEGIC MANAGEMENT
Time: 3 Hours Total Marks: 100
Note: 1. Attempt all Sections. If require any missing data; then choose suitably.

SECTION A

1. Attempt all questions in brief. 2 x 10 = 20

Qno. Question Marks CO
a. Business Policy is the corner stone of good strategic management. 2 1
Explain.
b. With the help of any 2 companies, differentiate between Vision and 2 1
Mission.
c. Expand PESTLE. When is this technique used? 2 2
d. With respect to Indian Automobile Industry, identify 5 internal and 5 2 2
external environmental factors.
e. What are Digitalization Strategies? 2 3

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f. How is a merger different from an acquisition? 2 3
g. What is market penetration? Give suitable example. 2 4
h.
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What is the importance of analyzing strategic alternatives? 2 4
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i. What are the four criteria, according to Richard Rumelt, that can be used 2 5

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for the evaluation of strategies?
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j. What are some of the characteristics of effective strategy control? 2 5

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SECTION B
39
H

2. Attempt any three of the following: 3 x 10 = 30

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ES

Qno. Question Marks CO

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a. “Since evaluation of a strategy is expensive, one should do it only when 10 5

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some problem occurs.” In the light of the statement, explain the

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importance of good strategy evaluation.

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b. “A star product is the one which can make or mark the future of a 10 4
company”. With reference to the statement, what are the various
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categories of products as described by the BCG matrix? Explain with the

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help of examples.
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c. What do you understand by strategic alliances? What are the steps that 10 3
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should be taken in order to build a strategic alliance?

d. Discuss Michael Porter’s five forces that shape the competitive 10 2
D

environment for a company.

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e. “A mission statement should be practical and should be closely ties to 10 1

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immediate and concrete goals.” Do you agree with the statement? Give
the characteristics and importance of a good mission statement.

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SECTION C
3. Attempt any one part of the following: 1 x 10 = 10
Qno. Question Marks CO
a. What is a strategy? What is the process of strategic management in a 10 1
company and levels at which strategy operates?
b. Describe, in detail the various challenges faced by strategy formulators 10 1
in the future.

4. Attempt any one part of the following: 1 x 10 = 10

Qno. Question Marks CO
a. Do customers benefit from rivalry among competing firms? Give 10 2
examples and explanations.
b. What are the primary and support activities as given in value chain 10 2
analysis model?

5. Attempt any one part of the following: 1 x 10 = 10

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Qno. Question Marks CO
a. A single industry strategy is very helpful for a company to grow in an 10
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industry which has a lot of potential. Do you agree with the statement?
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Give reasons.

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b. Why would any company pursue a stability strategy? What are the 10 3
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various types of stability strategies followed by a company?

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6. Attempt any one part of the following: 1 x 10 = 10

Qno. Question 39 Marks CO
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a. Apply the elements of McKinsey’s 7 S framework to any company of 10 4
ES

your choice. Make a clear distinction between the soft and hard
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processes as proposed by this model.

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b. How does leadership and corporate culture effect strategy 10 4

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implementation?
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7. Attempt any one part of the following: 1 x 10 = 10

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Qno. Question Marks CO

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a. How is Traditional Approach to Strategic Control different from 10 5

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Contemporary approach?
b. Explain the strategic control process. How does benchmarking play a 10 5
D

role in evaluating strategic performance?

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