COURSE OUTLINE
STRATEGIC MANAGEMENT
PRE-REQUISITE COURSES:
Financial Management, Human Resource Management, Marketing Management
FACULTY: Mr. Abdul Mujeeb Farooqi [[email protected]]
TEXTBOOK: Strategic Management Concepts: A Competitive Advantage Approach,
16th Edition by Fred R. David and Forest R. David. Pearson. 2017.
COURSE DESCRIPTION: Strategic Management is a capstone, integrative course for
graduating business students. This is an exciting and at the same time challenging course that
focuses on how firms formulate, implement and evaluate business strategies. This course
explores some important strategic management concepts and techniques in detail. Students use
knowledge acquired from previous business courses in the areas of accounting/finance,
management and marketing, coupled with new strategic management techniques learned in this
course, to chart the future direction for different organizations. Students also apply concepts
learned in ancillary disciplines such as communication, economics, entrepreneurship, ethics,
mathematics, psychology, statistics, supply chain management, etc. The major responsibility of
students in this course is to make strategic decisions objectively and to justify them through oral
and written communication.
COURSE OBJECTIVES: The objectives of this course are two-fold: (1) To discuss a
reasonably comprehensive description of various strategic management concepts, tools and
techniques that are useful in understanding the discipline of Strategic Management. (2) To give
students an opportunity to apply strategic management techniques in making objective strategic
decisions with the help of experiential exercises and case analyses.
COURSE OUTLINE:
Chap. Topics
1 The Nature of Strategic Management
What is Strategic Management?
Stages of Strategic Management
Integrating Intuition and Analysis
Key Terms in Strategic Management
The Strategic Management Model
Benefits of Engaging in Strategic Management
Why Some Firms Do No Strategic Planning
Pitfalls in Strategic Planning
Comparing Business and Military Strategy
2 The Business Vision and Mission
Vision Statements: What Do We want to Become
Mission Statements: What is Our Business?
The Process of Developing Vision and Mission Statements
The Importance (Benefits) of Vision and Mission Statements
Characteristics of a Mission Statement
Components of a Mission Statement
Evaluating and Writing Mission Statements
3 The External Assessment
The Purpose and Nature of an External Audit
The External Forces That Affect Organizations
Porter’s Five-Forces Model
Sources of External Information
Forecasting Tools and Techniques
The External Factor Evaluation Matrix
The Competitive Profile Matrix
4 The Internal Assessment
The Nature of an Internal Audit
Integrating Strategy and Culture Management
Marketing
Finance/Accounting
Production/Operations
Research and Development
Management Information Systems
Value Chain Analysis
The Internal Factor Evaluation Matrix
5 Strategies in Action
Long-Term Objectives
Types of Strategies
Integration Strategies
Intensive Strategies
Diversification Strategies
Defensive Strategies
Michael Porter’s Five Generic Strategies
Means For Achieving Strategies
Tactics to Facilitate Strategies
Strategic Management in Nonprofit, Governmental, and Small Firms
6 Strategy Analysis and Choice
The Strategy Analysis and Choice Process
The Strategy-Formulation Analytical Framework
The SWOT Matrix
The Strategic Position and Action Evaluation (SPACE) Matrix
The Boston Consulting Group (BCG) Matrix
The Internal-External (IE) Matrix
The Grand Strategy Matrix
The Decision Stage: The Quantitative Strategic Planning Matrix (QSPM)
Cultural Aspects of Strategy Analysis and Choice
The Politics of Strategy Analysis and Choice
Boards of Directors: Governance Issues
7 Implementing Strategies: Management, Operations, and Human Resource Issues
Transitioning from Formulating to Implementing Strategies
The Need for Clear Annual Objectives
The Need for Clear Policies
Match Structure with Strategy
Types of Organizational Structure
Dos and Don’ts in Developing Organizational Charts
Strategic Production/Operations Issues
Strategic Human Resource Issues
8 Implementing Strategies: Marketing, Finance/Accounting, R&D, and MIS Issues
Strategic Marketing Issues
Social Media Marketing
Market Segmentation
Product Positioning and Perceptual mapping
Strategic Finance/Accounting Issues
EPS/EBIT Analysis: Acquire Needed Capital
Projected Financial Statements
Corporate Valuation
IPOs, Cash Management, and Corporate Bonds
Strategic Research and Development (R&D) Issues
Strategic Management Information Systems MIS) Issues
9 Strategy Review, Evaluation, and Control
The Strategy Evaluation Process, Criteria, and Methods
The Three Strategy-Evaluation Activities
The Balanced Scorecard
Published Sources of Strategy-Evaluation Information
Characteristics of an Effective Strategy-Evaluation System
Contingency Planning
Auditing
Twenty-First Century Challenges in Strategic Management
Guidelines for Effective Strategic Management
10 Business Ethics, Social Responsibility, and Environmental Stability
Why “Good Ethics is Good Business”
Whistle-Blowing, Bribery and Workplace Romance
Social Responsibility and Policy
Environmental Sustainability
Wildlife Welfare
The extent of coursework to be completed every week depends upon the performance of the
class. Therefore, this course outline tentatively describes the topics we plan to discuss during this
semester.
The exact dates of the Mid-term and Final Examinations will be notified in advance. Students are
expected to keep themselves aware of the same.
GRADING PLAN (TENTATIVE):
Assignments / Cases 15 Marks
Quizzes 10 Marks
Participation on Discussion Forums 10 Marks
Mid-term Examination 25 Marks
Final Examination 40 Marks
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Total 100 Marks
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COMPULSORY READINGS FOR DISCUSSION FORUMS
Online Class: 06:30 pm to 08:30 pm (Maximum 2 Hours on Blackboard – Admissible)
Break Time: 08:30 pm to 08:50 pm (20 minutes)
Discussion Forum: 08:50 pm to 09:30 pm
Note: Students will thoroughly read, learn and discuss the key learning outcomes
of the literature shared as per the following schedule.
Session No. HBR Article for Discussion Forum
1 1. What is strategy
2 2. Building your company's vision
3 3. The five competitive forces that shape strategy
4 4a) The great repeatable business model
4b) Reinventing your business model
5 5. Strategy needs creativity
6 6. Surviving disruption
7 7. Transient Advantage
8 Mid-Term Examination*
9 8. Creating shared value
10 9. Blue ocean strategy
11 10. The secrets of successful strategy execution
12 11a. Turning great strategy into great performance
11b. Transforming corner-office strategy into frontline action
13 12. Using the balanced scorecard as a strategic management system
14 13. Pipelines, platforms, and the new rules of strategy
15 14. Bringing science to the art of strategy
16 Final Examination*
* Face to face or online is yet to be decided by the management.
You will be communicated accordingly through an official medium.
