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business
strategic management and business policy

Questions and Answers of Strategic Management And Business Policy

5. What are the aspects to be looked into in nurturing a business partnership without conflicts of interest between partners, to get synergistic benefits in the form of superior performance? 6. What
4. What are the impediments for a firm in the country to pursue an international growth strategy?
3. Identify the political strategies adopted by business firms in your country.
2. What would be the customers switching costs of the customers of a target bank in case of a bank acquisition or merger?
1. What are the characteristics of the firms as soft targets for acquisition by other firms?
Understand the relevance or irrelevance of core. competencies, experi- ence curve, and generic strategies
Identify the rationale of the firms in strategic deci- sions of make, buy, ally, swap, or network
Understand the issues of diversification and how firms maintain focus and identify with inorganic growth trajectories
Familiarize with the tools used in corporate analy- sis and resource allocation among different busi- nesses of a firm
Learn different types of strategies adopted by firms with different ambi- tions and requirements
3. For Micromax, strategy is constantly aligning perfectly with the target market and its products act as the vehicle to be visible in the arena. Comment.Identify different strate- gies adopted by
2. Assess whether Micromax can replicate its success in mobile handset market in the TV market, which is perceived to be at saturation point.
1. Identify the generic strategy followed by Micromax and the elements of its strategy.
3. Study the annual reports of two listed companies from their websites and identify the following: (a) their strategic intent (b) their strategic positioning (c) their industry standards (d)
2. Identify the factors that give sustainable competitive advantages to three business firms in your area. (Why and how these firms are flourishing?)
1. Pictorially represent the scenario of a private hospital in your region in three years from now through the method of scenario planning.
8. Map the process of strategic planning.
7. What are the methods to convert competitive advantages of a firm to sustainable competitive advantages?
6. How the strategy of a first mover and a later entrant differ?
5. What are the distinguishing characteristics of offensive strategy, defensive strategy, and open strategy? What are the circumstances under which each of these three categories of strategies are
4. Are there any differences in generic strategies and resource-led strategies? Critically examine whether resource-led strategy is another generic strategy or part of generic strategies.
3. What are the significance of strategic intent and scenario planning while formulating the strategy of a firm?
2. Compare and contrast the factors considered in formulating the strategy of a start-up and a mature business.
1. What are the factors to be considered in formulating the strategy of a start-up business? What are the steps involved in strategy formulation?
Understand the sources and factors of sustainable competitive advantages.
Enable to prepare a strate- gic plan through strategic analysis
Understand the heteroge- neity of firms, its resources and capabilities and thus the appropriateness of dif- ferent strategies
Equip using the data from external and internal anal- ysis in formulating strategy of a firm
Familiarize with some of the tools and frameworks helpful in stimulating the imagination to design a good strategy
Identify the factors that are relevant in crafting a strategy
5. Assess the business model of this firm, whether sustainable or not.
4. What are the elements of the strategy of this firm? Make a diagrammatic representation of its strategy road map and strategy canvas.
3. Is it a real firm or a virtual firm?
2. What is its vision?
1. What is the mission of Shriram Transport Finance Pvt Ltd?
8. Assess the strategic objectives of the educational institution, you are familiar with, and their alignment with its mission and core values.
7. Identify the business model of a bank in your town.
6. Develop and write the vision of the firms given in the strategy live cases in this chapter.
5. Draw the elements of the strategy of a service organization in the town and identify the sources of maximum competitive advantages for the firm. \
4. Compare the mission statements of a manufacturing firm and a service firm in your town and examine how far they are giving direction and guidance to the daily activities of the firm.
3. Study and compare the core values of one private firm, one NGO, and one governmental organization operating in your town and examine whether these core values are reflected in the transactions
2. Classify the identified stakeholders of the retail mall into the seven categories as defined by Mitchell (1997).
1. Identify and plot a stakeholder network map showing the interrelationships of the stakeholders of a retail mall in your town.
10. Are vision and mission part of strategy or stand apart?
9. Business model innovation is strategically more important than product or process innovation—substantiate.
8. How a business model is developed by a firm?
7. What are the advantages of a virtual organization? Explain with one example.
6. What is value enactment?
5. Who is a stakeholder and how their classification scheme helps in strategy formulation?
4. What functions are served by having a mission of the firm written down and displayed or published?
3. What are the objectives of strategy?
2. What are the elements of the strategy of a firm?
1. What are the upstream and downstream activities of a firm that are strategically important?
Familiarize with differ- ent concepts for gain- ing insights for setting the direction of the firm through the strategic man- agement process.
Skills to develop a busi- ness model and strategy road map
Experience to use tools such as Delphi technique and Time series anal- ysis
Develop capabilities to craft vision, mission, and strategic objectives for any firm
Understand how strategic planning process is started, using insight and imagina- tion, based on the inputs obtained from the internal and external analysis
4. Consolidate the value creation of the SONY Corporation that they have been following as their corporate strategy.
3. Differentiate the value creation strategies of three retail shops in your town – a medical or pharmacy shop and a textile shop or provision store and shoe shop.
2. Identify the dimensions of value of a hospital in your town and differentiate whether the hospital follows a value chain or value shop model.
1. Develop and map the value chain of a restaurant or hotel in your town. Assess how the capabilities and competencies of this firm build-up (refer Section 3.10.2).
7. What are the differences between core competencies and distinctive competencies?
6. Compare and contrast RBV and DCV perception in strategic management.
5. Examine the importance of value creation as strategy itself and value creation process in strategic management?
4. Which value enhancing model, a bank should adopt and why?
3. Discuss the strategic importance of customer relationship value?
2. How a value chain analysis gives competitive advantage to a firm?
1. What are the sources of value in a business organization?
Enable identification of a firm's resources, capabili- ties, and competencies
Learn about different per- spectives of value creation for sustainable competi- tive advantages in terms of resource-based view, knowledge-based view, and dynamic capabilities' perspective
Familiarize with the frame- work of value chain, value hierarchy, value shop, and value network
Enable identification of a company's value propo- sition and value creation process
Understand the concept of value, value proposi- tion, and its dimensions
5. Company claims to maintain a ‘water positive’ status for the past 10 years, carbon positive status for the past five years and solid waste recycling positive status for the past five years.
4. All the luxury hotels of ITC have LEED Platinum rating for the buildings.
3. Wealth of waste program promotes recycling.
2. About 35% of energy consumed in ITC is from renewable sources.
1. Establishing the CII-ITC centre of excellence for sustainable development and instituting annual awards on sustainable business practices.
7. Rural mall–Choupal Sager in three states.
6. Educational initiative for children in which `1 goes to children’s education when four of its ‘Classmate’ brand notebooks are sold.
5. Women empowerment programme especially in the value chain of ITC’s agarbathi (incense) business.
4. Animal husbandry programme to increase milk yields of 5,00,000 cows.
3. Water-shed development programme with soil and moisture conservation measures in 65,000 hectares.
2. Social and farm forestry initiative, greening 1,15,000 hectares. Paper, specialty papers and paper boards are one of the main businesses of ITC that use trees as its raw material.
1. e-choupal initiative with 6500 e-choupals in 10 states by providing market information to about four million farmers in about 40,000 villages. ITC procures farm products for its range of
5. Identify three products that have complementary products and assess the potential threat from these complementary products to the main product and how the main product manages threat through
4. Study through web search four E-commerce firms. (examples: indiaplaze.com, Myntra. com, flipcart.com, convera.com, impulses or any other ) and identify the sector, industry, market segment and
3. Debate in the class as two groups, whether MNCs is a boon or a bane to local businesses.
2. Make an internal factor evaluation matrix for a popular restaurant in your town by identifying that firm’s internal strengths and weaknesses. Assess whether the firm’s strategy is sound.
1. Study the company Skymet Weather Services that was launched in 2003, using the internet and identify its clients. Assess how the business opportunity of climate parameters was utilized by this
6. How an understanding of chaos theory, butterfly effect, and fractal theory help a strategist in a business firm?
5. Are MNCs to be considered a major threat or a major opportunity in the business environment?
4. Which are all the potential new entrants to be assessed as a threat for the hotel industry?
3. What are the ways in which social media and Internet are used by business firms?
2. What are the critical success factors to be considered for making a competitive profile matrix for the leading four firms in the biscuit industry in India?
1. What are the different types of competitions a company in the textile retail business have to face in India?
Starting investigation phase of strategic man- agement process with strategic intelligence
Understanding the tur- bulence in external envi- ronment and nature of industry driving forces
Equipping to use certain strategic management tools like five forces frame- work, PESTELD analysis, ETOP analysis, and com- petitive profile matrix

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