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BMD SM Detailedoutlinewithsessionplan

This document provides an overview of the Strategic Management (STM) core course offered by the instructor Manoj T Thomas at XLRI. The objectives of the course are to expose students to strategic management concepts and frameworks, analyze how organizations achieve profits, and understand how some organizations sustain profits over long periods. The textbook is Strategic Management by Rothaermel and evaluation will be based on a midterm, end term case analysis, group assignment and presentations, quizzes and class participation. The course will cover topics such as industry analysis, competitive strategies, growth strategies, and internationalization through readings, cases and group presentations.

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Moidin Afsan
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103 views4 pages

BMD SM Detailedoutlinewithsessionplan

This document provides an overview of the Strategic Management (STM) core course offered by the instructor Manoj T Thomas at XLRI. The objectives of the course are to expose students to strategic management concepts and frameworks, analyze how organizations achieve profits, and understand how some organizations sustain profits over long periods. The textbook is Strategic Management by Rothaermel and evaluation will be based on a midterm, end term case analysis, group assignment and presentations, quizzes and class participation. The course will cover topics such as industry analysis, competitive strategies, growth strategies, and internationalization through readings, cases and group presentations.

Uploaded by

Moidin Afsan
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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Strategic Management (STM)

Instructor: Manoj T Thomas manojthomas@xlri.ac.in

This core course gives an overview of the domain of strategic management.

Course objectives

The main objectives of the course are the following:

• Expose the students to the various concepts/frameworks of strategic management.

• Linking the takeaways of other functional courses in an integrated fashion.

• Orient the students towards a methodical analysis of strategic issues under conditions of incomplete and
imperfect information.

• A student should be able to understand what allows certain organizations to make a profit while other
organizations fail to do so.

• Why certain organizations can sustain their economic profits over long periods of time in comparison to
other organizations

Textbook for the course: Strategic Management by Frank T. Rothaermel, 3rd Edition, McGraw Hill
Education. (References to chapters in the course outline, refer to this textbook)

Evaluation

Mid term- 30% conceptual- MCQ

End term- 30% Case based- Case will be shared on the 19 th session

Assignment – 20%- 18 groups of 4/3 members each- each group can focus on any one topic discussed in
any of the sessions. For the selected topic, the groups can analyse any firm/s using data available from
your previous experience or from websites/secondary information. The output required is a report of
about five to six pages- 1.5 spacing of 12 size font with one inch margin on all sides. Whatever you
gather from other sources (i.e not in your own words) can be added in separate appendix.

Quizzes and in class submissions/presentation- Of this, 10% would be a quiz towards the end of the
course on case discussions. The remaining 10% would be based on the group presentations in the class
and on my perceptions of your class participation. The topics for these group presentations is given
below.
Session wise readings and cases

1. Concept of strategy
a. Reading: Chapter 1
b. Reading: Hambrick, D.C. & Fredrickson, J.W. (2005), Are you sure you have a strategy?
c. Case (from chapter in book) Does twitter have a strategy? (page 6, 23)
2. The process of strategy
a. Reading: Chapter 2
b. Mini Case: How the strategy process kills innovation at Microsoft (pages 435 to 436)
c. Mini Case: Michael Phelps (pages 428 to 429)
d. Mini Case: Strategy and serendipity: a billion-dollar business (pages 438 to 439)
3. Industry analysis
a. Reading: Porter, M.E. (2008), The five competitive forces that shape strategy, HBR
b. Reading: Chapter 3: pages 72 to 90.
c. Case: Volvo Trucks A, Volvo Trucks B
4. General environment
a. Chapter 3: pages 66 to 72
b. Mini Case: Tesla Motors- pages 65, 93
5. Competitive environment
a. Reading: Brandenburger, A.M., & Nalebuff, B.J. (1995), The right game: Use game
theory to shape strategy, HBR
b. Reading: Chapter 3: Pages 91 to 94
c. Mini Case: Flipkart is fulfilling its wish and beating Amazon.com (page 494-496)
6. Internal environment analysis, value chain
a. Reading: Collis, D.J. Montgomery, C.A. (2008), Competing on resources, HBR
b. Mini Case: Starbucks: Schultz serves up a turnaround.
c. Mini Case: Apple: what’s next? (Page 440- 442)
7. Competencies, core competencies
a. Reading: Chapter 4
b. Mini case: Mini case: Strategy and serendipity: a billion-dollar business (Page 438-439)
c. Mini case: Nike’s core competency: The risky business of fairy tales
8. Generic strategies- differentiation
a. Reading: Ghemawat, P., & Rivkin, J.W. (2006), Creating competitive advantage
b. Reading: Chapter 6, Pages 174 to 182, 191-192
c. Case: When will P&G play to win again? (pages 449-450)
9. Generic strategies- cost leadership
a. Porter, M.E. (1996), What is strategy? HBR
b. Reading: Chapter 6 Pages 183-190, 193
c. Case: Quick Medx
10. Generic strategies – integrated cost leadership
a. Case: Calvetta
b. Reading: Chapter 6: pages 194 to 201
c. Mini Case: Trimming fat at whole foods market (page 452)
d. Mini Case: Cirque du Soleil- searching for a new blue ocean- pages 462-464
11. Corporate growth
a. Reading: Porter, M. E. (1987). From competitive advantage to corporate strategy
b. Reading: Chapter 8: pages 252-256
c. Case: Options for growth: The case of Haier (A)
d. Case: Options for growth: The case of Haier (B)
12. Growth through innovation
a. Reading: Chapter 7
b. Mini Case: Competing on Business Models: Google vs Microsoft (page 465 to 468)
13. Vertical integration
a. Reading: Osegowitsch, T., & Madhok, A. (2003). Vertical integration is dead, or is it? 
b. Reading: Chapter 8: pages 257 to 271
c. Case: De Beers group: exploring the diamond reselling opportunity
14. Diversification
a. Reading: Collis, D. J. & Montgomery, C. A., (1998), Creating Corporate Advantage.
b. Reading: Chapter 8: pages 271-2882
c. Reading: Campbell et al. (1995). Corporate strategy: The quest for parenting advantage
d. Case: Alphabet eyes new frontiers
15. Mergers and acquisitions
a. Reading: Christensen, C. M., Alton, R., Rising, C., & Waldeck, A. (2011). The big idea:
The new M&A playbook. Harvard Business Review, 89(3), 48-57.
b. Reading: Chatper 9: pages 309 to 316
c. Case: Group PSA: Acquisition of Opel/vauxall from Turnaround to profitable growth
d. Case: Fnac Darty Merger: from bidding wars to Entity Integration
16. JVs and alliances
a. Reading: Dyer, J. H., Kale, P., & Singh, H., (2004), When to Ally and When to Acquire
b. Chapter 9- pages 279 to 306
c. Case: Eli Lily in India: rethinking the joint venture strategy
17. Internationalization
a. Reading: Porter, M. E. (1990). Competitive Advantage of Nations. Harvard Business Review.
b. Reading: Ibarra, H. (1996). National cultures and work-related values: The Hofstede study. 
c. Reading: Chapter 10
d. Case: Globalization of Cemex
18. Strategy in emerging market context
a. Reading: Khanna, T. & Palepu, K. G., (2006), Emerging Giants: Building World-Class
Companies in Developing Countries, Harvard Business Review, 84(10): 60-69.
b. Ramachandran, et al (2013), Why Conglomerates Thrive (Outside US)
c. Case: Leading the Tata group A- the Ratan Tata years
19. Structure, culture, processes
a. Reading: Chapter 11.
b. Case: FBI
20. Evaluation of strategy and firm performance
a. Reading: Kaplan, R.S. & Norton, D.P. (1996) Linking the Balanced Scorecard to Strategy
b. Reading: Chapter 4
c. Case: TWA parts (abridged)

Session-wise presentation schedule for groups (details of groups uploaded on AIS)


Groups Session Presentation on Questions/direction of case presentations
Group 1 Session 3 Case: Volvo Trucks A, Volvo Case: Analyse the World Truck Industry for attractiveness
Trucks B using the five forces framework. How is Volvo positioned
against the five forces? Does this change with the RVI
acquisition?
Group 2 Session 5 The right game: use game
theory to shape strategy
Group 3 Session 5 Competing on resources
Group 4 Session 8 Creating competitive
advantage
Group 5 Session 9 Case: Quick medx Case: Discuss the strategy of Quick Medx. What activities
and resources and industry conditions enable Quick Medx
to adopt this strategy?
Group 6 Session 10 Case: Calvetta Case: Discuss the strategy of Calvetta. What activities and
resources and industry conditions enables Quick Medx to
adopt this strategy?
Group 7 Session 11 Case: Options for growth: The Case: Analyse the growth of Haier over the years. What alternative
case for Haier (A) options of growth did they have? Why did they choose to grow the
way they did? How should they grow now?
Group 8 Session 13 Vertical Integration is dead or
Session is it?
Group 9 Session 13 Case: De Beers group: Case: Discuss the vertical integration opportunities for De
exploring the diamond Beers in terms of the pros and cons of the decision
reselling opportunity
Group 10 Session 14 Corporate Strategy- the quest
for parenting advantage
Group 11 Session 14 Case: Alphabet eyes new Case: Discuss the diversification by Google over the years.
frontiers Analyse the corporate strategy for Alphabet.
Group 12 Session 15 Case: Group PSA: Acquisition of Case: Prepare a plan for group PSA to create value from the
Opel/Vauxall from Turnaround to Opel/Vauxall Acquisition
profitable growth
Group 13 Session 15 Case: Fnac Darty merger: from Case: Analyse the integration plan for FNAC/DARTY. Identify
bidding wars to Entity the problems, issues and suggest solutions for
integration implementation
Group 14 Session 16 Case: Eli Lily in India: Case: Analyse the Lily Rambaxy JV in terms of objectives and
Rethinking the joint venture benefits for both firms. How should Eli Lily work towards the
strategy future of the JV in line with its own strategy and objectives?
Group 15 Session 17 Competitive advantage of
Nations
National cultures and work-
related values
Group 16 Session 18 Case: Leading the Tata Group Case: Describe Ratan Tata’s role in the growth of the group.
A- The Ratan Tata years Analyse the corporate strategy of the Tata Group? Where
can you see the Indian context in its management practices?
Group 17 Session 19 Case: FBI Case: Analyse the pros and cons of the way the FBI is
organized. What is the organization good for? What changes
in the structure of the FBI do you suggest?
Group 18 Session 20 Linking the balanced scorecard
to strategy

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