SRM VALLIAMMAI ENGINEERING COLLEGE

SRM Nagar, Kattankulathur – 603 203

DEPARTMENT OF MANAGEMENT STUDIES

QUESTION BANK

III SEMESTER

BA 5302 STRATEGIC MANAGEMENT

Regulation – 2017

Academic Year 2019 – 20

Prepared by

Mrs. V. Selva Lakshmi Assistant Professor (O.G) / MBA

Mr. C.Dilip Assistant Professor (S.G) / MBA

 SRM VALLIAMMAI ENGINEERING COLLEGE
SRM Nagar, Kattankulathur – 603 203.

DEPARTMENT OFMANAGEMENT STUDIES

QUESTION BANK
SUBJECT : STRATEGIC MANAGEMENT,
SEM / YEAR : III Semester / II Year
UNIT I STRATEGY AND PROCESS

Conceptual framework for strategic management, the Concept of Strategy and the Strategy Formation
Process – Stakeholders in business – Vision, Mission and Purpose – Business definition, Objectives
and Goals - Corporate Governance and Social responsibility-case study.

Q.NO PART - A BT LEVEL COMPETENCE

1 What is ‘Strategic Management’? BTL 1 Remembering
2 What is strategy? Differentiate strategy and tactics? BTL 2 Understanding
3 Identify the various features of a strategy. BTL 3 Applying
4 Classify the different types of strategies. BTL 4 Analysing
5 Discuss the concept of strategic intent. BTL 5 Evaluating
6 Interpret planned and reactive strategies. BTL 6 Creating
7 What is meant by Corporate Governance? BTL 1 Remembering
8 Compare strategic fit and leverage. BTL 2 Understanding
Show your understanding towards environmental
9 BTL 3 Applying
scanning.
Classify planning. (Tactical planning, operational
10 BTL 4 Analysing
planning)
11 How is ethics related to the strategic management? BTL 5 Evaluating
12 State the major objectives of a business. BTL 6 Creating
13 What is CSR? BTL 1 Remembering
14 Explain corporate governance. BTL 2 Understanding
What are strategic business unit and strategic business
15 BTL 3 Applying
area?
16 Give an example of mission statement BTL 4 Analysing
17 Define a stretch situation. BTL 1 Remembering
18 Distinguish Goals and objectives BTL 2 Understanding
19 What is clause 49/ auditors certificate on governance? BTL 1 Remembering
20 List out the different levels of strategic management. BTL 1 Remembering
 PART B
Q.NO QUESTIONS BT LEVEL COMPETENCE
1 List the different levels of strategies with examples. BTL 1 Remembering
Explain in detail about the components of strategic
2 BTL 2 Understanding
management process.(13Marks)
Why is strategic planning necessary? Discuss the steps
3 BTL 3 Applying
involved in strategic planning process.(8 Marks)
i) As a corporate planner of a large MNC, how would
you plan the environment or the different units located at
different places and belonging to different
4 industries?(7Marks) BTL 4 Analysing

ii) List down the different types of environment.(

6Marks)
Elaborate corporate governance in Indian industry. List
5 BTL 5 Evaluating
the significance of corporate governance.

6 Describe the steps in strategic process (13 Marks) BTL 6 Creating

i) Why vision and mission statements are
important in strategic management?(7Marks)
7 BTL 1 Remembering
ii) List out two vision and mission
statements.(6Marks)
Explain strategic formulation process and various stages
8 BTL 2 Understanding
of strategic formulation.
i) How would you show your understanding towards
CSR scenario in Indian industry?(7Marks)

9 ii) Can you make a distinction between goals and BTL 3 Applying
objectives?
(6 Marks)
i) Define corporate social responsibility. (4Marks)

10 ii) Define the categories of socially responsible BTL 4 Analysing

behavior.(9 Marks)
 Describe about the business stakeholder’s power,
11 BTL 1 Remembering
influence and major interest in the business.
Discuss the strengths and weakness of formal strategic
12 BTL 1 Remembering
planning. Explain the benefits of strategic planning.
i) How might a company configure its strategy making
process to reduce agency problem that potentially exists
13 between stock holders and managers?(7 Marks) BTL 2 Understanding

ii) Explain any one strategy of any organization.(6Marks)

Define the relationship existing between corporate

14 governance and social responsibility. List down the BTL 4 Analysing

different types of social responsibility.

PART - C

1. Several campaigns and demonstrations followed the publication of a report issued

by the Indian NGO Centre for Science and Environment (CSE) in 2003. The report provided
evidence of the presence of pesticides,to a level exceeding European standards,25 in a sample
of a dozen Coca-Cola and PepsiCo beverages sold in India.26 With that evidence at hand, the
CSE called on the Indian government to implement legally enforceable water standards. The
report gained ample public and media attention,resulting in almost immediate effects on
Coca-Cola revenues. The main allegations made by the NGO against Coca-Cola were that it
sold products containing unacceptable levels of pesticides, it extracted large amounts of
groundwater and it had polluted water sources.27 Regarding the allegation about Coca- Cola
beverages containing high levels of pesticide residues, the Indian government undertook
various investigations. The government set up a Joint Committee28 to carry out its own tests
on the beverages. The tests also found the presence of pesticides that failed to meet European
standards, but they were still considered safe under local standards. Therefore, it was
concluded that Coca-Cola had not violatedanynational laws but Coca-Cola was also accused
of causing water shortages in – among other areas – the community of Plachimada in Kerala,
southern India.

QUESTIONS:
a) Do you think is the coco-cola socially responsible company?
b) How can coco-cola regain its market?

2. Apple has considered the GRI G3.1 indices relating to the economy, the environment,
humanrights, society and labour for its publication on Governance, Product Environmental
Reports, Recycling and Facilities Environmental Report and Supplier Responsibility. For
Supplier Responsibility, Apple, for example, has taken into account the indicator which
reports on measures it has taken to contribute to the elimination of child labour. With regard
to Product Environmental Reports, Apple has used the EN26 performance indicator,115 and
sets out initiatives to lessen the environmental impact of its products. Apple designs its
products with the aim of being as energy efficient as possible, and it is the only company
that can claim all electronic goods are Energy Star qualified.116 Apple’s products have
become more powerful while, at the same time, fewer materials are used and fewer carbon
emissions are generated. Almost all of Apple’s products are outsourced for manufacturing
overseas. But the limited transparency of Apple’s supplier sustainability policy has often
been criticized in the media. In February 2010 Apple also turned down two shareholders‟
sustainability proposals to establish a sustainability report on Apple’s environmental policies
and the impact that climate change has on the company. The other
proposalwastoestablishaboardofdirectors‟sustainabilitycommittee. A well-known conflict
involving Apple’s suppliers is the suicides at Foxconn. It is the largest contracted electronics
manufacturer in the world, with dealings involving Dell and Sony. Foxconn is the
manufacturer of iPhones and iPads and employs over 900,000 workers, of whom 420,000
employees work at the Foxconn Shenzhen plant. This plant covers 15 factories, including
dormitories, a hospital, a bank, a grocery store and restaurants. The workers live and work
inside the complex. In 2006 the Chinese local press reported on the excessively long working
hours and the discrimination of mainland Chinese workers by Taiwanese superiors. In May
2010 several media sources reported several cases of suicide at Foxconn. From 2009 to 2010
a total of 13 workers had committed suicide. The first worker, Sun Danyong, committed
suicide after he had been interrogated on the loss of an iPhone 4 prototype that he had in his
possession. When the former CEO Steve Jobs was asked about the suicides at Foxconn, he
responded: „Foxconn is not a sweatshop. Comment on the above case study and give your
viewpoints in it.

3.Provide an example for a strategic management process

4.Dr.Sukumar inherited his father’s Dey’s Lab in Delhi in 1995. Till 2002, he owned 4 labs
in the National Capital Region (NCR). His ambition was to turn it into a National chain.
The number increased to 7 in 2003 across the country, including the acquisition of Platinum
lab in Mumbai. The number is likely to go to 50 within 2-3 years from 21 at present. Infusion
of Rs.28 crores for a 26% stake by Pharma Capital has its growth strategy.The lab with a
revenue of Rs.75 crores is among top three Pathological labs in India with Atlantic (Rs.77
crores) and Pacific (Rs.55 crores). Yet its market share is only 2% of Rs.3,500crores market.
The top 3 firms command only 6% as against 40- 45% by their counterparts in the
USA.There are about 20,000 to 1,00,000stand alone labs engaged in routine pathological
business in India, with no system of mandatory licensing and registration. That is why
Dr.Sukumar has not gone for acquisition or joint ventures. He does not find many existing
laboratories meeting quality standards. His six labs have been accredited nationally
whereon many large hospitals have not though of accreditation. The College of American
Pathologists accreditation of Dey‟s lab would help it to reach clients outside India.InDey‟s
Lab, the bio- chemistry and blood testing equipments are sanitized every day. The bar coding
and automated registration of patients do not allow any identity mix-ups. Even routing tests
are conducted with highlysophisticated systems. Technical expertise enables them to carry
out 1640 variety of tests. Same day reports are available for samples reaching by 3 p.m. and
by 7 a.m. next day for samples from 500 collection centres located across the county. Their
technicians work round the clock, unlike competitors. Home services for collection and
reporting is also available.There is a huge unutilized capacity. Now it is trying top other
 segments. 20% of tis total business comes through its main laboratory which acts as a
reference lab for many leading hospitals. New mega labs are being built to encash
preclinical and multi – centre clinical trails questions.
1. What do you understand by them Vision? What is the difference between„ Vision ‟and„
Mission‟?
2. What vision Dr.Sukumar has at the time of inheritance of Dey‟s lab? Has it been achieved?
(8 Marks)
3. For growth what business strategy has been adopted by Dr. Sukumar? (2Marks)

UNIT II COMPETITIVE ADVANTAGE

External Environment –Porter’s Five Forces Model-Strategic Groups Competitive Changes

during Industry Evolution-Globalization and Industry Structure - National Context and Competitive
advantage Resources- Capabilities and competencies–core competencies-Low cost and differentiation
Generic Building Blocks of Competitive Advantage- Distinctive Competencies Resources and
Capabilities durability of competitive Advantage- Avoiding failures and sustaining competitive
advantage-Case study.
Q.NO PART - A BT LEVEL COMPETENCE
1 What is competitive advantage? BTL 1 Remembering

2 What are distinctive competencies of a business? BTL 2 Understanding

3 Identify the 7 s in McKinsey frame work. BTL 3 Applying

4 List elements of Porter’s Five Forces. BTL 4 Analysing
5 What is environmental scanning? BTL 5 Evaluating
Highlight the advantages of national competitive
6 BTL 6 Creating
advantage?
7 What is SWOT analysis? BTL 1 Remembering

8 Explain differentiation strategy BTL 2 Understanding

How do political, social and technological
9 factors in the environment affect strategic BTL 3 Applying
planning?
10 Examine the term distinctive competitive advantage BTL 4 Analysing

11 Discuss the meaning of strategic myopia? BTL 5 Evaluating

12 Explain globalization and industry structure. BTL 6 Creating

13 Define ‘environment’ BTL 1 Remembering
 Differentiate internal and external environment and its
14 BTL 2 Understanding
entities.
How would you show your understanding
15 BTL 3 Applying
towards cost leadership strategies?

16 How does a firm acquire competitive cost advantage? BTL 4 Analysing

17 What is ETOP, PEST and SAP? BTL 1 Remembering

Differentiate business level with corporate level
18 BTL 2 Understanding
strategy.
19 Indicate the stages in an industry life-cycle. BTL 4 Remembering

20 Differentiate resources and capability. BTL 1 Remembering

Q.NO PART - B BTLEVEL COMPETENCE

Discuss the porter’s Five Force Model used in external
1 environmental analysis. BTL 1 Remembering
i) Explain the internal environment’s influencing
business strategies. (7Marks)
2 BTL 2 Understanding
ii) Explain the external environment’s influencing
business strategies. (6 Marks)
i) Define strategic management. (4Marks)
3 i) Identify and discuss the effects of globalization BTL 3 Applying
on strategic management. (9 Marks)
i) Describe the determinants of national
competitive advantage (Porter model). (6Marks)
4 BTL 4 Analysing
ii) What are the three generic strategies or
four generic strategies? (7 Marks)
Explain the components of internal environment
5 BTL 5 Evaluating
analysis.
Highlight the various factors pertaining to India’s
6 BTL 6 Creating
Competitive advantage with appropriate examples.
i) Explain the steps of industry life cycle analysis.
(7 Marks)
7 ii) Give an industry analysis report for consumer BTL 1 Remembering
durable industry. Discuss five forces forth same
industry. (6 Marks)
What is competitive advantage? Discuss about the
8 BTL 2 Understanding
generic building blocks of competitive advantage.
 i) How would you show your understanding of durability
of competitive advantage?(7 Marks)
9 BTL 3 Applying
ii) How competitive advantage helps in differentiating the
organization Recall the causes of failure of competitive
advantage? (6 Marks)
i) Inertia (5Marks)
10 ii) Prior strategic commitment( 4Marks) BTL 4 Analysing
iii) Icarus Paradox(4Marks)
Discuss the following components of generic building
blocks of competitive advantage.(7Marks)
11 i) Superior innovation and superior quality BTL 1 Remembering
ii) Superior efficiency and superior
customer responsiveness. (6 Marks)
i) Can you explain the factors influencing competitive
advantage? (7Marks)
12 BTL 1 Remembering
ii) Summarize how a positioning of a firm can be
achieved?(6 Marks)
i) Analyze the concept of Micheal porter’s generic
13 blocks? (9Marks) BTL 2 Understanding
ii) Analyze the concept of core competency? (4Marks)
Recall the following concepts to avoid failure
and sustain competitive advantage?
i) Focus on building blocks of
competitiveadvantage(3 Marks)
14 BTL 4 Analysing
ii) Institute continuous improvement and
learning(3Marks)
iii) Track the best industrial practices(3Marks)
iv) Overcome inertia(4 Marks)

PART – C
1. Perform an external environment analysis using Porters five force model in the purview of an
automobile company.
2. Taking a firm of your choice, explain how competitive advantage is developed and sustained over a
long period of time.

3. The Icarus paradox is based on the Greek myth of Icarus, who made himself a pair of wings from
wax and feathers and then flew so well that he went too close to the sun, which melted the wings, and
he plunged to his death. The paradox suggests that his greatest asset, his ability to fly, gave rise to his
demise. Many successful companies become so dazzled by their own early success that they believe
that operate in the same way will lead to future success. This attitude, finally leads a company to
become so specialized and inner-directed that it loses sight of market realities .Sooner or later failure
mustensue.Here a typical example is the DEC Company. By 1990, DEC‟s superiority in producing
high quality VAX minicomputers made it one of the largest corporations in the world However, the
company’s success carried the seeds of its destruction. An increasingly narrow focus on engineering
capability led to a neglect of other functions, such as marketing, servicing and so on. The firm became
dull to the dynamic customer needs and industry conditions. Then DEC went through a terrible
change of fortune in the early 1990s, and finally was acquired by Compaq in 1998. (Compaq was
 acquired by Hewlett Packard in2001.)

• Explain the concept of IcarusParadox.

• Analyze what is the reason behind the failure of DECCompany.

4. Everyone was made to wear identical shirts to work, with the Pepsi logo emblazoned on the pockets,
right across their hearts. There were no „bosses‟ or „sirs‟. Suman would be addressed as Suman by
the entire team. In every visit to the market, in every conference Suman would make sure that he
projected salesman as the real heroes of PepsiCo. Even the television commercials showed salesman
doing everything possible for the company. Everyone including the truck drivers was made to believe
that he/she is out on a battle ready to kill the enemy Coke. People say that is what made Pepsi win
the battle in India against Coke. In fact, if you stopped a Pepsi truck and asked the salesman what he
was doing, chances would be high that he would say he is helping Pepsi win the Cola war. Not just
selling Pepsi. Remember what the then President of America, John F Kennedy was greeted with when
he posed a question to the janitor working at the Kennedy Space Centre, Florida, „what do you do
here?‟ She replied “I am helping America put a man on the moon!” And that is what is called as
Vision sharing. When employees share the vision, they can scale new heights continually and put the
company on top of the world, quite easily. Questions:
a) How PepsiCo India did have won the war withCoke?
b) What kind of strategy had adopted by Mr.Suman to get success for PepsiCoIndia?

UNIT – III STRATEGIES

The generic strategic alternatives – Stability, Expansion, Retrenchment and
Combination strategies - Business level strategy- Strategy in the Global Environment-Corporate Strategy
Vertical Integration- Diversification and Strategic Alliances- Building and Restructuring the corporation-
Strategic analysis and choice - Environmental Threat and Opportunity Profile (ETOP) - Organizational
Capability Profile - Strategic Advantage Profile - Corporate Portfolio Analysis - SWOT Analysis - GAP
Analysis - Mc Kinsey's 7s Framework - GE 9 Cell Model - Distinctive competitiveness - Selection of matrix
- Balance Score Card- case study.
Q.NO PART - A BT LEVEL COMPETENCE
1 What is a strategic alliance? BTL 1 Remembering
2 Compare vertical integration with horizontal integration. BTL 2 Understanding

3 Show your understanding towards conglomerate

BTL 3 Applying
diversification with two examples.
4 Mention the various “S” in 7’S McKinsey frame work? BTL 4 Analysing
5 What is stability strategy? BTL 5 Evaluating
6 Give your opinion about Cost leadership strategy. BTL 6 Creating
7 Define turnaround strategy. BTL 1 Remembering
8 Compare harvest and liquidation? BTL 2 Understanding
9 Discuss the aspects to be considered before merging BTL 3 Applying
10 Define the term ‘balance score card’ BTL 4 Analysing
 11 Discuss the concept of hostage taking. BTL 5 Evaluating
12 Explain with examples vertical integration. BTL 6 Creating
13 What is grand strategy? BTL 1 Remembering
14 Compare spinoff and MBO. BTL 2 Understanding

15 What is strategic alliance? List out the reasons for

BTL 3 Applying
entering into strategic alliance
16 Draw the GE 9 Cell Model. BTL 4 Analysing

17 What are the different types of strategies in the global

BTL 1 Remembering
environment
18 Distinguish between diversification and expansion
BTL 2 Understanding
strategies.
19 What is vertical integration? BTL 1 Remembering
20 What do you mean by global compact? BTL 1 Remembering

Q.NO PART – B BT LEVEL COMPETENCE

i) Define what is a diversification strategy? (4Marks)
1 ii) Describe the diversification strategies in the Indian BTL 1 Remembering
context.(9 Marks)
i) Outline the concept of corporate portfolio analysis.
(7Marks)
2 BTL 2 Understanding
ii) Explain the different techniques in corporate
portfolio analysis. (6 Marks)
i) State the use of 7s Model for strategic management.
3 (7Marks) BTL 3 Applying
ii) Can you explain BCG growth share matrix. ( 6Marks)
i) Analyze the concept of strategic analysis & choice?
(7Marks)
4 BTL 4 Analysing
ii) Analyze the Indian car manufacturer’s current strategies.(6
Marks)
i) Can you assess the importance of GE matrix? (7Marks)
5 ii) Explain the significance of the Balance score card? BTL 5 Evaluating
(6Marks)
i) Evaluate the importance of SWOT analysis ETOP.
6 (7Marks) BTL 6 Creating
ii) Evaluate GAP analysis in detail. (6Marks)
Enumerate the conceptual application of Balance Score
7 BTL 1 Remembering
Card and its advantages in modern business scenario
 Explain how companies can use
i) Product differentiation(7Marks)
8 BTL 2 Understanding
ii) Capacity control to manage rivalry and increase an
industry’s profitability. (6 Marks)
i) Identify the generic business strategies. (7Marks)
9 ii) Analyze the strategies in global environment. BTL 3 Applying
(6Marks)
i) What are the strategies for different industry
conditions?(7 Marks)
10 BTL 4 Analysing
ii) Discuss the rationale for restructuring by
organization.(6 Marks)
11 How would you create generic strategic alternatives? BTL 5 Evaluating

12 Elucidate the process of making a strategic choice. BTL 6 Creating

i) Conclude your understanding about balanced
scorecard technique? (6Marks)
13 ii) Elaborate the steps involved in balanced scorecard BTL 2 Understanding
technique.
(7 Marks)
i) How would you describe the rationale
14 behind strategic alliance? (7Marks) BTL 4 Analysing
ii) Brief why do strategic alliances fail? (6Marks)

PART - C
1. Obviously, a well-known transformational story is APPLE, Jobs has successfully
transformed APPLE from a PC firm to a promising diversified organization, this has great strategic
flexibility to innovate in the market. This revolution process is certainly full of adventure and
difficulties. In the PC industry where the product has become a commodity, it is the low cost player
which can deliver the best quality at the lowest cost will win. Historically this has been Dell,
Lenovo and HP. However, Apple is protected in the sense that it has a uniquely differentiated
product in a commodity industry. It has the advantages of brand loyalty, ease of use, and design
elegance. After the early year‟s failure of marketing PC, Apple has been very successful with the
iPod, iTunes and iPhones. In a decade APPLE has gone from a computer manufacture to a world
beater in personal music players, mobile phones, music retail, tablet computing, TV hardware
manufacture. Especially, the firm has actually dominated the market for mobile phone applications
by being open and rewarding developers with generous profit sharing. In 2010 it hosted over
250,000 „„apps‟‟ from outside developers, and while it is criticized for being „„closed‟‟ in
operating a strict policy in monitoring the content of these apps, it is generating almost $1bn a year
throughthe innovation and has made many developers millionaires. There are a number of reasons
for Apple‟s successful organizational transformation. Firstly, the iPod itself was technologically
sophisticated and cool, the design elegance helped to drive demand. Secondly, iTunes files could
only be played on the iPod created a closed world in which copyright violations were less likely
to occur. This helped to allay the fears of music publishers regarding illegal file sharing. Last but
 not the least, Apple offered the music companies a great deal – of the$0.99 paid for every
download, $0.89 reportedly goes straight to the music companies. They capture most of the
economic profit. With regards to iPhone, although the iPhone was not the first smart phone, its
market share is growing rapidly. The reason is clear now: Apple has realized the importance of
applications for sales of the iPhone, and is creating incentives for third part developers to make
and sell applications through its appsstore.
Essentially, Apple is leveraging a network effect successfully. The more valuable apps offered on
the iPhoneplatform, the greater the utility of owning an iPhone, the greater demand will be created,
and the more apps will be offered. Previously, Microsoft utilized such a network effect with
Windows, now Apple is trying to utilize it with its iPhone. The successful organizational
transformation of Apple‟s success in the iPhone business depends in large part upon its ability to
win what is rapidly becoming a format war in the smart phone business. To dothat, it must exploit
network effects, and so far Apple seems to be doing a better job than itscompetitors.
Questions:
Do a SWOT analysis for the AppleInc.

2.Assume a company of your own and conduct a ETOP and GAP analysis.

3.Explain Mckinsey’s 7 S framework and its utility to strategists.

4.Perform a SWOT analysis for an Indian telecom company.

UNIT – IV STRATEGY IMPLEMENTATION & EVALUATION

The implementation process, Resource allocation, designing organizational structure-Designing

Strategic Control Systems- Matching structure and control to strategy-Implementing Strategic change-
Politics-Power and Conflict- Techniques of strategic evaluation & control-case study.
Q.NO PART - A BT LEVEL COMPETENCE
1 Define Organisational structure. List the major factors BTL 1 Remembering
to be considered while designing organizational
structure.
2 Explain types of structures? What is the major BTL 2 Understanding
advantage of a matrix organization structure?
3 Show your understanding on matching structure BTL 3 Applying
4 What are all the types of organizational structure? BTL 4 Analysing
5 Categorize the types of power and explain what power BTL 5 Evaluating
is?
6 Is politics part of strategy implementation? BTL 6 Creating
7 What is strategic evaluation? BTL 1 Remembering
8 What do you mean by strategic surveillance? BTL 2 Understanding
 9 List down different types of strategic control. BTL 3 Applying
10 Conclude your understanding on the strategic control BTL 4 Analysing
cycle.
11 Discuss the techniques of strategic evaluation & BTL 5 Evaluating
control?
12 What are the sources of organizational power? BTL 6 Creating
13 What is resource allocation? BTL 1 Remembering
14 Explain strategic budgeting. BTL 2 Understanding
15 Why conflict management is important in strategic BTL 3 Applying
implementation ?
16 Classify the factors affecting resource allocation. BTL 4 Analysing
17 What is corporate culture? BTL 1 Remembering
18 Explain agency theory BTL 2 Understanding
19 Define social audit. BTL 1 Remembering
20 Describe conflict in business context. BTL 1 Remembering

Q.NO PART - B BT LEVEL COMPETENCE

i) What are the advantages & Disadvantages of being
a first mover? (7Marks)
1 BTL 1 Remembering
ii) Quote some examples of the first movers from any
one industry. (6 Marks)
“For successful strategic implementation ,organizational
2 BTL 2 Understanding
structures are important “-Discuss
Discuss the five-stage model of strategic implementation
3 BTL 3 Applying
process
Explain the relationship between strategy and structure(13
4 BTL 4 Analysing
Marks)
i) Discuss the process of evaluation and strategic
5 control cycle.(7 Marks) BTL 5 Evaluating
ii) Explain four types of strategic control.(6Marks)
Explain the steps involved in designing a strategic control
6 BTL 6 Creating
system in an organisation.
i) What is strategic change? How will you implement
strategic change?(7 Marks)
7 BTL 1 Remembering
ii) Discuss the match /interaction of strategy and
structure?(6 Marks)
Enumerate the different stages of organizational life
8 BTL 2 Understanding
cycle Highlight the suitable strategies of each stage.
 Identify the advantages and disadvantages of
9 outsourcing. Elucidate the characteristics of internet BTL 3 Applying
market structure.
Define Strategic choice. Discuss the different techniques
10 BTL 4 Analysing
used in strategic choice.
“Explain how a company can develop an
11 entrepreneurial culture.List down the formal BTL 1 Remembering
components of corporate culture.
i) Discuss the relevance of strategy formulation in a changing
technological environment.(7Marks)

12 i) Implementing a strategy successfully depends on BTL 1 Remembering

selectingthe right combination of organizational
structure, control system and culture‟-Explain. (6
Marks)
i) What are the merits and demerits of technology
leadership?(7 Marks)
13 BTL 2 Understanding
ii) What are the management challenges and strategic
issues faced by thenon-profitorganizations?(6 Marks)
i) Explain the terminology Brick and click.(5Marks)
14 ii) Discuss the impact of internet and E-commerce BTL 4 Analysing
onbusiness.(8 Marks)

PART - C

1. Provide an example and explain in detail strategies for global environment.

2. The MSIL has a market share of about 55% in the Indian passenger car segment and is the
largest manufacture of small cars in India. The company has been voted as first by Indian customers
for level of customer service and customer satisfaction. The company manufactures affordable
small cars which serve the needs of average Indian customers faithfully and hence have a strong
brand image as the common man‟s car in India, which an average Indian customer identifies with.
Such a strong brand image and huge customer base can sustain the position of the company as the
market leader in the Indian small car segment. Well Developed Sales and Service Network
throughout India: The Maruti Suzuki India and a huge service network of more 2,750 franchises of
service outlets spreading about 1,300 cities throughout India. Such a widely distributed sales and
service network can help the company to relate with its Customers across India, also facilitates
bargaining power with suppliers and increases profitability. Very Strong Knowledge of Indian
Market: The Maruti Suzuki India has a strong knowledge of the Indian market which has helped
them to grow their sales and market share in India.

Questions:
A. How core competencies of MSIL are explained in above case?
 B. What kind of strategy can be adopted by MSIL to get commercial success of
car business in domestic as well as global market?
3. The balanced scorecard immediately played a role in the transformation of Infosys. The
executive team used the scorecard to guide discussion during its meetings. The continual process
of adaptation, execution, and management that the scorecard fostered helped the team respond
to, and even anticipate, its client’s evolving needs. Eventually, use of the scorecard for
performance measurement spread to the rest of the organization, with monetary incentive linked
to the company’s performance along the different dimensions. Over time, the balanced scorecard
became part of the Infosys culture. In recent years, Infosys has begun using the balanced
scorecard concept to create “relationship scorecard” for many of its largest clients. Using the
scorecard framework, Infosys began measuring its performance for key clients not only on
project management and client satisfaction, but also on repeat business and anticipating client’s
future strategic needs. The balanced scorecard helped successfully steer the transformation of
Infosys from a technology outsources to leading business consultancy. From 1999 to 2007, the
company had a compound annual growth rate of 50%, with sales growth from $120 million in
1999 to more than $3 billion in 2007. Infosys was recognized for its achievements by making
the Wired 40, Business Week IT 100, and Business Week Most Innovative Companies lists.
Questions:
A. Make a balance scorecard report for Infosys in your own understanding.
B. Suggest measures to prepare balance scorecard for Infosys.

4. A major contract with Reebok, followed by another from Digital Equipment turned the
fortunes for Infosys and Murthy did not look back thereafter. Murthy was perhaps the first Indian
middle-class entrepreneur to share his wealth with his employees, including drivers and office
boys. At last count, Infosys three-bedroom house in Jayanagar, Bangalore. He avoid five star
hotels, travels economy, even cleans the bathroom of his house and refuses to use the company
car for private purposes. But his vision is truly global. Even when the company had truckloads
of cash, acquisitions were never carried out in a rash manner – during the internet boom. Murthy
never believed in importing ideas from elsewhere. In a world that is prepared to do anything for
acquiring power, Murthy stepped down from mainstream business operations voluntarily. Top
management changes at the top level are very smooth and never make headline news – thanks
to the highly admirable moralistic path that Murthy has so carefully chosen to take the company
to greater heights. Not surprising to find is the fact that the company’s CEO, Sri Gopalakrishnan,
paid penalty in 2008 to the stock exchange for having failed to inform within mandated time,
performing last rites for his departed mother! His recent move to commit his entire stake for
social projects is, indeed, shocking news for many in this materialistic world.

Questions:
• What kinds of organizational changes have been laid down by Mr. Murthy,
to exploit the Infosys as an organization? From the above case, which instance
shows the conflict situation and its management
 UNIT- V OTHER STRATEGIC ISSUES
Managing Technology and Innovation-Strategic issues for Non Profit organisations. New Business
Models and strategies for Internet Economy-case study.
Q.NO PART - A BT LEVEL COMPETENCE
1 What is a lead user? BTL 1 Remembering
2 Explain corporate entrepreneurship BTL 2 Understanding
How would you show your understanding on the BTL 3 Applying
3 concept of organizational design for corporate
entrepreneurship?
4 Identify new business models in internet economy. BTL 4 Analysing
5 Can you assess the importance of entrepreneurial venture? BTL 5 Evaluating
Interpret the need for the strategic management processes in BTL 6 Creating
6
small business?
7 What is innovation in business context? BTL 1 Remembering
8 List down the factors influencing success of a new venture? BTL 2 Understanding
9 Analyze the concept of strategic piggybacking. BTL 3 Applying
10 Why innovation management is critical for business? BTL 4 Analysing
11 What is a nonprofit organization? BTL 5 Evaluating
Evaluate the characteristics of innovative entrepreneurial BTL 6 Creating
12
culture?
13 What is “Brick & click strategy? BTL 1 Remembering
14 What are the issues in alliances with foreign companies? BTL 2 Understanding
15 Are performance based budgets suitable for NPOs BTL 3 Applying
16 Identify the factors influencing strategic resource allocation. BTL 4 Analysing
17 How technological advancements can be managed? BTL 1 Remembering
18 Mention the role of technology in strategic management. BTL 2 Understanding
List the strategic issues of a profit organization of your BTL 1 Remembering
19
choice.
20 How do you explain the term ‘internet economy’? BTL 1 Remembering
Q.NO PART – B BT LEVEL COMPETENCE
1 Explain the sources of innovation .Explain the factors
BTL 1 Remembering
influencing success of a new venture.
i) “Strategic organization”- discuss(9Marks)
2 ii) Outline the concept “Strategic piggybacking”. BTL 2 Understanding
(4Marks)
3 State different types of strategic control. Brief the link
BTL 3 Applying
between organization structure and strategic control.
i) Define strategic control system .Distinguish strategic
4 control and operational control(7 Marks)
BTL 4 Analysing
ii) Identify the characteristics of an effective
strategic control system. (6 Marks)
5 Generate the strategies for internet economy. BTL 5 Evaluating
i) Highlight the role of technology & innovation in
6 strategic management with example. (7 Marks) BTL 6 Creating
ii) Explain the barriers in strategic evaluation. (6Marks)
7 What are new business models and strategies for the internet
BTL 1 Remembering
economy?
8 What kind of conflicts arises in the process of strategy
BTL 2 Understanding
implementation? How are they resolved?
i) Identify the subtypes in small business development.
(7Marks)
9 ii) “Innovation Discuss the statement and BTL 3 Applying
discuss the type of growth avenues available at
different stages of an innovation. (6 Marks)
10 What are the merits and de-merits of technology leadership? BTL 4 Analysing
i) Define the term technology environment. (4Marks)
11 ii) Discuss the relevance of strategy formulation BTL 1 Remembering
in a changing technological environment.
(9 Marks)
12 Elucidate the characteristics of internet market structure. BTL 1 Remembering

13 Discuss the importance of organization structure. Explain the

BTL 2 Understanding
link between structure and strategy.
14 Discuss the strategic issues of Non Profit organisations. BTL 4 Analysing

PART – C

1) Explain the concept of E-commerce business organization with an example.

2) Develop a competitive business model for a high tech company.

3) In 1968, Spencer Silver was working at 3M to create a super strong adhesive for use in the
aerospace industry. Instead, he accidently created an incredibly weak, pressure sensitive adhesive.
While useless for his project the new adhesive had two interesting features. First, when stuck to a
surface, it could be removed without leaving residue, and second, it was reusable. Unable to use
this product in his work, Silver then tried to introduce bulletin boards coated with the adhesive as
an alternative to pushpins. While effective, the bulletin board market was too small to offer any
real promise and the project was shelved.Silver found himself in a sticky situation. His product
failed.3M encouraged Silver to continue seeking suggestions from other employees and for nearly
five years the adhesive stayed in the company as an interesting, but useless innovation. In a
moment of frustration chemical engineer and 3M employee Art Fry suggested that perhaps Silver
had been using the adhesive backwards all along. Fry had struggled with keeping his page markers
in his hymn book, and having learnt about the adhesive from one of Silver‟s lectures thought this
adhesive could be the key.The key difference he explained was instead of coating bulletin boards,
3M could put the adhesive on a piece of paper and stick it to anything. By applying this adhesive
to a strip of paper, Fry could mark his pages, move the markers around and easily flip between
hymns without damaging the books.And the Post-It note was born. Spencer Silver could have
easily thrown away his weak adhesive and today there would be no Post-It notes. However,
because 3M encouraged Silver to share his discovery with coworkers in other fields, Art Fry was
able to keep track of his hymnalpages.
Questions:
• Elaborate the concept of intrepreneurship and how it helped spencer to be successful.

4) In 1994, Ken Kutaragi, a junior employee in Sony‟s sound labs bought his daughter a
Nintendo game console. Disappointed by the primitive sound effects he began working on sound
chip to improve Nintendo‟s next generation of consoles.Kutargi was nearly fired when Sony found
out. Then-CEO Norio Ohga decided to transform this side project into a joint partnership with
Nintendo. Instead of firing Kutaragi, he recognized the value of his innovation and encouraged the
creation of the “SPC7000” sound chip for Nintendo‟s CD ROM based gaming system, the Super
Famicom. Things were going well until Nintendo publically scrapped the partnership, striking a
deal with Sony competitor Phillips. Frustrated, Ohga then put Kutaragi to work developing Sony‟s
own gaming system, the PlayStation. The first PlayStation made Sony a major player in the games
market and introduced Sony‟s Computer entertainment division.Kutaragi was quickly promoted
through the ranks to manage this new area and continue to grow Sony‟s business, making the
PlayStation Two one of the most profitable gaming systems in history.Learning from Mistakes--
Had Sony fired Kutaragi upon discovering his side project, they would have lost one of their most
creative minds. Instead Ohga recognized entrepreneurship and creativity in his employee and saw
where it could take him. Luckily for Ohga, this act of faith turned into a remarkably profitable
investment changing the future of Sony‟s business.Great companies recognize talent and
innovation lurking within their organizations.No one understands businesses‟ daily operations
quite like its employees. This makes them the best source of potential knowledge for growth and
innovation.Internalentrepreneurs (better known as Intrapreneurs) represent a very special breed
capable turning ideas from daily life into remarkable business solutions.
Questions:
• Critically analyze the case and throw the light on the concepts covered.