Strategic Management

Lovely Professional University, Punjab
Course Code
Course Title
Course Planner
Lectures
MGN601
STRATEGIC MANAGEMENT
14142::Ajay Chandel
Course Category
Courses with conceptual focus
Tutorials Practicals Credits
3.0
1.0
0.0
TextBooks
Sr No
Title
Author
Edition
Year
Publisher Name
T-1
STRATEGIC MANAGEMENT:
CONCEPTS AND CASES
DAVID R. FRED
13th
2011
PHI (PRETICE HALL INDIA)
Reference Books
Sr No
Title
Author
Edition
Year
Publisher Name
R-1
STRATEGIC MANAGEMENT:
FORMULATION,
IMPLEMENTATION AND
CONTROL
PEARCE, ROBINSON &

MITTAL
10th
2008
TATA MCGRAW HILL
R-2
STRATEGIC MANAGEMENT: AN HILL & JONES

INTEGRATED APPROACH
6th
CENGAGE LEARNING
Other Reading
Sr No
Journals articles as Compulsary reading (specific articles, complete reference)
OR-1
http://guides.wsj.com/management/strategy/what-is-strategy/ ,
OR-2
How to present a case study, "Strategic Management: Concepts and Cases, David R. Fred, pg - 346" ,
OR-3
The Oil and Gas Industry, Strategic Management: Formulation, Implementation and Control, Pearce, Robinson & Mittal pg 539 ,
OR-4
Gati Limited - At the threshold of a Big Leap, Strategic Management: Formulation, Implementation and Control, Pearce, Robinson & Mittal pg - 574 ,
OR-5
General Electric's Corporate strategy, Strategic Management: Formulation, Implementation and Control, Pearce, Robinson & Mittal pg - 678 ,
OR-6
Mattel's China experience : A crisis in toyland, Strategic Management: Formulation, Implementation and Control, Pearce, Robinson & Mittal pg - 777 ,
OR-7
Kodak files for bankruptcy - Defensive strategy "http://www.reuters.com/article/2012/01/19/us-kodak-idUSTRE80I08G20120119" ,
OR-8
Jet-Etihad Deal Dissected "http://www.nishithdesai.com/fileadmin/user_upload/pdfs/Ma%20Lab/Jet-Etihad_Deal_Dissected.pdf" ,
OR-9
Tesco Vision Mission and core values "businesscasestudies.co.uk/Tesco/Vision, values and business strategies" ,
OR-10
Dell Officially Goes Private_ Inside The Nastiest Tech Buyout Ever "http://www.forbes.com/sites/connieguglielmo/2013/10/30/you-wont-have-michael-dell-tokick-around-anymore/" ,
OR-11
Kodak moments just a memory as company exits bankruptcy - "http://seattletimes.com/html/businesstechnology/2021747434_newkodakxml.html?

syndication=rss" ,
OR-12
Focus or diversify? The toughest test for leaders - "http://www.business-standard.com/article/management/focus-or-diversify-113120100298_1.html ,
OR-13
Hitachi Acquires Prizm Payment Services, Leading Payment Service Provider to Banks and Financial Institutions in India
"http://www.hitachi.com/New/cnews/131126c.html" ,
4.0
OR-14
Porter's analysis of Indian SME - Firework Industry of Sivakasi & threat from China - "http://www.business-standard.com/article/specials/sivakasi-crackerindustry-looks-for-a-sparkle-113101700447_1.html" ,
OR-15
Cost leadership strategy - Yamaha to challenge Hero world's cheapest bike , "http://www.financialexpress.com/news/yamaha-to-challenge-hero-with-world-scheapest-bike/1099948" ,
OR-16
Benchmarking outside the industry - What a Hospital Learned From F1, "http://www.rdasia.com/what-a-hospital-learned-from-f1" ,
OR-17
Parenting Advantage: The Key to Corporate-Level Strategy, - "http://www.adlittle.com/downloads/tx_adlprism/1995_q2_08-12.pdf" ,
LTP week distribution: (LTP Weeks)

Weeks before MTE
Weeks After MTE
Spill Over
Detailed Plan For Lectures

Week
Lecture
Number Number
Broad Topic(Sub Topic)
Week 1
Introduction to Strategic
Management(Dimensions,
Benefits and Risks)
Lecture 1
Chapters/Sections of Other Readings,

Text/reference
Relevant Websites,
books
Audio Visual Aids,
software and Virtual
Labs
T-1:1
Lecture Description
Learning Outcomes Pedagogical Tool Live Examples

Demonstration/
Case Study /
Images /
animation / ppt
etc. Planned
Lecture 1 would involve

building up an
orientation to the course
discussing its nature,
dimensions, risks and
rewards. The lecture
will be used to discuss:
a) L T P Credits and text
book of the course.
b) Course assessment
model i.e marks breakup, proposed CA model
etc.
c) Relevant resources
which could be used for
better understanding of
the course.
d) A brief about the
objectives and course
contents.
e) Burning questions in
the mind of the students
about the course and its
relevance like
Students will know Discussion

the Importance of
Studying this Course
and its application in
actual business world
along with its nature,
risks and rewards.
They will develop an
understanding of the
course outline and
how will this course
be taken up. They
will also understand
the importance of this
course in their future
career endeavors.
Excerpts from
the Sun Tzu's art
of War Writings
pp 22 ( Note pp
refers to
textbook pages )
Week 1
Lecture 1
Management(Nature of
Strategic Management)
T-1:1
Lecture 1 would involve

building up an
orientation to the course
discussing its nature,
dimensions, risks and
rewards. The lecture
will be used to discuss:
a) L T P Credits and text
book of the course.
b) Course assessment
model i.e marks breakup, proposed CA model
etc.
c) Relevant resources
which could be used for
better understanding of
the course.
d) A brief about the
objectives and course
contents.
e) Burning questions in
the mind of the students
about the course and its
relevance like
Students will know Discussion

the Importance of
Studying this Course
and its application in
actual business world
along with its nature,
risks and rewards.
They will develop an
understanding of the
course outline and
how will this course
be taken up. They
will also understand
the importance of this
course in their future
career endeavors.
Excerpts from
the Sun Tzu's art
of War Writings
pp 22 ( Note pp
refers to
textbook pages )
Lecture 2
Management(The Strategic
Management Model)
T-1:1
Focus on defining
strategy . Strategic
Management ( SM)
Key Terms . SM Model
. SM Flow
Student should be
Discussion.
able to define
strategy.
Student should be
able to appreciate the
dimensions, benefits
and risks
NA
Lecture 3
Strategy formulation
(Business VisionImportance, Characteristics,
and
Components)
T-1:1
Learning about a
company's Vision, give
examples of some good
Visions of companies
and how it is related
with company's strategy
Student should be
able to formulate a
Vision statement for
his assigned company
NA
Week 1
Week 2
Lecture 3
Lecture 4
Lecture 5
(Business Mission)
T-1:Chapter 1
Learning about a
company's Mision and
Vision, give examples
of some good Mission
Statements of
companies, Steps to
developing Vision and
Mission Statement,
Benefits of Vision and
Mission Statements
Student should be
able to formulate
Mission and Vision
statement for his
assigned company
Discussion
Example of
mission
statements of
best companies https://www.mis
sionstatements.c
om/fortune_500
_mission_statem
ents.html
(Business Vision)
T-1:Chapter 1
Learning about a
company's Mision and
Vision, give examples
of some good Mission
Statements of
companies, Steps to
Mission Statement,
Mission Statements
Student should be
able to formulate
Mission and Vision
statement for his
assigned company
Discussion
Example of
mission
statements of
best companies https://www.mis
sionstatements.c
om/fortune_500
_mission_statem
ents.html
(Business MissionImportance, Characteristics,
and Components)
T-1:2
Learning about a
company's Mision, give
examples of some good
Mission Statements of
companies, Steps to
Mission Statement,
Mission Statements
Student should be
able
to formulate a
Mission
statement for his
assigned firm
Case Study of
Tesco , ref -OR-9
(Evaluating Mission
statements)
T-1:2
Explain the relevance of

Mission statement
components and
characteristics of a
Mission statement
Student should be
able
to critically analyze
any
Mission statement
Case Study of
Tesco ,
ref -OR-9
Strategy formulation(Long
term Objectives)
T-1:2
Explain the
characteristics and
importance of long term
objectives
Student should be
able
to identify and draft
long term objectives
for their chosen
company
Discussion
Why Dells is
best and Lo
real's is worst pp
53
Week 2
Lecture 6
The External Assessment

(Porters five Force Analysis)
T-1:3
Explain what is a
Competitive Advantage,
Difference between
External and Internal
assessment, The
difference between the
IO Industrial
Organzation view and
the RBV Resource
Based
View, PESTEL analysis,
Porters five forces
model
Student should be
Case study of Oil
able
and Gas strategy .
to do the five forces ref - OR-3
analysis for industry
for
industry
Example of
Telecom
industry
http://www.idea
smakemarket.co
m/2013/08/augentry6-analysisof-indian.html
Week 3
Lecture 7

(Porters five Force Analysis)
T-1:3
Explain what is a
Competitive Advantage,
Difference between
External and Internal
assessment, The
difference between the
IO Industrial
Organzation view and
the RBV Resource
Based
View, PESTEL analysis,
Porters five forces
model
Student should be
Case study of Oil
able
and Gas strategy .
to do the five forces ref - OR-3
analysis for industry
for
industry
Example of
Telecom
industry
http://www.idea
smakemarket.co
m/2013/08/augentry6-analysisof-indian.html
Lecture 8

(Industry and Competitive
Analysis--EFE matrix)
T-1:3
Explain the relevance of Student should be

EFE matrix for a
able
business firm
to prepare the EFE
matrix for his
assigned
company
Discussion
Example of
Coke
http://mbalectures.com/ma
nagement/strate
gicmanagement/
1094/efe-matrixof-coca-colacompany.html
Lecture 9

(Industry and Competitive
Analysis-CPM Matrix)
T-1:3
Student should able to

learn that how a CPM is
used by corporates for
decision making
Discussion
CPM of Coke,
nagement/princi
ples-ofmanagement/10
91/competitiveprofile-matrixof-cocacola.html
Student should be
able
prepare the CPM
matrix
for his assigned
company
Week 4
Week 5
Lecture 10 The External Assessment

(The Global EnvironmentDevelopment of a Global
Corporation)
R-1:5
R-2:8
Explain why firms go

global, how competitive
advantage helps in going
global, competitive
advantage analysis for
countries- Diamond
Model
Student should be
able to analyse that
why a company goes
global and to conduct
competitive
advantage analysis
for countries through
the application of
Diamond Model
Case study Mattel's China

experience, refOR-6, Diamond
Model
NA
Lecture 11 The External Assessment

(Complexity of Global
Environment)
R-1:5
Explain the International

Strategy Options, Mode
of international
operations, Advantages
and disadvantages of
internationalization
Student should be
able
to choose a mode of
entry for international
operations of his
assigned firm annd
also
should be able to
quote
an example of a
Exporting,
Multidomestic,transn
ati
onal or Global
Case study Mattel's China

experience,
ref- OR-6
NA
Lecture 12 The Internal Assessment

(SWOT analysis)
T-1:4
Explain how to do a
SWOT analysis
Student should be
able
to do the SWOT
anaylyis for his
assigned company
Discussion
SWOT analysis
of McDonald,
http://www.strat
egicmanagement
insight.com/swo
tanalyses/mcdon
alds-swotanalysis.html

(Value Chain Analysis)
T-1:4
Explain the Value

Student should be
Case study of Gati VCA of HP and
Chain analysis, benefits able
Limited,
Walmart pp 120
of value chain analysis to do the value chain ref - OR-4
analysis for his
assigned company

(Value Chain Analysis)
T-1:4
Explain the Value

Student should be
Case study of Gati VCA of HP and
Chain analysis, benefits able
Limited,
Walmart pp 120
of value chain analysis to do the value chain ref - OR-4
analysis for his
assigned company
Week 5

(Resource Based view of the
Firm)
T-1:4
Explain the Resource

Based View, the VRIO
concept, evaluation of
company's resources
Student should be
Discussion
able
to quote example of a
resource which is
Valuable, Rare,
Inimitable and
Organized for his
assigned company
and to be able to
evaluate company's
resources
NA
Week 6

(Benchmarking)
T-1:4
Explain the concept of

Benchmakring and
possibility of
Benchmarking from
outside the industry
Should be able to
demonstrate
benchmarking, by
searching for the best
practice of the
industry
in any functional area
like marketing,
employee turnover
etc,
for his assigned
company
What a hospital
learned from F1
race,
ref - OR-16
NA

(IFE Matrix)
T-1:4
Explain the way to

prepare the IFE matrix.
Explain the difference in
ranking rationale from
EFE
Student should be
able
to make the IFE
matrix
for his assigned
company
Discussion
Example of
Coke,
nagement/strate
gicmanagement/10
97/ife-matrix-ofcoca-colacompany.html

(Balanced Score Card)
T-1:4
Explain the Balanced

Scorecard
Student should be
Discussion
able
to make a Balcanced
Scorecard with all the
objectives mentioned,
for his assigned
company
Lecture 19 Strategies in Action(Long

Term Objectives)
T-1:5
Introduction to the
Corporate Strategy,
Explain the Intensive or
Concentration strategies
through Ansoff Matrix,
Advantage and
Disadvantage of each
type
Student should be
able
to quote two
contemporary
examples
of this strategy
Week 7
Case study - GE's

Corporate strategy,
ref - OR-5
Used at Sears,
3M , Heinz and
hundreds of
other firms pp
135
Week 7
Week 8
Lecture 19 Strategies in Action(Grand

Strategies- Intensive)
T-1:5
Introduction to the
Corporate Strategy,
Explain the Intensive or
Concentration strategies
through Ansoff Matrix,
Advantage and
Disadvantage of each
type
Student should be
able
to quote two
contemporary
examples
of this strategy
Case study - GE's NA

Corporate strategy,
ref - OR-5

Strategies- Integrative)
T-1:5
Explain the Horizontal

and Vertical Intgration
and Diversification,
Advanategs and
Disadvantages of each
Student should be
able
to quote two
examples
of integration and
diversification
strategy
Case study - GE's Example of

Corporate strategy, Microsoft ,
ref - OR-5
Toyota, RIM
and some others
mentioned on
page 139
Strategies in Action(Grand
StrategiesDiversification)
T-1:5
Explain the Horizontal

and Vertical Intgration
and Diversification,
Advanategs and
Disadvantages of each
Student should be
able
to quote two
examples
of integration and
diversification
strategy
Case study - GE's Example of

Corporate strategy, United
ref - OR-5
Technologies ,
Merck & Co ,
Walt Disney ,
GE , CISCO
pp144, 145

Strategies-Defensive)
T-1:5
Explain the Cooperative

strategy, retrenchment,
divestiture and
liquidation.
Student should be
able
to quote two
examples
of this strategy
Discussion of
"Kodak files for
bankruptcy",
ref - OR-7
Retrenchment
done by
Starbucks ,
Citigroup , Sony
Corp , etc pp
146
Lecture 22 Strategies in Action(Porters

Generic Strategies-Cost)
T-1:5
Explain the
Porters generic
strategies Cost,
Conditions for cost
leadership, Advantages
and Disadvantages of
cost leadership
Student should be
able to quote two
examples of this
strategy
Discussion
Example of
IKEA, South
West Airlines
etc,
http://smallbusin
ess.chron.com/e
xamples-costleadershipstrategymarketing12259.html

Generic StrategiesDifferentiation)
T-1:5
Explain the
Differentiation,
Conditions, advantages
differerentiation
Student should be
able to quote two
examples of this
strategy
Discussion
Example of
apple,
http://www.wor
kingwider.com/s
trategic_innovati
on/strategydifferentiationalignment-5examples-fromapple/
Week 8

Generic Strategies-Focus)
T-1:5
Explain the Focus,

Conditions, advantages
focus
Student should be
able to quote two
examples of this
strategy
Discussion
Paras
Pharmaceuticals
,
http://rajeshaitha
l.blogspot.in/200
7/10/paraspharmasuceedingthrough.html
MID-TERM
Week 9
Lecture 25 Strategy Analysis and

Choice(A Comprehensive
Strategy-Formulation
Framework: The Input Stage
inlcuding EFE,IFE AND
CPM)
T-1:6
Introduction to the
framework inlcuding
Input, Matching and
Decision Stage, Explain
in detail about the
INPUT stage
Lecture 26 has been
kept for revision on
previous concepts
Student should be
Discussion
able
to appreciate the
importance of input
stage components
studied earlier to
suggest strategies for
In Lecture 26
students will get their
doubts cleared
NA

Strategy-Formulation
Framework: The Input Stage
inlcuding EFE,IFE AND
CPM)
T-1:6
Introduction to the
framework inlcuding
Input, Matching and
Decision Stage, Explain
in detail about the
INPUT stage
Lecture 26 has been
kept for revision on
previous concepts
Student should be
Discussion
able
to appreciate the
importance of input
stage components
studied earlier to
suggest strategies for
In Lecture 26
students will get their
doubts cleared
NA

Strategy
Formulation Framework -The Matching StageSWOT)
T-1:6
Explain how SWOT

analysis can be used for
contriving a strategy
Student should be able
to make use of TOWS
Student should be
able
to make use of
TOWS
matrix for strategy
formulation for his
assigned company
Discussion
Week 10 Lecture 28 Strategy Analysis and

Strategy
Formulation Framework -The Matching StageSPACE matrix)
T-1:6
Explain how to prepare

SPACE matrix
Student should be
able
to make SPACE
matrix
for his assigned
company
Matrix formation
and analysis for
the industry which
student has chosen

Strategy
Formulation Framework -The Matching StageSPACE matrix)
T-1:6
Explain how to prepare

SPACE matrix
Student should be
able
to make SPACE
matrix
for his assigned
company
Matrix formation
and analysis for
the industry which
student has chosen

Strategy Formulation
Framework --The Matching
Stage- BCG matrix)
T-1:6
Explain how BCG

matrix can be used for
contriving a strategy
Student should be
able
to do the BCG
analysis
for his assigned
company
Discussion

Choice(Parenting
Approach)
R-1:9
Explain about the

Parenting approach
which
is directly linked with
the
multi business approach
Student should be
able
to appreciate the role
of
the corporate
headquarters as a
parent
of its various
businesses
Discussion on
NA
article "Parenting
Advantage: The
Key to CorporateLevel Strategy"
and discussion on
Patching approach

Choice(Patching Approach)
R-1:9
Explain about the

Patching approach
which
is directly linked with
the
multi business approach
Student should be
able
to appreciate the role
of
Patching in managing
multi businesses
NA

Framework -The Matching Stage- IE
matrix)
T-1:6
Explain in detail about

the IE matrix
Student should be
able
to make IE matrix
for assigned company
Fig 6-9 . IE
Matrix of
General Electric
pp189
T-1:6

the Grand Strategy
Matrix and QSPM
Matrix
Student should be
Discussion
able
to make Grand
Strategy matrix and
QSPM Matrix for
T-1:6

the Grand Strategy
Matrix and QSPM
Matrix
Student should be
Discussion
able
to make Grand
Strategy matrix and
QSPM Matrix for

Framework -The Matching Stage- Grand
Strategy matrix)
Strategy Analysis and
Framework --The Desicion
Stage- QSPM matrix)
Lecture 35
Homework1
BCG of Nestle
India,
http://researchjo
urnals.in/docum
ents/June2012/2251.pdf
Week 12 Lecture 36 Strategy Implementation

Issues(Management Issues)
T-1:7
Explain the
difference between
and
implementation,
Management issues like
Devise policies, allocate
resources, establish
annual objectives and
Explain the HR issues
like assessing staffing
needs, developing
performance incentives,
work life balance,
ESOPS
Student should be
able
to quote some
examples
of management and
HR
challenges faced by
his
assigned company
Article discussion
of "Etihad-Jet
Airways issue",
ref - OR-8
Cisco , Sun
Microsystems ,
Kodak (
Management
Issue ) pp 223
Strategy Implementation
Issues(HR
Issues)
T-1:7
Explain the
difference between
and
implementation,
Management issues like
Devise policies, allocate
resources, establish
annual objectives and
Explain the HR issues
like assessing staffing
needs, developing
performance incentives,
work life balance,
ESOPS
Student should be
able
to quote some
examples
of management and
HR
challenges faced by
his
assigned company
Article discussion
of "Etihad-Jet
Airways issue",
ref - OR-8
HR , Work Life
Balance Issues
www.workingm
other.com ,
Table 7-14
Excellent
workplaces for
women pp240.

Issues(Operations Issues)
T-1:7
Explain the operations

and production issues
like plant size, inventory
control, quality control ,
cost control and also the
R&D issues
Student should be
able
to quote some
examples
of operations and
R&D challenges
for his assigned
company
Operations
Issues Huffy
Cycle co USA
pp236
Strategy Implementation
Issues(R&D issues)
T-1:7
Explain the operations

and production issues
like plant size, inventory
control, quality control ,
cost control and also the
R&D issues
Student should be
able
to quote some
examples
of operations and
R&D challenges
for his assigned
company
R & D at Pfizer
pp 276.

Issues(Marketing issues)
T-1:8
Explain the Marketing

issues like market
segmentation, product
positioning, advertizing
media etc
Lecture 39
Student should be
able
to quote some
examples
of marketing issues
and
challenges faced by
for
Relevant
Examples of
several
companies
mentioned in the
textbook under
these respective
headings .
Approximately
35 examples of
Marketing pp
253 to 260
Homework3

Issues(Finance Issues)
T-1:8
Explain the various

financial issues like
acquiring needed
capital,
developing projected
financial statements,
debt
vs equity decision etc
Student should be
able
to quote some
examples
of finance issues
faced
by his assigned
company
Case discussion of
"Kodak exits
bankruptcy",
ref - OR-11
Lecture 41 Strategy Review, Evaluation

and Control(Strategic
Control)
T-1:13
Explain the concept of

strategic control, its
types and importance
Students will be able Discussion

to take strategic
control measures for
the assigned
company
Lecture 42 Strategy Review, Evaluation

and Control(Nature of
Strategy Evaluation)
T-1:9
OR-10
Explain the nature and

framework of strategic
evaluation process along
with RUMELT's criteria
Students will be able

to appreciate the
importance of
strategic evaluation
and will be able to
develop a strategic
evaluation framework
for given company
Case discussion of NA
"Dell going Private
- Stratgey
Implementation
and Evaluation
issues"
Strategy Review, Evaluation

and Control(RUMELT's
criteria)
T-1:9
OR-10


to appreciate the
importance of
and will be able to
develop a strategic
for given company
Case discussion of NA
"Dell going Private
- Stratgey
Implementation
and Evaluation
issues"
NA
Week 14 Lecture 42 Strategy Review, Evaluation

and Control(Strategy
Evaluation Framework)
T-1:9
Week 15 Lecture 43 Strategy Review, Evaluation

and Control(Characteristics
of an Effective Evaluation
System)
Strategy Review, Evaluation

and Control(Contingency
Planning)
OR-10


to appreciate the
importance of
and will be able to
develop a strategic
for given company
Case discussion of
"Dell going Private
- Stratgey
Implementation
and Evaluation
issues"
Use Table 9-4 .

A sample
Framework for
Measuring
Organisational
Performance .
Students can
take
Organisation
allocated to
them in the start
of the course
and apply it
T-1:9
Explain the
characteristics of
effective evaluation
system along with
importance of
contingency planning
Student should be
able to understand the
characteristics of an
system and should be
rising importance of
or plan B
Evaluation
Systems of
Weels Fargo and
Morgan
Guaranty pp 298
T-1:9
Explain the
characteristics of
system along with
importance of
Student should be
able to understand the
characteristics of an
system and should be
rising importance of
or plan B
Contigency
Planning
advantages for
Du Pont , Dow
Chemical and
Emerson
Electric pp 299
Lecture 44 Twenty First Century

Challenges in Strategic
Management(Sustainability
aspect of Strategy:
Economic, Environmental
and Social dimensions)
T-1:9
Explain Sustainability
aspect of Strategy:
Economic,
Environmental and
Social dimensions.
Lecture 45 will be kept
for revision

to understand the role
of strategic
management in
building up
sustainable
businesses.
In lecture 45 students
will get their doubts
cleared.
NA
Lecture 45 Twenty First Century

Challenges in Strategic
Management(Sustainability
aspect of Strategy:
Economic, Environmental
and Social dimensions)
T-1:9
Explain Sustainability
aspect of Strategy:
Economic,
Environmental and
Social dimensions.
Lecture 45 will be kept
for revision

to understand the role
of strategic
management in
building up
sustainable
businesses.
In lecture 45 students
will get their doubts
cleared.
NA
SPILL OVER
Week 16 Lecture 46
Spill Over
Lecture 47
Spill Over
Lecture 48
Spill Over
Scheme for CA:

Component
Frequency
Homework
Out Of
2
Each Marks Total Marks

3
Total :-
15
30
15
30
Details of Academic Task(s)

AT No.
Objective
Topic of the Academic Task
Nature of Academic Task

(group/individuals/field
work
Test will be designed on the basis of the student's Practical File

Individual
in which they will be making different matching stage matrices
like IFE, EFE, SWOT, BCG, SPACE, IE and finally the matrix of
decision stage- QSPM. Test will be conducted in lecture 35
Evaluation Mode
Allottment /
submission Week
Test of 45 marks
(20marks for the
file content, 25
marks for the test
based upon the file)
2 / 12
HW1
To test the
theoretical skills of
the students
HW2
To test the analytical Group of students(4-5 in each group) will be assigned one
skills of the students comprehensive case each. They will be required to analyze the
case and submit the presentation to the instructor by the given
date. The group presentations will be held in the tutorials.
Group
Total out of 45
marks ( 30 marks
for case analysis, 15
marks for
presentation)
2 / 11
HW3
To test the
theoretical and
analytical skills of
the students
Individual
A test consisting of
6 questions of 5
marks each will be
taken. Question will
be a mix of
analytical and
conceptual nature.
The marks obtained
by students will be
converted out of 45.
10 / 13
A test based on lectures will be conducted
Plan for Tutorial: (Please do not use these time slots for syllabus coverage)
Tutorial No.
Lecture Topic
Type of pedagogical tool(s) planned

(case analysis,problem solving test,role play,business game etc)
Tutorial1
Discussion on how to deliver a case presentation. Distribution of

handout as mention in OR-2
Case Analysis
Tutorial2
Making of group for evaluation purpose, Allotment of cases for

individual groups
Group formation
Tutorial3
Case presentation by the students
Case Analysis
Tutorial4
Case Analysis
Tutorial5
Case Analysis
Tutorial6
Case Analysis
Tutorial7
Case Analysis
Tutorial8
Case Analysis
Tutorial9
Case Analysis
Tutorial10
Case Analysis
Tutorial11
Articles discussion (Article mentioned in OR-15)
Articles discussion
Tutorial12
Articles discussion (Article mentioned in OR-13)
Articles discussion
Tutorial13
Article discussion (Article mentioned in OR-14)
Article discussion
Tutorial14
Article discussion (Article mentioned in OR-12)
Article Discussion
Tutorial15
Group discussion on sustainable business practices by companies

will be conducted in the class
Group Discussion
After Mid-Term

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Lovely Professional University, Punjab

Courses with conceptual focus

Tutorials Practicals Credits

PHI (PRETICE HALL INDIA)

PEARCE, ROBINSON &

TATA MCGRAW HILL

STRATEGIC MANAGEMENT: AN HILL & JONES

Journals articles as Compulsary reading (specific articles, complete reference)

Kodak files for bankruptcy - Defensive strategy "http://www.reuters.com/article/2012/01/19/us-kodak-idUSTRE80I08G20120119" ,

Jet-Etihad Deal Dissected "http://www.nishithdesai.com/fileadmin/user_upload/pdfs/Ma%20Lab/Jet-Etihad_Deal_Dissected.pdf" ,

Kodak moments just a memory as company exits bankruptcy - "http://seattletimes.com/html/businesstechnology/2021747434_newkodakxml.html?

Focus or diversify? The toughest test for leaders - "http://www.business-standard.com/article/management/focus-or-diversify-113120100298_1.html ,

Parenting Advantage: The Key to Corporate-Level Strategy, - "http://www.adlittle.com/downloads/tx_adlprism/1995_q2_08-12.pdf" ,

LTP week distribution: (LTP Weeks)

Weeks After MTE

Detailed Plan For Lectures

Broad Topic(Sub Topic)

Chapters/Sections of Other Readings,

Learning Outcomes Pedagogical Tool Live Examples

Lecture 1 would involve

Students will know Discussion

Lecture 1 would involve

Students will know Discussion

Explain the relevance of

The External Assessment

The External Assessment

The External Assessment

Explain the relevance of Student should be

The External Assessment

Student should able to

Lecture 10 The External Assessment

Explain why firms go

Case study Mattel's China

Lecture 11 The External Assessment

Explain the International

Case study Mattel's China

Lecture 12 The Internal Assessment

Lecture 13 The Internal Assessment

Explain the Value

Lecture 14 The Internal Assessment

Explain the Value

Lecture 15 The Internal Assessment

Explain the Resource

Lecture 16 The Internal Assessment

Explain the concept of

Lecture 17 The Internal Assessment

Explain the way to

Lecture 18 The Internal Assessment

Explain the Balanced

Lecture 19 Strategies in Action(Long

Case study - GE's

Lecture 19 Strategies in Action(Grand

Case study - GE's NA

Lecture 20 Strategies in Action(Grand

Explain the Horizontal

Case study - GE's Example of

Explain the Horizontal

Case study - GE's Example of

Lecture 21 Strategies in Action(Grand

Explain the Cooperative

Lecture 22 Strategies in Action(Porters

Lecture 23 Strategies in Action(Porters

Lecture 24 Strategies in Action(Porters

Explain the Focus,