Strategic Management

Index
Monday, July 19, 2021 8:44 AM
1. Concept of strategy
2. 5 boxes framework
3. PESTEL analysis
4. How strategy is formulated
5. How is strategy formulated (using elements of strategy)
6. 5Ps of strategy
7. Understanding Capital controlling and managerial stake. Concept of FOBH (Family owned
business houses). Problems and positive aspects
Strategic Management Page 1

Lec 1
Friday, July 9, 2021 10:30 AM
Book will not be recommended. Handout will be given. Short notes will be given.
Not a single question will be out of the purview

Keep reading about business pages
Introduction to Strategy
10 statements on what is strategy:
1. Strategy is competitive planning
2. Strategy is industry, company, function specific
3. Strategy is situational.
4. Strategy is all about various objectives and goals (hierarchy- dreams, vision, mission,
goals, objectives and targets)
5. Strategy is as good as it is executed
6. Strategy is about swot analysis (planning) tows (strategising)
7. Strategy formulation depends upon business, product, brand and consumer buying
lifecycle
8. Strategy is all about leadership
9. Strategy is time bound (concept of long, medium and short term) (perceptions have
changed)
10. It evolves around change. (Creation of new generation strategy)
Terms in SM
1. Inorganic growth: Growth which is not natural
2. Blended workspace: work for some days in office n some days in home
3. Garden leave: protection mechanism used in HR policy.
Garden leave describes the practice whereby an employee leaving a job—having
resigned or otherwise had their employment terminated—is instructed to stay away
from work during the notice period, while still remaining on the payroll
From <https://en.wikipedia.org/wiki/Garden_leave>
https://simsedu.sharepoint.com/sites/SCSMinorSr.BCE2022/Shared%
20Documents/General/Recordings/SCS%20-%20Ops%20minor%20only-20210709_155010-
Meeting%20Recording.mp4?web=1

Lec 2
5 boxes framework for strategy
Functions of management
1. Forecasting and planning This functions of management is
2. Organizing and staffing applied to all disciplines of mgmt
3. Directing 1. Marketing
4. Controlling 2. HR
5. Coordinating 3. Finance. Eg. Zomato's IPO
6. Leadership objectives
7. Communication 4. Operations
8. Motivation 5. IT/Technology
9. Morale. Eg. Townhall meetings
These functions and disciplines are Functions disciplines and sectors follow strategies
adopted across the sectors listed below for competitive advantage and
1. FMCG excellence. (SM syllabus)
2. Consumer durable 1. Core competence
3. Banking and finance 2. Diversification
4. Telecom 3. Take over and acquisitions
5. Insurance 4. Mergers and amalgamations
6. Healthcare 5. Vertical integrations (backward and forward)
7. Hospitality 6. Horizontal integration
8. Automobile 7. Disinvestment
9. Retail 8. Turnaround as a strategy
10. pharmaceutical 9. Harvesting
Eg.1: Jeff bezos visiting Kirana 10. Blue ocean strategy
stores. 11. Red ocean strategy
Eg.2: Different companies 12. Asset light business model
venturing into production of Eg. Ola Uber do not own their cars
sanitizers Eg2. AirBnB , makemytrip ect do not own the
residential areas
Functions, discipline, sectors and strategies

followed are influenced by PESTEL analysis
1. Economic
2. Political
3. Legal factors
4. Social
5. Cultural
6. Ethical
7. Moral
8. Technological
9. Global
10. Climatic
11. Geological
Eg. Tata shifting their plant from Singur to
Gujrat

Lec 3
Saturday, July 17, 2021 9:23 AM
Handout uploaded in Teams.

Economic, political and legal factors are in a group.
PESTEL analysis
Today we will understand PESTEL analysis by seeing its application in corporate life.
Jacob. 2nd largest textile manufacturer Kitex. Based in Kerala. But is now moving investments
to Telangana as he said Kerala is now "witch hunting".
Mr. Jacob who is promoter of Kitex said that he is moving out of Kerala. Total 11 raids in the
factory which came from Labor, health, factory, pollution control besides the police and
collector within 1 month in June and the state levelled 73 charges against the company.
Case study 1: Factors are Economic, Political and Legal
Corporate examples:
Introduction:
Any strategy execution depends upon political, economic, social, technical, environmental and
legal factors popularly called as PESTEL analysis. They are also referred as VUCA environment
such as Volatility, Uncertainty, Complexity and Ambiguity.
There are a lot of overlap into influencing factors. We have grouped these factors as follows
and corporate cases/examples are as per the groups created. These factors have both positive
as well as negative impact.
Group A: Economic, Political and Legal factors.

1. TATA motors Nano plant was shifted from Singur in West Bengal to Sanan in Gujrat
because of political and social pressure on TATA group and demand for high
compensation for land acquisition.
2. Kitex, second largest kids apparel manufacturer in the world have a plant in Kerala with
9000 employees. Revenge politics, witch hunt but 11 raids and 73 charges b multiple
government departments forced promoter Mr. Jacob to open up this issue and shift new
investment to Telangana. With the bad experience with Kerala govt. he is planning to
have multi-state plants in Andhra Pradesh, Karnataka also.
3. A lot of FMCG companies like Dabur, Marico, Godrej, HUL have set up plants in Himachal
Pradesh in a place called Baddi as HP govt. offered lots of concessions in taxes and land
acquisition to companies.
4. Recent lowering of GST on Covid related medical equipments have resulted into
oximeters becoming cheaper. As govt. wants to encourage electric vehcles recent tax
rebate has resulted into electric vehicles (two wheelers) becoming cheaper by around
10,000 rs.
5. Every year corporate heads wait for a budget announcement as chanes in excise duty,
tax structure either positively or negatively impact their companies.
6. Nearly one-half yrs many companies' supply chain including MSME because of changing
lockdown rules
Group B: Social, cultural, ethical and moral.

1. McD came to india, could not introduce Gamburger. KFC offered both veg and non-veg.
2. Rafal lays
3. Liqor companies cannot make an entry into Gujrat
4. Padmavat came under a lot of opposition in Rajasthan.

Lec 4
Group C: Technology and geopolitical

- Technology has changed the face of industry
- Blockbuster decimated by Netflix's technological innovation.
- Changes in Tech has contributed in every sector
- Demat system ensured the traditional broker system collpsed.
- Banking and Fintech is one of the major sectors to have undergone changes
- Tourism and Travel is the second sector.

Group D: Global factors/ Geopolitical
- Ban on chineese goods in India
- Port cities developed into metropolitan cities for trade potential. Trade wars
- Wars in general
Group E: Climatic and geopolitical

-
- Specific industries like assam for tea, coorg for coffee , ahmedabad/mumbai for cotton, rubber
in kerala, silk in south, jute in kolkata has been developed due to climatic factors
How strategy is formulated

Exeercise: Factors affecting strategy formulation:
- Industry: IT/BPM
- Factor: 1. Current global situaitions (Pandemic)
▪ Core competencies
▪ Availability of relevant data on the business for analysis. Quantitative as well as
qualitative
▪ Financial capability
▪ Leadership with the right mission, vision and values
▪ Bargaining power of customer
▪ Competitor in the market

A) SWOT analysis
B) PESTEL analysis
C) Porter's 5 force model
a. Threat of new entrants
b. Threat of substitute products
c. Bargaining power of buyers
d. Bargaining power of suppliers
e. Industry rivalry
Eg. Coke, Costa Cofee , Minute Maid and Vio milk.

Lec 5
Elements of strategy (Porters forces)

a) Bargaining power of customer
b) Bargaining power supplier
c) Threat of new entrant
d) Threat of substitute product
e) Industry rivalry
VUCA->
volatility, uncertainty, complexity, and ambiguity
Strategy is also influenced by VUCA
Triple Bottom Balance Sheet (Typical HR relaed concept. We need both qualitative and quantitative
parameters are required to know a person. We also need attitudes and attributes of the person is
also important. All companies publish theor financial statements. Profit, People and Planet are the
three most important P's formulated by CK Prahlad.
Triple bottom balance sheet: People, Planet and Profit.
Company is evaluated on CSR (People), Planet parameters/ environmental parameters, financial
/profit parameters.
ESG compliance ranking is part of the latest international ranking requirement. (Environment, Social,
Governance Parameter)
ESG compliance : Environmental, Social and Governance parameters (disclosures, transparency,

trust and communication)
International investors prefer higher ranking ESG compliance and that’s why all the above words
are an integral part of strategy.
What are the elements of strategy.?

1. Arena (where business will be active, which product categories, which market segment,
which geographies) Kingfisher Radler launch in Karnataka(due to closer to manufacturing unit)
and gujrat due to prohibition)
2. Vehicle(How will we get there , formats of businesses like joint ventures, lisencing,
franchising or acquisitions). Jubiliant foodworks limited is the franchise of Dominoes. Burger
king preferred the IPO route, Whitehat junior acquisition of EPIC. Franchising for service sector
and licensing for product based. Orkala's entry into India is by acquiring MTR. CARGIL (world's
largest food producer) acquired Gemini edible oil to enter india
3. Differentiation (Differentiators , price, image, service, relationship, product reliability)
Xiomi's differentiator is price, Iphone differentiator is image and security. Paperboat
expansion was difficult. While creating differentiation we are bringing in limitations to the
category.
4. Staging (Speed and sequence, timing of initiatives)
5. Economic logic(economic logic - financial viability of strategy)

Lec 6
To conclude the entire discussion, 5Ps of strategy are

1. Plan
2. Ploy (Tactics)
3. Pattern (What has worked so far)
4. Position (USP)
5. Perspective (Outlook)
MAGA-> microsoft, Apple, Google, Amazon

FANGMA->

MAGA Muchness -> case study
GE, Pepsi, Coca-Cola
Jhohnson-Johnson (452.39B USD), GM (

79.70B USD), Ford (55.16B USD)
- Stay relevant (not to mono rqmt of our life bt to multiple rqmts of our life)
- Stay connected with the customer
- Accept the change
- Tech is the biggest power today to unnderstand market dynamics
- Respond to change posiyively
- It is not abt size of company, size of plants bt uts abt ur capacity to retain n create customer
base
- Don’t stay in the past, u hv to look forward
- Mission and vision is all about not only understanding today's customer but also tomorrow's
customer.
- Mortality rate is very high when you are arrogant, complacent, myopic, inconsistent and
greedy.
- Business models keep changing and understand new revenue creating streams.

Lec 7
Reliance $1.4bn and TCS $1.3bn
Understanding Capital controlling and managerial stake. Concept of FOBH (Family owned business
houses). Problems and positive aspects
1. Capital Stake
a. Stake (Right) in the capital of company represented by face value of shares, multiplied
by number of shares purchased
2. Market capitalisation
a. Value of that capital stake as on today as per share price of the company on a particular
day
3. Controlling stake:
a. That part of capital stake with the help of which individual promoter or a group can
prove their majority (theoritically 51%) in AGM which Is the highest decision making
body in the corporate sector.
4. Mangerial stake:
a. Those who have the right to control have the right to manage either on thir own or by
appointing an outsider to run the show

List of business fmilies in India
1. Tata
2. Birla
3. Ambani
4. Adanis
5. Bajaj
6. Godrej
7. Singhania (Raymonds)
8. Kirloskars
9. Firodias (Force motors)
10. TVS
Write 10 more
11. Goenka Group (Harsh Goenka and Sanjay Goenka) (CEAT, Calcutta electrics)
12. Shiv nadar
13. Dalmia
14. Murugappa group
15. Hinduja (ashok leyland)
16. Anantharamakrishnan (TAFE)
17. Munjals (Hero cycles)
18. Shapoorji Palonji (Forbes Marshall, Eureka)
19. MDH
20. Damani (D mart)
21. Jindal (JSW Steel)
22. Mittal
23. Cyrus Poonavala
24. Azim Premji (WIPRO)
25. Wadia (Britannia, go air, bombay dyeing)

Lec 8
Monday, August 2, 2021 8:21 AM
Promoters of FOBH use a strategy of buy back of sharesin order to raise their capital stake in the
company
Eg. Total capital rs 100. Family's stake Rs.40 (40% capital stake in the company) 20 Rs are called back
(buyback of shares) as company may not require 100 rs as capital to run the business
New equation, post buy back capital Rs 80 , family's stake is Rs.40 (Now it is 50%)
Business family increases theor control by this strategy
FOBH Problems faced and positive aspects

Problems faced by FOBH
1. Family disputes
2. Clashes between professional managers and family members which may result into high
attrition rates
3. Lack of succesion planning
4. Incompetent business scion
5. Questions raised on governance and transparency and the way funds are utilised
6. Family interest comes first and then business interest
7. Limited risk taking ability
8. Responsibility for wrong decisions (blame game begins)
9. Lack of professionalisation
10. Operate in a comfort zone
11. Having a controlling stake, less accountability
12. Many family run businesses have gone bankrupt, investors' wealth is lost and the moment
investors feel that busiess is going a wrong way they prefer to withdrw the investment.
13. Fears of takeover
14. Poor attention to R&D
15. Families multiply faster than business
16. Lack of clarity of role to family members
17. Cross holding of capital stake and problems of valuation of that stake among business families
(bajaj case study)

Lec 9
Friday, August 6, 2021 10:55 AM
Vodafone -idea story of Kumar birla stepping down
Sweat equity-> Many times, other than capital contribution many business associates can contribute
in kind (employees throuhgh their dedication and commitment, some suppliers thriugh their logistic
and supply chain. Sometimes partners in the form o tech exchange or patent sell) all these are
examples of sweat contribution and in return of that when start up structure takes a form of private
and public limited compnay they get shares as a compensation for their contribution in kind.
Positive aspects of FoBh

1. Name, goodwill, reputation, legacy
2. Quick decision making
3. Capital can be raised thru family and community contribution
4. Possible confidence of commitment of family members to the busines sof the family (Family
will sink wit the shp or swim with the ship

Lec 10
FOBH presentations. Wadia, birla, kirloskar, godrej
Concept of Persons in Control

Private equity making new investment in the new age companies, ultimate decision making can be in
the hands of not necessarily the original promoter but the persons in control. And very recently SEBI
has decided to recognize this word in draft prospectus
Pledging of shares
Pledging of shares by promoters and its link with controlling stake.
Promoters can deposit (Pledge) their shares (certain % of capital stake) to borrow money. Funds
maybe required for expansion of business.
Eg. Promoter for a business family having 40% controlling stake have pledged 30% with banks . In
case borrowed money is not paid, banks cans sell those shares to recover their loan.
In other words promoters are left with only 10% of capital stake and they lose control of the
company.

Lec 11
Friday, August 13, 2021 10:41 AM

Compny:
1. Devyani international
Submission: 23rd
5-7 pages not more than that (excluding front page)
No photo/illustration/graph
Origin of the company till date all strategies

Lec 12
7. Core competence is diversification

Amul core competencies-> milk and butter
Vicks vaporub-> p&g
Iodex -> GSk
Fevicol-> Pidilite industries
Core product-> product trap (Dettol biscuit)

Core brand -> brand trap (Canon Xeroxing machine)

Brief history of company with ef to india
Pdt n brand portfolia
Various strategies adopted

Lec 13
Friday, August 20, 2021 12:30 PM
Refer rec. was busy with pooja
Moving away from core is diversification
It can be related like Amul and Britannia, and unrelated like reliance and reymond
It is wrong to say every related diversification succeed and unrelated failed as we have succeess
and failure stories from both what is important is to find out and analyze why companies
diversified.

Moving away from core is diversification
It can be related like Amul and Britannia, and unrelated like reliance and reymond
It is wrong to say every related diversification succeed and unrelated failed as we have succeess
and failure stories from both what is important is to find out and analyze why companies
diversified.

Lec 14
Tuesday, August 24, 2021 12:11 PM
Crafting and Executing strategy by Thompson Strckland, gamble n jain published by tata mcgrawhill
- Moving away from core is called diversification.

- Can be related or unrelated and defined by the degree of relation.
Amul is an example of related diversification.

ITC Is an example of unrelated diversification.
Dollops ice cream is an exampled of failed related diversificaiton

Maggi came out with pickles but failed related diversification
Write a detailed note on diversificaiton as a strategy.
Moving away from core is diversification.

It can be related (Amul, britannia) or unrelated (reliance, Raymonds).
There are success and failure stories from both
So instead of suggesting any specific strategy we need to find out why companies diversify
5 dimensions of diversification:
1. Diversifact
2. Diversifiction
3. Diversifriction
4. Diversifame
5. Diversifad

Examples:
1. ITC
2. Manickchand
3. DS group (Catch salt)
4. Sanjay Ghodawat group(Star)
5. Times of India
6.

Lec 15
2) Diversifiction: Fiction is an illusion or a non-realty or basic assumption of brand extension

strategy that has gone wrong.
Eg.
a. Onida diversified into washing machine failed as they throught the brand called onida
can be extended.
i. Leader in TV segment in 90s but failure in other consumer durables
b. BPL was a leader in TV segment , filure in mobile and other consumer durable
equipments
c. Philips leaders in bulbs, tubelights and radio failure in color tv segment
d. Micromax leaders in affordable smartphones and failure in other segments
3) Diversifriction: It is called friction at market place also called as cannibalisation (your product
takes away market share of our sister product). Companies adopt this strategy so that
whichever product customer buys, market share remains with the company and if particular
brand is not doing well company can phase out that brand or product. Friction for resources.
Friction arising out of family disputes (Which way to diversify- differences of opinion among
scions

4) Diversifame
Surrogate advertising
5) Diversifad

Lec 16 or 17. herd mentality (group 11)
Answer thru ppt

1. What r the reasons fr hrd mentality
FOMO
2. Y thr r many failures
Profit, expansion, growth, diversification, sun riase industry, govt. policies r not the reasons u shud
be mentioning.

Lec 16
Tuesday, August 31, 2021 10:54 AM

Herd mentality for Lec 17.

Herd mentality content
Tuesday, August 31, 2021 10:59 AM
If everyone is thinking alike, then somebody isn’t thinking. -George S. Patton Jr.
herd mentality, or mob mentality, describes how people are influenced by their peers to adopt
certain behaviors, follow trends, and/or purchase items.
In business, when you’re trying to differentiate, when you’re trying to win and keep customers and
employees, this mentality quickly commoditizes your business/product and, well, doesn’t really
excite your customers or your employees. Employees can move in and out of employment from your
company to your competitors, or customers can purchase your products or the next guy’s – and
never feel or experience a difference. Suddenly, it doesn’t matter where they work or where they
shop: one is the same as the next as the next – and so on.
Researchers at Leeds University, led by Prof Jens Krause, performed a series of experiments where
volunteers were told to randomly walk around a large hall without talking to each other. A select
few were then given more detailed instructions on where to walk. The scientists discovered that
people end up blindly following one or two people who appear to know where they’re going.
The published results showed that it only takes 5% of what the scientists called “informed
individuals” to influence the direction of a crowd of around 200 people. The remaining 95% follow
without even realizing it.
95% will follow the 5%!
Reasons for herd mentality

1. FOMO
2. the safe route to take.
3. risk averse.
4. Those in a crowd tend to do what others are doing because, if they are doing it, then it must
be worthwhile doing or they wouldn’t be doing it
Or the crowd might go along with what others are doing so as to not be ridiculed or mocked
for not being in the know
5. collective intelligence
6. group thinking
7. crowd wisdom
8. One or more people with the decision making authority have resources/ expertise in the field
that has just opened up.
9. Fads like masks , sanitizers n ventilators in covid times
10. Goodwill gestures ( oxygen concentrators in covid 2nd wave)
11. A way to convert black money to white money which most people won't suspect ( the
politicians and dons of the world opening up colleges n schools)
12. largely influenced by emotion and instinct, rather than by their own independent analysis
13. we often find it emotionally or psychologically painful to go against the crowd. Think about a
circumstance where you stifled your desire to do something because everyone else in your
group voted to do something else. Psychologists have found that it may actually cause physical
pain for people to be contrary investors.
So, if everyone’s jumping into Apple stock, if you’re recommending selling Apple stock, it can
cause you and/or a client physical pain.
14. Inferiority complex
1. Sense of security (everybody is entering. Something shud be there)

1. Sense of security (everybody is entering. Something shud be there)
2. Sense of insecurity (wht if I get left out. FOMO)
3. Resources are available why not use them (people with money)
4. Those who want to make money (people without money)
5. Harvesting strategy, want to cash out don’t want to run a full marathon. Pass on baton to
someone else and exit.
6. Replication of an early success story
Reasons for failure

1. no differentiated customer experience and product offering
2. One size doesn’t fit all
a. The problem with herd mentality is that we think we know what success looks like
because we base it on the industry leaders – because they must be doing something
right to be leading the pack. But just because it works for one doesn’t mean it works for
others. Just because the Zappos culture and business model work for Zappos doesn’t
mean they will work for others.
3. this mentality quickly commoditizes your business/product and, well, doesn’t really excite your
customers or your employees. Employees can move in and out of employment from your
company to your competitors, or customers can purchase your products or the next guy’s –
and never feel or experience a difference. Suddenly, it doesn’t matter where they work or
where they shop: one is the same as the next as the next – and so on.
4. You lose valuable human capital to competitors
Lemmings are sea animals they jump into
Edutech n payment gateways

Telecomm n small cars will be taken by the next grp we can take other examples
Y is thr a consistent pattern seen
He will eval based on our examples and analysis
Give him our interpretation on the common reasons

Why Herd Mentality
1. Deployment of surplus cash:
a. Resources are available why not use them (people with money). The reliance empire
was built largely on this reasoning. Another example is the education sector especially in
India where most tier 2,tier 3 and sometimes even Tier 1 institutions are a product of
surplus revenue earned through other business (can be both legal or illegal).
1. Ambition of making it to the top:
a. Capture large market share and establish an empire. Reliance is a company that has a
strong foothold in almost every sectorn it has entered which is also a reason for why the
biz house entered the organized retail sector along with many others when it observed
the growing opportunities in the segment.
2. Looking out for new opportunities due to failure/ want to earn more money: Oneplus .
Onida's foray into smartphone business after its failure n revamp in home electronics
3. Need of diversification/expansion: News houses have diversified into podcasts, news channels
and radio channels all at the same time. It was a conscious decision to diversify into the field of
information broadcast to retain their market cap.
4. Harvesting strategy: To cash out by passing on the Baton.
In general, the term harvesting strategy is nothing but well-planned discontinuation of the
entire product line when it becomes difficult to extract profit from. Also not just the product
line but sometimes the entire sector of any companies can be terminated for once and for all if
it feels like it is not generating profit for the company anymore.
L&T hiving off its cement business to ultratech in 2013 is a classic example of harvesting
strategy. Another xample is discontinuation of ipods and other music storage devices. At one
point almost every electronics manufacturer came out with its own version of a portable
music player that also has a storage capability but eventually as smartphones market boomed,
the entire line of product was discontinued/ cashed out by all of these companies.
Potato reasons:
Profit, expansion, growth, diversification, sun riase industry, govt. policies r not the reasons u
shud be mentioning.
Impact
Creates Bubbles: The end result of herd mentality is an asset bubble. An asset bubble is
nothing but the propagation of a false trend by the entire market. The problem with herd
mentality is that no one is checking the facts for themselves. Instead, everyone is assuming
that the entire group knows the facts. The meteoric rise in prices and the catastrophic drop
are not possible as long as the crowd does not behave irrationally because of herd mentality.
Creates Volatility: Most of the time, herds do not keep on making irrational decisions till their
actions are completely out of sync with reality. In most cases, irrational decisions are corrected
sooner. However, the market sees a series of over and under reactions spread over a time
frame. This herd mentality is the reason that volatility is created in the asset markets.
Ironically, this volatility is what reinforces the herd behavior. The herd behavior becomes like a
self-fulfilling prophecy.

Lec 17
Friday, September 3, 2021 10:59 AM
Presentation
Have slides prepre a word doc by giving explanation. 8th sep to submit

Lec 18
Monday, September 6, 2021 8:21 AM
Herd mentality ppt completion.
Takeover topic
Takeover: Anything can be taken over or acquired for a price. It can eb cash, debt, equity, trade-off
and concept of earnout .
Concept of earn out

Earn out Is a differment of payment to sellers and to pay him or her only when promises given by
seller at the time of takeover are fulfilled
Types of takeover:
1. Brand can be taken over
2. Capital stake can be taken over
3. Managerial stake can be taken over
4. Controlling stake can be taken over
5. Part of the tangible assets are taken over (factories)
6. Rights (distribution, franchising, licensing)
7. Complete takeover
8. Takeover because of banking insolvency code resolution
9. Friendly takeover
10. Hostile takeover

Lec 19
HDFC Life takeover story (read up)

Amazon whole-foods takeover video
Because Amazon acquired wholefoods in 2017 in US, Walmart was keen on acquiring a
company in India to enter into Amazon's turf.
Terms related to takeover:

a. Due Diligence process:
a. Careful examination of assets and liabilities of target company. This is of various
types such as
i. Legal
ii. Financial
iii. Organizational
iv. Vendor
v. Forensic

Lec 20
Hostile takeover

Lec 21
Merger-> 1 cmpany loses existence

Refer recording

Lec 22
Demerger
Develop a case study and give a title to it
Refer recording for assignment 2

Lec 23
Assignment 3 (40 marks)

1. Section 1(compulsory) (10 marks)
a. Develop a narrative case study on the following lines
i. Guidelines:
ii. Select any strategy of your choice, elect a corporate story or event and write in the
form of narration (no graphs, no pictures)
iii. At the end of the case study, raise 2 or 3 questions
iv. Page limit: Not more than 2 pages.
b. Write a summary of Michel Porter's Competitive Forces and Value Chain analysis, VRIO
framework and mckenzie's 7 S framework (10 marks)
i. Page limit 2 pages
2. Section 2 - Attempt any 2 questions.
Note: Answer to be supported by reference case study. Page limit 2 pages per question.
a. What is takeover, what are the objectives of takeover and comment on hostile takeover
and words associated with takeover ?
b. Write an essay on PESTEL analysis and corresponding corporate example.
c. Why Joint Ventures are formed and why many joint ventures have failed in India
d. What are the 5 dimensions of diversification. Explain with corporate example
(Diversifad, fiction etc..)
e. Explain the concept of merger and de-merger with corporate examples.
Overall page limit 8 pages.

Submission time: 5th Oct. Submit to CR.
Format: PDF allowed
We have not completed the Mackenzie's 7-s Framework.
Group 3

Refer recording

Lec 24
Monday, October 4, 2021 9:35 AM
Blue Ocean and Read Ocean Strategies


Strategic Management

Uploaded by

Copyright:

Available Formats

Strategic Management

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Strategic Management

Uploaded by

Copyright:

Available Formats

Index

Monday, July 19, 2021 8:44 AM

Strategic Management Page 1

Not a single question will be out of the purview

Strategic Management Page 2

5 boxes framework for strategy

Functions, discipline, sectors and strategies

Strategic Management Page 3

Handout uploaded in Teams.

Case study 1: Factors are Economic, Political and Legal

Group A: Economic, Political and Legal factors.

Group B: Social, cultural, ethical and moral.

Strategic Management Page 5

Group C: Technology and geopolitical

Strategic Management Page 6

Group E: Climatic and geopolitical

How strategy is formulated

How strategy is formulated

Strategic Management Page 7

Strategic Management Page 8

Elements of strategy (Porters forces)

Strategy is also influenced by VUCA

ESG compliance : Environmental, Social and Governance parameters (disclosures, transparency,

What are the elements of strategy.?

Strategic Management Page 9

To conclude the entire discussion, 5Ps of strategy are

MAGA-> microsoft, Apple, Google, Amazon

Strategic Management Page 10

GE, Pepsi, Coca-Cola

Jhohnson-Johnson (452.39B USD), GM (

Strategic Management Page 11

Reliance $1.4bn and TCS $1.3bn

Strategic Management Page 12

Strategic Management Page 14

FOBH Problems faced and positive aspects

Strategic Management Page 15

Strategic Management Page 16

Vodafone -idea story of Kumar birla stepping down

Positive aspects of FoBh

Strategic Management Page 17

FOBH presentations. Wadia, birla, kirloskar, godrej

Concept of Persons in Control

Strategic Management Page 20

Strategic Management Page 21

Strategic Management Page 28

7. Core competence is diversification

Core product-> product trap (Dettol biscuit)

Strategic Management Page 29

Strategic Management Page 33

Refer rec. was busy with pooja

Moving away from core is diversification

Strategic Management Page 34

Strategic Management Page 35

- Moving away from core is called diversification.

Amul is an example of related diversification.

Dollops ice cream is an exampled of failed related diversificaiton

Write a detailed note on diversificaiton as a strategy.

Moving away from core is diversification.

Strategic Management Page 38

Strategic Management Page 39