Strategic Management

St. Joseph’s College of Commerce (Autonomous)

End Semester examination –  April 2014

BBM – VI semESTER

STRATEGIC MANAGEMENT

Duration: 3 Hours                                                                                           Max. Marks: 100

Section – A

1. Answer any TEN Each carries 2 marks.                              ( 10 x 2 = 20)

 

1. Define “Strategy”.
2. Give the meaning of “Vision” and “Mission”.
3. Explain the levels involved in strategic planning.
4. What do you mean by Retrenchment Strategy?
5. What is meant by Critical Success Factor? Explain.
6. Give the meaning of Key Result Area.
7. Explain the reasons for Strategic Alliance.
8. What is meant by Environmental scanning?
9. What are the Approaches to Divestment?
10. Give the meaning and reasons to manage conflicts.

 

Section – B

1. Answer any FOUR Each carries 5 marks.                               ( 4 x 5 = 20)
2. Explain the key areas in developing a strategy.
3. Explain in detail, the process of strategic management.
4. Explain the types of concentration strategies and its merits.
5. Explain the reasons for reasons for Conglomerate or Unrelated Diversification:
6. What are the pre-requisite conditions for a joint venture?
7. (I).How does a domestic firm start its international business?
8. By thinking big b. By manufacturing    c. By exporting       d. By processing

 

(II). Which of the following is an important reason for business growth?

1. Natural urge     b.  Survival     c.  Market Share   d.  All of the above

 

(III). Retrenchment strategy is also known as?

1. Offensive strategy       b.  Medium strategy
2. Defensive Strategy      d.  All of the above

 

(IV). Which of the following is a factor on which structure depends?

1. Size of business                           b.  Nature of business
2. Characteristics of the market    d.  All of the above

 

(V). In ______ SBU companies, the corporate strategy is implemented through SBU strategies, which are formulated to achieve the corporate strategy.

1.    Single      b.  Multi         c.   Solo    d.   None of the above

 

Section – C

• Answer any THREE Each carries 15 marks.                  (3 x 15 = 45)

17. Explain in detail, Michael Porters Five forces model.
18. Explain the various Internationalization strategies. Explain the merits and demerits of going international.
19. What is meant by Mergers and Acquisitions? Explain the types and reasons for mergers.
20. What do you mean by Resistance to change? Explain the reasons for resistance. How can resistance be managed?
21. Explain in detail, “McKinsey 7s Model”.

 

SECTION – D

1. Case study – compulsory question           (15 marks)

DD is the India’s premier public service broadcaster with more than 1,000 transmitters covering 90% of the country’s population across on estimated 70 million homes. It has more than 20,000 employees managing its metro and regional channels. Recent years have seen growing competition from many private channels numbering more than 65, and the cable and satellite operators (C & S). The C & S network reaches nearly 30 million homes and is growing at a very fast rate.

DD’s business model is based on selling half – hour slots of commercial time to the programme producers and charging them a minimum guarantee. For instance, the present tariff for the first 20 episodes of a programme Rs.30 lakhs plus the cost of production of the programme. In exchange the procedures get 780 seconds of commercial time that he can sell to advertisers and can generate revenue. Break-even point for procedures, at the present rates, thus is Rs.75,000 for a 10 second advertising spot. Beyond 20 episodes, the minimum guarantee is Rs.65 lakhs for which the procedures has to charge Rs.1,15,000 for a 10 second spot in order to break-even. It is at this point the advertisers face a problem – the competitive rates for a 10 second spot is Rs.50,000. Procedures are possessive about buying commercial time on DD. As a result the DD’s projected growth of revenue is only commercial time on DD. As a result the DD’s projected growth of revenue is only 6-10% as against 50-60% for the private sector channels. Software suppliers, advertisers and audiences are deserting DD owing to its unrealistic pricing policy. DD has options before it. First, it should remain privates, second it should remain purely public service broadcaster and third, a middle path.

The challenge seems to exploit DD’s immense potential and emerge as a formidable player in the mass media.

 

Questions:

1. What is the best option, in your view, for DD?                                      (5 marks)
2. Analyse the SWOT factors the DD has.                                                   (5marks)
3. Why do you think that the proposed alternative is the best?              (5 marks)

 

 

 

ST. JOSEPH’S COLLEGE OF COMMERCE (AUTONOMOUS) End Semester examination – APRIL 2015
B.B.M. – VI SEMESTER
M111 604: STRATEGIC MANAGEMENT
Duration: 3 Hours                                                                                                Max. Marks: 100
SECTION – A
I)	Answer ALL the questions.  Each carries 2 marks.                                          (10×2=20)
	1.	Name any four benefits of having a Vision.
	2.	Define ‘Strategic Management’.
	3.	How can you conclude that there is a Vertical Integration taken place?
	4.	Name the Components of Competitor Analysis.
	5.	What are the levels of Strategic Planning in a Multi-business Structure?
	6.	Explain the term ‘Power’.
	7.	Define ‘Strategic Choice’.
	8.	Give the meaning of ‘Environmental Scanning’.
	9.	What are the different types of Strategic Alliances?
	10.	What are the advantages and disadvantages of Entrepreneurial structure?
SECTION – B
II)	Answer any FOUR questions.  Each carries 5 marks.                                         (4×5=20)
	11.	Enumerate the steps involved in Inculcating Values and Ethics in Corporate.
	12.	Analyze the various International Entry Modes available to a firm opting Internationalization Strategy.
	13.	Discuss the issues in Strategic Decision Making.
	14.	Most of the firms, find it convenient to stay in their comfort zone and expand. In this regards, discuss the different types of Concentration Strategies.
	15.	Evaluate the subjective factors influencing Strategic Choice.
	16.	Explain the various activities and requirements of Value-chain Analysis.
SECTION – C
III)	Answer any THREE questions.  Each carries 15 marks.                                    (3×15=45)
	17.	Elucidate the role of Strategists involved in Strategic Management Process.
	18.	Evaluate the Process of Strategic Choice and discuss the contents of Strategic Plan.
	19.	“Strategic Evaluation and Control lies at the heart of knowing the effectiveness of any Strategy.” With regards to the above statement, requirements of and effective evaluation and also throw light on the process of Strategic Evaluation.
	20.	ABX Co. Ltd. is proposing a change in the Organizational Structure, before this exercise, they are consulting you to help them with McKinsey’s 7s model. Help them with the concept and factors pertaining to the same. Also, explain the process to use this tool.
	21.	For any organization understanding its environment is very crucial to implement a strategy or even take a decision, in line with this explain the characteristics and components of an environment. Also discuss the factors to be considered while scanning an environment.
SECTION – D
IV)	Case Study                                                                                                              (1×15=15)
	22.	Business today makes an interesting analysis of the chronological evolution of the organization structure within Indian firms. The structures analyzed show the firms responding to the environmental situation prevailing during a particular time period. Here is an account of how structures have evolved from the pre – 1940s to the post – 1990s: –          One-man organization (Pre – 1940) CEO is the hub around which there are workers –          The classic triangle (1940-50) the functions of sales, finance and production are designed below the direct control of the CEO –          The managing agency (1950 – 60) the foreign company provides the licence to the local partner who acts as the managing agent. The functional areas are directly looked after by the managing agent, who act as the CEO –          The functional structure (1960 – 70) the traditional and popular structure of various functional areas directly under the control of the CEO –          The cross-holding structure (1970 – 80) the promoter (most often a family group or a powerful industrialist) has equity holding in several companies and exercises organizational control on the same proportion. –          The conglomerate (1980 – 90) the business/family group emerges as the focal point of structure with businesses vested in subsidiaries, joint ventures and equity alliances. The organizational control is exercised through a flagship company. The emerging forms of organization in the 21st century – India could be radically different from those in the past. New technologies and changing market conditions enable segmentation of customer groups and differentiation of products and services. Declining transaction costs and the managing and leveraging of knowledge is likely to alter organizational boundaries. Disaggregation of strategic decision within organizations may be reflected in disaggregated structures. Network structures that rely on linkages to other organizations based on knowledge sharing is another likely development. This might already be taking place internally where intensive coordination and linkages between internal knowledge centres exist in organizations.   In a positive way, organization structure may have to accommodate humane concerns such as providing growth opportunities to employees including women and trends such as working away from work-place to be respected.   Questions: In regards to the above information, explain the tasks of Strategic Leaders. What are the different ways of gaining power in an organization? (5+10)

 

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