Business Strategy–II

Program : PGPM Class of : 2012

Credit : 3 Sessions : 30

Course Code : SL GM 612 Fourth Semester

AIM

The objective of this course is to introduce the student with working knowledge of corporate restructuring, mergers

and acquisitions and alliances which most organizations are undergoing in today’s turbulent globalized environment

and familiarize them with emerging thoughts and practices in the field of strategic management.

LEARNING OUTCOMES

1) Compare and contrast the changing paradigms in contemporary strategic thinking and practices.

2) Discuss the impact of increasing levels of globalization in strategy formulation and implementation.

3) Understand the compelling needs of restructuring a firm and various ways of implementing the same.

4) Outline cooperative strategies open to a firm, identify conditions for successful collaborations and

analyze causes for break up.

5) Analyze the rationale of firms for pursuing inorganic growth strategies (viz. M&A), evaluate ways to

select target firms and appreciate the need to prepare integration blue print and identify constraints.

6) Familiarize and apply modern tools of strategy implementation and control.

REFERENCE BOOKS AUTHOR / PUBLICATION

Strategic Management Pearce & Robinson. Tata Mc Graw Hill (10

th

Edn) – 2007

Mergers, Restructuring and Corporate Control Weston, J Fred et al. Prentice Hall, India

Crafting and Executing Strategy – the Quest for

Competitive Advantage – Concepts & Cases,

14th

e

Thompson et al. Tata McGraw Hill - 2006

Exploring Corporate Strategy Keven Scholes & Jerry Johnson – Pearson –

VII ed

Competing for the Future Prahalad, CK / Hamel, Gary. Free Press - 1996

Introduction to Business Strategy IUP

Managing Across Borders Bartlett and Ghosal, HBS Press

In Search of Excellence Peters and Waterman, Profile Books

Future of Competition C. K. Prahalad and Venkat Ramaswamy, HBS

Press, 2004.

Detailed Syllabus

Competing for the Future: Beyond Restructuring

and Reengineering – Views of Sumantra Ghoshal:

Sweet & Sour - Empowerment – Emerging

Strategy Paradigms - Unlearning Curve – Strategy

as Stretch and Leverage – Views of Khanna and

Palepu on Emerging Markets – Paradigm of Co

creation.

International Business Environment: Challenges

in International Business Environment – Trans

National Corporations – Growth of Indian MNC’s

– FDI – Global Workforce.

Corporate Restructuring: Why Restructuring –

Basic Tenets – Forms of Restructuring – Asset –

Capital – Organizational – Business –

Restructuring Outcomes – Numerator and

Denominator Management – Force Field Analysis

– Organizational Inertia – Strategic

Transformation.

Turn Around Management: Turnaround Indicators

– Turnaround Stage Theory – Decline – Response

Initiation – Transition – Outcome

Strategic Alliances and Joint Venture: Cooperative

Strategies – Franchising – Licensing – Value Chain

Partnership – Consortia – Motives and Types –

Successful JVs – Partner Selection – Life Cycle of a

JV – JV Failures.

Mergers & Acquisition: Organic Vs Inorganic

Growth – Theories of M&A – Types and Motives –

Due Diligence – Valuation – Corporate Control –

Integration Blueprint – Synergy – Financing (LBO) –

Take Over Announcement – SEBI Takeover Code

(Introduction) – Defensive Strategies – Reverse

Merger/Demerger – Cross Border M&A – Issues

leading to failure of M&A’s.

Strategic Tools: Benchmarking – Best Practices –

Business Process Re Engineering – Reverse

Engineering – Quality as a Differentiator – Balance

Score Card – Strategy Mapping.

Contemporary Issues: Blue Ocean Strategy –

CSR as a Strategy – Competitive Innovation –

Bottom of the Pyramid – Technology Strategy – Global

Competitivenes

Cases

Business Transformation at Telefónica De

España

JCPenney’s People Strategy: Setting the

Right Climate for HRD

Coral Divers Resort (Revised)

The Hutchison Essar Acquisition:

Vodafone’s Foray into an Emerging

Market

Volkswagen’s Acquisition of Skoda Auto:

A Central European Success Story

The betapharm Acquisition: DRL’s

Inorganic Growth Strategy in Europe

BenQ Corp.’s Failed Acquisition of

Siemens’ Mobile Devices Division

Tata Motors and Fiat Auto: Joining

Forces

eBay’s Problems in China

Corporate Turnaround of Pharmacia &

Upjohn

Alan Mulally’s Challenges at Ford Motor

Company

SC Johnson’s CSR Initiatives: Testing the

‘Base of the Pyramid’ Protocol

Innovation at Whirlpool: Creating a New

Competency

Strategic Planning at United Parcel

Service

Tesco’s ‘Steering Wheel’: A Tool for

SVC and Business Transformation

Priceline’s Pricing Strategy: Name Your

Own Price (NYOP) & Beyond

Restructuring Pantaloon Retail: The

‘Future Group’ Initiative

The Body Shop: Social Responsibility or

Sustained Green washing?

Innovation at Cirque du Solei

lMTV Networks International: Localizing

Globally

Source: Case Studies in Business Strategy Vol-VII

Suggested Schedule of Session

Topic No. of

Sessions

Competing for the Future 4

International Business Environment 3

Corporate Restructuring 4

Turn Around Management 1

Strategic Alliances and Joint Venture 3

Mergers & Acquisition 5

Strategic Tools 4

Contemporary Thinking & Emerging

Trends 6

Total Sessions 30