M.

Com 4th Semester Examination, 2021

Strategic Management
Paper: COM 4016
Time: 3 hours Marks :80

1. Answer any 8 (eight) questions from the following (within 50 to 75 words each)
(5x8=40)
a) What type of role does vision play in strategic formulation?
b) What is the role of organizational mission in strategy formulation?
c) What is the relevance of strategic intent?
d) What is the importance of SWOT analysis in strategic management of an organization?
e) Discuss the relative benefits of vertical integration.
f) Discuss the conditions under which business restructuring should be undertaken?
g) What do you understand by structural implementation of a strategy?
h) What type of role is played by strategic control in strategic management process?
i) Write a note on the role of Board of Directors.

2. Answer any 4 (four) questions from the following (within 100-150 words each)
(10x4=40)

a) Discuss the situations under which an organization should go for expansion in the same
line of business. What are the various issues involved in expansion strategy? 5+5=10
b) What are the shortcomings of generic business strategies proposed by Porter? To what
extent is hybrid strategy relevant? 5+5=10
c) What is the logic behind blue ocean strategy? In what ways does it differ from generic
business strategies? 6+4=10
d) “Costs have a strong implication in having a competitive advantage for organizations.” In
this context describe what are the sources of cost advantages for a firm. 10
e) Critically analyse the relevance of Nine grid matrix cell in strategic analysis. 10

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Total number of printed pages–5

14 (MCOM–4) 4.16

2020

STRATEGIC MANAGEMENT

Paper : 4.16

Full Marks : 40

Time : Two hours

The figures in the margin indicate

full marks for the questions.

1. Choose the correct option of the following

questions : 1×5=5

(i) Which of the following is not a

characteristic of strategic management
that makes it different from other types
of management ?

(a) It is interdisciplinary.

(b) It has an external focus.

(c) It has an internal focus.

(d) It concerns the present direction

of the organization.

Contd.
 (ii) Which of the following is NOT a major
element of the strategic management
process ?

(a) Formulating strategy

(b) Implementing strategy

(c) Evaluating strategy

(d) Assigning administrative tasks

(iii) Competitive advantage can best be

described as —

(a) increased efficiency

(b) what sets an organization apart

(c) a strength of the organization

(d) intangible resources.

(iv) ________ is the foundation of blue ocean

strategy.

(a) Innovation

(b) Value creation

(c) Value innovation

(d) Value-cost trade-off

14 (MCOM–4) 4.16/G 2
 (v) The various organizational routines and
processes that determine how efficiently
and effectively the organization
transforms its inputs into outputs are
called :

(a) Strengths

(b) Core competencies

(c) Capabilities

(d) Customer value.

2. Answer any three : 3×5=15

(a) Explain the reasons of failure of

corporate planning.

(b) What is an ‘Operating Turnaround

Strategy’ ?

(c) Distinguish between business strategy

and corporate strategy.

(d) Describe Porter’s five forces framework.

(e) What is ‘situation audit’ in strategic

planning ?

14 (MCOM–4) 4.16/G 3 Contd.

3. Answer any two : 2×10=20

(a) Discuss the McKinsey’s 7S framework

for organizational analysis.

(b) The strategic management process

encompasses three phases—strategy
formulation, implementation, and
evaluation and control —Discuss.

(c) List the Environmental factors that can

affect an organization’s strategy. Also
explain how would you analyze
Competitive Environment ?

(d) Explain the concept of merger and

acquisitions. Also explain the various
merger policies.

(e) Explain strategic implications of BCG

matrix model.

(f) Read the following case and answer the

questions given at the end :

Tata motors have been eyeing the Indian

passenger market for a long time. During
earlier times, their brands such as Tata
Sumo were well-received; the company had
a very low share in the Indian passenger
car market due to stiff competition from
Maruti. Tata motors came up with Tata

14 (MCOM–4) 4.16/G 4
 Indica, which mirrored Maruti’s products
and challenged Maruti’s dominance in small
car market. Inspired by the success of Indica
Tata launched the Tata Nano. Critics were
of the view it could not be possible due to
the low cost of the car. Tata Nano’s modular
design is one of the most innovative aspects,
it can be shipped separately and assembled
in any region. However the fanfare with
which Nano was launched did not show
much result, the car was not well-accepted
by the masses despite the low prices, it
started selling in discounts like any other
car in the Indian market. Tata’s as a
company are concerned about the same and
are still trying to rework out strategies for
revival of the market share and to fit into
the vision of the company.

(i) What was the type of strategy Tata’s

adopted during the launch of Nano ?

(ii) By using a SWOT analysis outline the

failure of the car in the Indian markets.

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