Download GTU (Gujarat Technological University) MBA 2019 Winter 3rd Sem 1539302 Global Strategic Management Previous Question Paper
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER III ? EXAMINATION ? WINTER 2019
Subject Code: 1539302 Date:28/11/ 2019
Subject Name: Global Strategic Management
Time: 10.30am to 01.30 pm Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Q.1 Explain the following terms.
(a) Environmental scanning
(b) Standard Cycle Markets
(c) Transnational Strategy
(d) Synergetic Strategic Alliance
(e) Mission Statement
(f) Strategic Position and Action Evaluation (SPACE) Matrix
(g) Divisional Structure by Process
14
Q.2 (a) Define strategic management. Why has strategic management become
so important in today?s multinational corporations?
07
(b) Consider a company of your choice in cosmetic industry and discuss
the strategic management process for this company.
07
OR
(b) Consider a company of your choice in automobile industry and
discuss the strategic management process for this company.
07
Q.3 (a) Discuss various integration strategies with examples from global
business.
07
(b) Carry out 5 forces analysis of an industry. What are the key
competitive forces at work in this industry?
07
OR
Q.3 (a) Enlist different types of organization structures for strategy execution.
Why is it important to change the way an organization is structured
for the implementation of strategy?
07
(b) Construct an External Factor Evaluation (EFE) Matrix with 20 factors
for an organization of your choice which deals in international
business.
07
Q.4 (a) Discuss in detail the strategy evaluation process and the basic
activities included in the process.
07
(b) With examples explain how are core competencies built? Explain the
criterias of core competency, which converts it to capability for
Sustainable Competitive Advantage?
07
OR
Q.4 (a) What are the three international corporate level strategies? How do
they differ from one another? What factors lead to their development?
07
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Page 1 of 2
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER III ? EXAMINATION ? WINTER 2019
Subject Code: 1539302 Date:28/11/ 2019
Subject Name: Global Strategic Management
Time: 10.30am to 01.30 pm Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Q.1 Explain the following terms.
(a) Environmental scanning
(b) Standard Cycle Markets
(c) Transnational Strategy
(d) Synergetic Strategic Alliance
(e) Mission Statement
(f) Strategic Position and Action Evaluation (SPACE) Matrix
(g) Divisional Structure by Process
14
Q.2 (a) Define strategic management. Why has strategic management become
so important in today?s multinational corporations?
07
(b) Consider a company of your choice in cosmetic industry and discuss
the strategic management process for this company.
07
OR
(b) Consider a company of your choice in automobile industry and
discuss the strategic management process for this company.
07
Q.3 (a) Discuss various integration strategies with examples from global
business.
07
(b) Carry out 5 forces analysis of an industry. What are the key
competitive forces at work in this industry?
07
OR
Q.3 (a) Enlist different types of organization structures for strategy execution.
Why is it important to change the way an organization is structured
for the implementation of strategy?
07
(b) Construct an External Factor Evaluation (EFE) Matrix with 20 factors
for an organization of your choice which deals in international
business.
07
Q.4 (a) Discuss in detail the strategy evaluation process and the basic
activities included in the process.
07
(b) With examples explain how are core competencies built? Explain the
criterias of core competency, which converts it to capability for
Sustainable Competitive Advantage?
07
OR
Q.4 (a) What are the three international corporate level strategies? How do
they differ from one another? What factors lead to their development?
07
Page 2 of 2
(b) Develop a 2 strengths, 2 weakness, 2 opportunities, 2 threats and 2
strategies Quantitative Strategic Planning Matrix (QSPM) for an
organization of your choice in 6 clearly identified steps. You may
assume the 2 strategies based on matching stage of strategy
formulation analytical framework.
07
Q.5
CASE STUDY:
?COMPNET? is a leading Indian technology company where Mr.
Vandan Parikh is the CEO. COMPNET manufactures state of the art
notebook computers with a versatility to use it also as a tablet. Within
India COMPNET is a very successful brand because of its uniqueness,
comparable prices and excellent after sales service.
A Japanese firm named TOKYO SYSTEMS wishes to form alliance
with COMPNET. The proposed partnership would involve
manufacturing a large portion of these notebook computers (tablets)
in Japan using the factories and employees of TOKYO SYSTEMS.
This partner insists on using its factories at Japan because they have a
worldwide reputation for manufacturing quality products.
(a) What are some of the benefits and risk that Mr. Vandan Parikh faces
in this relationship as CEO of the leading technology company
COMPNET?
07
(b) How would he manage the relationship over the long term?
07
OR
Q.5 (a) Does manufacturing in Japan make a difference to COMPNET?s long
term competitive advantage? Why?
07
(b)
What are some of the key issue(s) Mr. Vandan Parikh needs to think
about when entering this alliance?
07
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This post was last modified on 19 February 2020