MAHARASHTRA NATIONAL LAW UNIVERSITY, NAGPUR

Course Outline
BAL9.4 STRATEGIC MANAGEMENT

B.A.LL.B.(Hons.) Five-Year Integrated Degree Course

Academic Year: 2023-24
th
5 YEAR, SEMESTER-IX

Designed and developed by:

Prof. Raman R. Tirpude
Assistant Professor of Management

Course Instructors:
Prof. Raman R. Tirpude
Assistant Professor of Management

July- 2024
(Strictly for Internal Circulation)
 STRATEGIC MANAGEMENT
Semester-II July-Nov 2024
Course Code BAL9.4
Course Credit 5
Maximum Marks 100
Teaching Hours 80
Presentation Hours 14-18
Medium of Instruction English
Course Optional

Introduction
This course gives an overview of all essential aspects of business policy and strategic
management. The intention is to provide students with strategy insights; reflect on strategic
dilemmas and practice strategy tools to enable students to become strategic thinkers. The course
will cover strategy analysis, formulation of strategies at different levels of the organization, and
strategy implementation. The course will also reflect on the purpose of organizations, their
governance, and their role towards shareholders, stakeholders and society in general. Business
Strategy equips current and aspiring managers and consultants with a simplified framework
they can immediately apply to create value for customers, employees, and suppliers while
maximizing returns and an organization’s competitive edge. The course consists of five modules
of content and exercises enabling the opportunity to put learning into practice. Students will
learn how to evaluate trade-offs and align, prioritize, and formulate strategic initiatives for the
greatest business impact. This course will help law students to understand the process of
decision making in corporate world and will provide base to issues related to corporate law.
Strategic management focuses on the concept of strategic analysis, formulation, and
implementation by exploring the functions and nature of general management. The course
serves as an opportunity to develop skills for strategic thinking and analysis, leadership,
communication, teamwork, and cross-functional integration. This course is taught primarily
through the case-method and involves readings, lectures, videos, exercises, a simulation, and a
live case exam.
What students will learn in this course has utility beyond the senior leadership of
organizations. Increasingly, organizations need employees that can think strategically and
understand how their actions contribute to the overall success of the firm. What they will learn
is applicable to large corporations, but applies to organizations of all kinds, including start-ups,
non-profits, and government organizations. The cases and concepts of the course are used to
explore the strategic challenges facing such organizations today. The materials used in the
course encompass a wide range of industries, businesses, and issues in order to provide depth
and breadth of experience.
It is aimed at acquainting the students with all the aspects of Strategic management and
shall enable the incumbents to evaluate industry and its performance and assess the factors
impacting it. Module-I focuses on basic of Management and its core concept. Further this
module focuses on different theories of management and evolution of these theories. It also
includes basics of components of management, like planning and organising which are directly
related to process of strategy formulation Module- II focuses on basics of strategy and strategic
management and differentiates how business policy is different from strategy formulation.
Further this module focuses on how strategic management and its evolution over a period of
time and how organizations have used it to gain competitive advantage and mark their place in
the market. This module also deals with analysis of various internal and external factors
affecting the strategy building process, explained with different analysis models. Module-III
will enable students to understand the concept of strategy formulation, steps involved in it and
different level of strategies. They will be exposed to different corporate levels of strategies and
functional level of strategies. Further this module will allow students to understand different
models of strategic analysis and business portfolio analysis. Module-IV will provide an
overview on strategy control and evaluation. This module will allow students to understand the
obstacles and nature of strategy control and what all steps need to be taken while making any
changes in organizational strategy. Further this module focuses on techniques to control strategy
and importance to control and continuous evaluation of strategy. Lastly this module focuses on
strategy implementation and steps involved in it. Module-V focuses on introducing students to
the corporate governance and CSR, leadership. In this module students will be introduced to
stakeholders and responsibilities of organizations towards them. Further this module will
discuss about corporate governance, corporate e-governance, and social responsibilities. Lastly,
the module will talk about the leadership attributes through Mintzberg’s management theory
and will explain the different managerial roles explained in the given theory.

Course Objectives
This course introduces the key concepts, tools, and principles of strategy formulation and
competitive analysis. It is concerned with managerial decisions and actions that affect the
performance and survival of business enterprises. The course is focused on the information,
analyses, organizational processes, and skills and business judgment managers must use to
devise strategies, position their businesses, define firm boundaries and maximize long-term
profits in the face of uncertainty and competition.
Strategic Management is an integrative and interdisciplinary course. It assumes a broad
view of the environment that includes buyers, suppliers, competitors, technology, the
economy, capital markets, government, and global forces and views the external environment
as dynamic and characterized by uncertainty. In studying strategy, the course draws together
and builds on all the ideas, concepts, and theories from your functional courses such as
Accounting, Economics, Finance, Marketing, Organizational Behaviour, and Statistics.
The course takes a general management perspective, viewing the firm as a whole, and
examining how policies in each functional area are integrated into an overall competitive
strategy. The key strategic business decisions of concern in this course involve selecting
competitive strategies, creating and defending competitive advantages, defining firm
boundaries and allocating critical resources over long periods. Decisions such as these can only
be made effectively by viewing a firm holistically, and over the long term. Upon course
completion students will be able to:
• To outline concept of strategy formulation and its application to different levels and
functional areas.
• To identify factors and processes essential for designing strategy.
• To analyse and examine the implementation of strategy formulation and its impact on
performance of the firms
• To understand the role of strategic management within society and within an economic
system.
• To learn the vital role of strategic management within a firm and the necessary
relationships between strategy, organizational structure and the other functional areas
of business.
 • To consider the various techniques, tools and methods used by strategic mangers for
making decisions and situation analysis.
• Demonstrate the ability to think critically in relation to a particular problem, situation
or strategic decision through real-world scenarios.
• Recognize strategic decisions that present ethical challenges and make appropriate
recommendations for ethical decision-making.
Teaching methodology
For teaching methodology, initially, it starts with the Physical classroom teaching and
interaction, if required in a special case or situation then in such a scenario virtual classroom
teaching will be taken up. Other methods of teaching, such as Case studies, Movies, Role Plays,
Group discussions, Management games and presentations by students will form a major part
of the methodology. The students are also encouraged to do independent research on their
respective assignments. They will be motivated to explore a business firm or industry and try
to find out how management functions are used in that particular firm or industry. Research
papers, videos, books, and textbooks will be available for the students to read on and develop
their own views on this subject and develop their understanding of this subject. Apart from
these online sources and material will also be available to use to understand new ongoing things
in the business world.
Course Textbooks
The course syllabus has been designed keeping in mind the contemporary and classic
authors, on the subject. The articles, research papers from reputed journals and certain case
studies shall be used for a better understanding of the subject. Along with these resources,
reading material detailing the concepts and models shall be provided to the students of the
course.
Course Evaluation Method
The course is assessed for 100 marks in total. The final grade will be based on students’
performance on the mid-semester (20 marks Participation in Class Activities) and end-
semester (50 marks) closed book exams. 25 marks are allotted for projects (20 for written and
5 for presentation) and 5 for attendance. The students are expected to maintain a diary for self-
assessment exercises and understand the changes in their behaviour.
Course outcomes
Students are expected to understand the basic fundamentals of strategic management and its
linkage other functions of business management. They shall be able to understand the importance
of various functionalities of strategic management. They shall be able to understand the concepts
related to strategy formulation and implementation and various factors affecting them. They shall
be able to understand techniques to analyse the environment and assess the factors affecting
strategy formulation. This syllabus has been designed keeping in mind the dynamic and vibrant
business and corporate world which will help the student to gain good basics of business and
strategic management. On successful completion of the course, the student will be able to:
• Explain the strategic decision-making process in the organization and recognize the
importance of strategic planning for success of an organization.
• Explain the basic concepts, principles and practices associated with strategy formulation
and implementation.
• Discuss and evaluate the firm’s environment and industry competition through insights
into strategic models of successful organizations.
• Develop a cognitive framework to understand and analyse the hyper-turbulent business
environment.
 • Appraise the challenges presented by the environment and design creative and
sustainable business opportunities and strategies.
• Investigate into existing business firms to understand the relevance and implementation
of strategic management process.

COURSE CONTENTS
Module-I: Introduction to Management Concept [Teaching Hours 14]
1.1 Management and its Basics: Defining Management; Management -Science or Art;
Characteristics of Management; Functions of Management; Meaning of Management Process.
1.2 Management Theories: Classical Approach; Scientific Management; Henry Fayols Principles
of Management; Bureaucracy Management Approach; Human Relation Movement.
1.3 Planning: Planning Introduction; Types of Plans; Steps involved in planning process;
Characteristics of Planning; Barriers to effective Planning.
1.4 Organising and Staffing: Nature and Purpose of Organization Staffing; Departmentation;
Centralization and Decentralization; Span of Control; Nature of staffing and its process.
1.5 Decision Making: Concept of Decision Making; Process of Decision Making; Approaches
to decision making.
Compulsory Readings
• Tony Morden, PRINCIPLES OF MANAGEMENT (2020, Routledge, pp.1-38
• Charles Hill and Gareth Jones, STRATEGIC MANAGEMENT, South-western
Cengage learning, pp.4-19.
• Dr.S.Senthil Kumar and M.Marutha Durai, BUSINESS POLICY AND STRATEGIC
MANAGEMENT, S.Chand, pp.16-62.
Suggested Readings
• Anthony Henry, UNDERSTANDING STRATEGIC MANAGEMENT, 4th
Edition,Oxford.
• Vipin Gupta and N.Srinavasan, , BUSINESS POLICY AND STRATEGIC
MANAGEMENT CONCEPTS AND APPLICATIONS, PHI Learning Private LTD.
• R. Maheshwari an d Saurabh Agrawal, STRATEGIC MANAGMENT, SBPD
Publishing house.
Module-II: Introduction to Strategy and Strategic Management [Teaching Hours 14]
2.1 Business and Strategy: Introduction to strategy; Definition and meaning of strategy; Definition
of business policy; Difference between Policy and Strategy; Characteristics and features of
strategy; Mintzberg’s 5 Ps of Strategy.
2.2 Strategic Management: Meaning and definition of strategic management; Scope and future of
strategic management; Merits and demerits of strategic management; Strategic management
process; Evolution of strategic management in India.
2.3 Competitive Advantage and Strategies: Competitive advantage introduction; Meaning and
definition of competitive advantage; Porters’ model of competitive advantage; Stages of Industry
cycle analysis; Types of Strategic decision model.
2.4 External Environment Analysis: Introduction and management of business environment;
Components of external environment; PESTLE analysis; Porter’s five force model;
2.5 Internal Environment Analysis: Impact of internal environment on strategy; Components
of internal environment; Porter’s value chain model; SWOT analysis; Advantages and
limitations of SWOT analysis.

Compulsory Readings
 • Garth Saloner and Andrea Shephard, STRATEGIC MANAGEMENT (2019), Wiley
India, pp.42-89
• Charles Hill and Gareth Jones, STRATEGIC MANAGEMENT, South-western
Cengage learning, pp.89-113.
• Dr.S.Senthil Kumar and M. Marutha Durai, BUSINESS POLICY AND STRATEGIC
MANAGEMENT, S.Chand, pp.71-98.
Suggested Readings
• Anthony Henry, UNDERSTANDING STRATEGIC MANAGEMENT, 4th Edition,
Oxford.
• Vipin Gupta and N.Srinivasan, BUSINESS POLICY AND STRATEGIC
MANAGEMENT CONCEPTS AND APPLICATIONS, PHI Learning Private LTD.
• R. Maheshwari and Saurabh Agrawal, STRATEGIC MANAGMENT, SBPD
Publishing house.

Module-III: Strategic Planning and Functional Strategy [Teaching Hours 12]

3.1 Introduction to strategic planning: Meaning and definition of strategic planning;
Strategy formulation process; Steps involved in Strategy formulation; Level of strategy;
Corporate strategies.
3.2 Components of Corporate strategy: Introduction to growth/expansion strategy;
Stability strategy; Retrenchment strategy; Diversification strategy; Integration strategy;
Ansoff’s product market growth model.
3.3 Functional Strategy: Strategic Decision Model; Vision; Mission; Objectives and Goals;
Strategic Levels of the Organization; Formulation of Functional Strategy-Formulation of
Financial; Marketing; Production; Human Resource and Logistics strategies.
3.4 Takeovers: Definition and significance of takeovers; Friendly Takeover; Hostile
Takeover; Strategies employed in hostile takeovers; Poison pills, staggered boards, and
golden parachute; Reverse Takeover; Leveraged Buyout.
3.5 Business portfolio analysis: Introduction to business portfolio analysis; BCG growth
share matrix; GE nine cell matrix; McKinsey 7s framework.

Case Laws
• Hindustan Unilever Ltd. vs. General Electric Company, 2018 SCC OnLine Bom 2638
• Union of India vs. Reliance Industries Limited, 2004 SCC OnLine Del 1022
• IDBI Bank Ltd. vs. Jaypee Hotels Ltd., 2018 SCC OnLine NCLAT 460
• United Breweries Ltd. vs. State of Karnataka, 2020 SCC OnLine SC 456

Compulsory Readings
• Garth Saloner and Andrea Shephard, STRATEGIC MANAGEMENT (2019), Wiley
India, pp.101-132
• Charles Hill and Gareth Jones, STRATEGIC MANAGEMENT, South-western
Cengage learning, pp.126-153.
• Dr.S.Senthil Kumar and M.Marutha Durai, BUSINESS POLICY AND STRATEGIC
MANAGEMENT, S.Chand, pp.114-139.
Suggested Readings
• Anthony Henry, UNDERSTANDING STRATEGIC MANAGEMENT, 4th
Edition,Oxford.
 • Vipin Gupta and N.Srinavasan, , BUSINESS POLICY AND STRATEGIC
MANAGEMENT CONCEPTS AND APPLICATIONS, PHI Learning Private LTD.
• R. Maheshwari and Saurabh Agrawal, STRATEGIC MANAGMENT, SBPD
Publishing house.

Module-IV: Strategic control and evaluation [Teaching Hours 10]

4.1 Strategic change: Meaning and definition of strategic change; Nature of strategic change;
Barrier of strategic change; Introduction to strategic control system;
4.2 Strategic Formulation: Meaning of strategy Formulation; Issues in strategy formulation;
Characteristics of an effective strategy control system; Organization structure and
strategic control;
4.3 Strategy evaluation: Strategy evaluation and control types; Steps involved in strategy
evaluation; objectives of strategy evaluation and control.
4.4 Strategy Implementation: Meaning of strategy implementation; Steps involved in
implementation; Challenges faced in implementation; Strategic implementation of
functional areas.
4.5 Strategic control: Introduction to strategic control; Techniques of strategy control;
Strategic analysis; Product Diversification; Product classification; Market penetration;
New product development
Compulsory Readings
• Garth Saloner and Andrea Shephard, STRATEGIC MANAGEMENT (2019), Wiley
India, pp.154-177
• Charles Hill and Gareth Jones, STRATEGIC MANAGEMENT, South-western
Cengage learning, pp.162-189.
• Dr.S.Senthil Kumar and M.Marutha Durai, BUSINESS POLICY AND STRATEGIC
MANAGEMENT, S.Chand, pp.141-178.
Suggested Readings
• Anthony Henry, UNDERSTANDING STRATEGIC MANAGEMENT, 4th
Edition,Oxford.
• Vipin Gupta and N.Srinavasan, , BUSINESS POLICY AND STRATEGIC
MANAGEMENT CONCEPTS AND APPLICATIONS, PHI Learning Private LTD.
• R. Maheshwari and Saurabh Agrawal, STRATEGIC MANAGMENT, SBPD
Publishing house.

Module-V: Stakeholder, Corporate Governance and CSR, Leadership [Teaching Hours

12]
5.1 Stakeholders: Stakeholders-Introduction; Stakeholders versus Shareholders; Stakeholders
expectations; Scenario planning for stakeholders; Industry analysis of stakeholders; Steps
in identifying stakeholders.
5.2 Social Responsibility: Introduction to social responsibility; Ethics; Corporate social
responsibility, corporate responsibility drivers; Three dimensions of corporate
performance; Areas of social responsibility; Diversity and Human rights in CSR.
5.3 Corporate Governance: Concept of corporate governance; E-governance; Models of
corporate governance; Globalization and corporate governance; Investor protection.
5.4 Structure of Corporate Governance: Introduction to structure of corporate governance;4
Ps of corporate governance; Principles of corporate governance; Reasons for growing
 demand for corporate governance and e-governance; Importance and pre-requisites of
corporate governance.
5.5 Leadership: Introduction to leadership; 3-dimensiona of leadership tasks; Management
theory of Mintzberg; Interpersonal roles; Informational roles; Decision making roles.

Case Laws:
Pan Asia Logistics Pvt. Ltd………………...2018 SCC OnLine 11589, CA/80/(441)/CB/2018
Shoft Shipyard Pvt. Ltd…………………2018 SCC OnLine NCLT 13576, C.P. No.
431(MB)/2017
M/s. Hira Power and Steel Limited…………CP No. 2717/441/NCLT/MB/MAH/2018

Compulsory Readings
• Garth Saloner and Andrea Shephard, STRATEGIC MANAGEMENT (2019), Wiley
India, pp.189-241
• Charles Hill and Gareth Jones, STRATEGIC MANAGEMENT, South-western
Cengage learning, pp.202-247.
• Dr.S.Senthil Kumar and M.Marutha Durai, BUSINESS POLICY AND STRATEGIC
MANAGEMENT, S.Chand, pp.191-236.
Suggested Readings
• Anthony Henry, UNDERSTANDING STRATEGIC MANAGEMENT, 4th
Edition,Oxford.
• Vipin Gupta and N.Srinavasan, , BUSINESS POLICY AND STRATEGIC
MANAGEMENT CONCEPTS AND APPLICATIONS, PHI Learning Private LTD.
• R. Maheshwari and Saurabh Agrawal, STRATEGIC MANAGMENT, SBPD
Publishing house.

Case-Studies
• Tata Chemicals LTD. Growth with Responsibility, Sanjay Mohapatra, CASE STUDIES
IN STRATEGIC MANAGEMENT, Pearson, pp.45-63.
• Monsanto-Customized global Marketing Strategy in India, Sanjay Mohapatra, CASE
STUDIES IN STRATEGIC MANAGEMENT, Pearson, pp.64-80.
• DSM Shriram Consolidated LTD. An early adopter of MIS, Sanjay Mohapatra, CASE
STUDIES IN STRATEGIC MANAGEMENT, Pearson, pp.81-94.
• Reliance life Insurance-Use of IT as strategic management tool, Sanjay Mohapatra,
CASE STUDIES IN STRATEGIC MANAGEMENT, Pearson, pp.126-145.
• Pantaloon-Value for Money, Sanjay Mohapatra, CASE STUDIES IN STRATEGIC
MANAGEMENT, Pearson, pp.150-162.
• RPG from regional to international music, CASE STUDIES IN STRATEGIC
MANAGEMENT, Pearson, pp.164-179.
• Tata Sky-Strategic Advantage through technology, CASE STUDIES IN STRATEGIC
MANAGEMENT, Pearson, pp.180-193
• ICICI Bank-Leadership in retail Banking, CASE STUDIES IN STRATEGIC
MANAGEMENT, Pearson, pp.195-210
• IKEA-Furniture retailer to the world, CASE STUDIES IN STRATEGIC
MANAGEMENT, Pearson, pp.212-221.
Other relevant Case Laws
• Tata Sons Limited vs. Cyrus Mistry and Others (2019)
• Vodafone International Holdings B.V. vs. Union of India (2012) …………... civil
appeal no.733 OF 2012
• Infosys Limited vs. SEBI (2019)
• DuPont v. Kolon Industries, Inc. (2011)
• Airgas, Inc. v. Air Products and Chemicals, Inc. (2011)
• Tata Industries Ltd. v. Grasim Industries Ltd. (2008)
• Larsen and Toubro Ltd. v. Grasim Industries Ltd. (2011)
• Union of India v. Tata Chemicals Limited & Others (2020)
• Reliance Petroleum Limited v. Indian Oil Corporation Limited (2010)

Online Sources
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management/99700

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• https://corpgov.law.harvard.edu/2016/09/08/principles-of-corporate-governance/

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meaning-aspects-process-approaches-and-challenges/31506

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strategies/99697