Download GTU MBA 2019 Summer 3rd Sem 2830001 Strategic Management Question Paper

Download GTU (Gujarat Technological University) MBA (Master of Business Administration) 2019 Summer 3rd Sem 2830001 Strategic Management Previous Question Paper

1

Seat No.: ________ Enrolment No.___________

GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER 3 ? EXAMINATION ? SUMMER 2019

Subject Code: 2830001 Date:02/05/2019
Subject Name: Strategic Management
Time: 02:30 PM To 05:30 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 (a) Objective Questions 6
1. All of the following are assumptions of the resource-based model
EXCEPT


A. Each firm is a unique
collection of
resources and
capabilities.
B. The industry's structural
characteristics have little impact on a
firm's performance over time.

C. Capabilities are
highly mobile across
firms.
D. Differences in resources and
capabilities are the basis of
competitive advantage.

2.
A company that succeeds in differentiating its product offering from
those of its rivals can usually

A. Avoid having to
compete on the basis
of simply a low price
B. Charge a price premium for its
product (because buyers see its
differentiating features as worth
something extra)

C. Increase unit sales
(because of the
attraction of its
differentiating
product attributes)
D Gain buyer loyalty to its brand
(because some, maybe many, of its
customers will have a strong
preference for the company's
differentiating features)

3.
The chief disadvantage of being a first mover is the
A. high degree of risk B. high level of competition in the new
marketplace.

C. inability to earn
above-average
returns unless the
production process is
very efficient.
D. difficulty of obtaining new
customers.

4.
Capabilities that other firms cannot develop easily are classified as
A. costly to imitate. B. rare.
C. valuable. D. Non-substitutable
5.
Compared to tangible resources, intangible resources are
A. of less strategic
value to the firm.
B. not the focus of strategic analysis
C. a more potent source
of competitive
advantage
D. more likely to be reflected on the
firm's balance sheet

6.
An analysis of the economic segment of the external environment would
include all of the following EXCEPT

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1

Seat No.: ________ Enrolment No.___________

GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER 3 ? EXAMINATION ? SUMMER 2019

Subject Code: 2830001 Date:02/05/2019
Subject Name: Strategic Management
Time: 02:30 PM To 05:30 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 (a) Objective Questions 6
1. All of the following are assumptions of the resource-based model
EXCEPT


A. Each firm is a unique
collection of
resources and
capabilities.
B. The industry's structural
characteristics have little impact on a
firm's performance over time.

C. Capabilities are
highly mobile across
firms.
D. Differences in resources and
capabilities are the basis of
competitive advantage.

2.
A company that succeeds in differentiating its product offering from
those of its rivals can usually

A. Avoid having to
compete on the basis
of simply a low price
B. Charge a price premium for its
product (because buyers see its
differentiating features as worth
something extra)

C. Increase unit sales
(because of the
attraction of its
differentiating
product attributes)
D Gain buyer loyalty to its brand
(because some, maybe many, of its
customers will have a strong
preference for the company's
differentiating features)

3.
The chief disadvantage of being a first mover is the
A. high degree of risk B. high level of competition in the new
marketplace.

C. inability to earn
above-average
returns unless the
production process is
very efficient.
D. difficulty of obtaining new
customers.

4.
Capabilities that other firms cannot develop easily are classified as
A. costly to imitate. B. rare.
C. valuable. D. Non-substitutable
5.
Compared to tangible resources, intangible resources are
A. of less strategic
value to the firm.
B. not the focus of strategic analysis
C. a more potent source
of competitive
advantage
D. more likely to be reflected on the
firm's balance sheet

6.
An analysis of the economic segment of the external environment would
include all of the following EXCEPT

2
A. interest rates B. international trade
C. the strength of the
U.S. dollar
D. the move toward a contingent
workforce

Q.1 (b) Short / Definition Questions
1. Vertical Integration
2. PEST Analysis
3. Strong Vs. Weak culture
4. Network structure
04
Q.1 (c) Distinguish Strategic control from Operations control 04
Q.2 (a) Differentiate between Vision, Mission and Purpose with suitable
examples

07
(b) Company A targets to achieve above-average returns. As a
manager, which model will you recommend and why?

07


OR
(b) Explain Porter?s 5 force model taking an example of any industry
of your choice
07

Q.3 (a) How functional structures can be used to implement business level
strategies?
07
(b) There are four possible types of change: Adaptation, evolution,
reconstruction and Revolution. Each type of changes require
different leadership styles. Explain each one of them in brief.
07
OR
Q.3 (a) What are the effects of CEO succession & top management team
composition on strategy?
07
(b) What is organization culture? Explain by taking an example of
organization culture of any company (Eg.: IBM)
07

Q.4 (a) What is ?Corporate Governance?? Briefly describe the internal
and external governance mechanisms used in modern
corporations?
07
(b) ?Balance Scorecard is an effective tool of organizational control?
Discuss

07
OR
Q.4 (a) How can corporate governance foster ethical strategic decisions
and behaviors on the part of managers as agents? Explain
07
(b) ?No successful company can grow without fulfilling its corporate
social responsibility? Discuss giving examples of Indian
companies of your choice
07

Q.5 Case Study

Norning International (NI) states that both its past successes and
future growth strategies are based on an evolving network of
wholly owned businesses and joint ventures around its core
competency in glass making. Through their alliances and owned
divisions they compete in four global business sectors: Specialty
14
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1

Seat No.: ________ Enrolment No.___________

GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER 3 ? EXAMINATION ? SUMMER 2019

Subject Code: 2830001 Date:02/05/2019
Subject Name: Strategic Management
Time: 02:30 PM To 05:30 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 (a) Objective Questions 6
1. All of the following are assumptions of the resource-based model
EXCEPT


A. Each firm is a unique
collection of
resources and
capabilities.
B. The industry's structural
characteristics have little impact on a
firm's performance over time.

C. Capabilities are
highly mobile across
firms.
D. Differences in resources and
capabilities are the basis of
competitive advantage.

2.
A company that succeeds in differentiating its product offering from
those of its rivals can usually

A. Avoid having to
compete on the basis
of simply a low price
B. Charge a price premium for its
product (because buyers see its
differentiating features as worth
something extra)

C. Increase unit sales
(because of the
attraction of its
differentiating
product attributes)
D Gain buyer loyalty to its brand
(because some, maybe many, of its
customers will have a strong
preference for the company's
differentiating features)

3.
The chief disadvantage of being a first mover is the
A. high degree of risk B. high level of competition in the new
marketplace.

C. inability to earn
above-average
returns unless the
production process is
very efficient.
D. difficulty of obtaining new
customers.

4.
Capabilities that other firms cannot develop easily are classified as
A. costly to imitate. B. rare.
C. valuable. D. Non-substitutable
5.
Compared to tangible resources, intangible resources are
A. of less strategic
value to the firm.
B. not the focus of strategic analysis
C. a more potent source
of competitive
advantage
D. more likely to be reflected on the
firm's balance sheet

6.
An analysis of the economic segment of the external environment would
include all of the following EXCEPT

2
A. interest rates B. international trade
C. the strength of the
U.S. dollar
D. the move toward a contingent
workforce

Q.1 (b) Short / Definition Questions
1. Vertical Integration
2. PEST Analysis
3. Strong Vs. Weak culture
4. Network structure
04
Q.1 (c) Distinguish Strategic control from Operations control 04
Q.2 (a) Differentiate between Vision, Mission and Purpose with suitable
examples

07
(b) Company A targets to achieve above-average returns. As a
manager, which model will you recommend and why?

07


OR
(b) Explain Porter?s 5 force model taking an example of any industry
of your choice
07

Q.3 (a) How functional structures can be used to implement business level
strategies?
07
(b) There are four possible types of change: Adaptation, evolution,
reconstruction and Revolution. Each type of changes require
different leadership styles. Explain each one of them in brief.
07
OR
Q.3 (a) What are the effects of CEO succession & top management team
composition on strategy?
07
(b) What is organization culture? Explain by taking an example of
organization culture of any company (Eg.: IBM)
07

Q.4 (a) What is ?Corporate Governance?? Briefly describe the internal
and external governance mechanisms used in modern
corporations?
07
(b) ?Balance Scorecard is an effective tool of organizational control?
Discuss

07
OR
Q.4 (a) How can corporate governance foster ethical strategic decisions
and behaviors on the part of managers as agents? Explain
07
(b) ?No successful company can grow without fulfilling its corporate
social responsibility? Discuss giving examples of Indian
companies of your choice
07

Q.5 Case Study

Norning International (NI) states that both its past successes and
future growth strategies are based on an evolving network of
wholly owned businesses and joint ventures around its core
competency in glass making. Through their alliances and owned
divisions they compete in four global business sectors: Specialty
14
3
Glass and Materials (including materials for HDTV and LCD
displays), Consumer Housewares (including microwavable
dishware), Laboratory Sciences Products and Services (test tubes,
testing equipment, and drug trials testing), and Communications
(fiber optics and related technologies). As per the company's
annual report, "binding all four sectors together is the glue of a
commitment to leading edge glass making technologies, shared
resources, and dedication to total quality." Each sector is
composed of divisions, subsidiaries and alliances. However, the
central role played by alliances is demonstrated by the fact that the
combined revenue of its 30-some alliances is more than double
that of NI on its own. Most of the alliances provide NI with access
to particular geographic markets, industries, or channels, although
an increasing number of alliances involve both market access and
technological development.

A. Why would a company like NI place such emphasis on
alliances as a growth vehicle?

B. NI appears to be managing a large number of alliances. What
criteria should it use to exit particular alliances?

OR

Q.5 (a) Experts believe that firms go for diversification for three
important reasons which are (1) Value Creating (2) Value Neutral
(3) Value Reducing. Discuss these 3 types of reasons for
diversification.


7
Q5 (b) Firms choose from among five business level strategies to
establish and defend their desired strategic position against
competitors: cost leadership, differentiation, focused cost
leadership, focused differentiation and integrated cost leadership.
Discuss business level strategies with relevant examples

7

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