Download GTU (Gujarat Technological University) MBA (Master of Business Administration) 2018 Winter 3rs Sem 3539201 Strategic Management Previous Question Paper
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER 3? EXAMINATION ? WINTER 2018
Subject Code: 3539201 Date: 03/12/2018
Subject Name: Strategic Management
Time: 10:30am to 01:30pm Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Q.1 Define following terms
(a) SBU
(b) Competitive Advantage
(c) Key Success Factors
(d) Core Competencies
(e) Mission
(f) Mergers
(g) Strategy
14
Q.2 (a) Explain Porter?s five force model in detail. 07
(b) Describe resource based model of above average return citing
examples.
07
OR
(b) A company cannot be successful if it does not have sustainable
competitive advantage. What are the four criteria for sustainable
competitive advantage?
07
Q.3 (a) Explain Value chain analysis. How it can help the business to gain
competitive advantages.
07
(b) Explain cost leadership strategy in detail. When cost leadership
strategy works best? Enlist companies using this strategy.
07
OR
Q.3 (a) What is corporate social responsibility? How can it help the firm in
its long term strategy?
07
(b) ?Balance scorecard is an effective tool for organization control? ?
Discuss.
07
Q.4 (a) Explain reasons for firms to expand internationally. 07
(b) Reliance & Tata have diversified businesses. What is
diversification? Why should a firm diversify its businesses?
07
OR
Q.4 (a) How are invention, innovation, and imitation interrelated? What is
their relationship with strategic entrepreneurship?
07
(b) How can a company use Blue Ocean strategy as a tool to compete
competitors?
07
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Page 1 of 2
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER 3? EXAMINATION ? WINTER 2018
Subject Code: 3539201 Date: 03/12/2018
Subject Name: Strategic Management
Time: 10:30am to 01:30pm Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Q.1 Define following terms
(a) SBU
(b) Competitive Advantage
(c) Key Success Factors
(d) Core Competencies
(e) Mission
(f) Mergers
(g) Strategy
14
Q.2 (a) Explain Porter?s five force model in detail. 07
(b) Describe resource based model of above average return citing
examples.
07
OR
(b) A company cannot be successful if it does not have sustainable
competitive advantage. What are the four criteria for sustainable
competitive advantage?
07
Q.3 (a) Explain Value chain analysis. How it can help the business to gain
competitive advantages.
07
(b) Explain cost leadership strategy in detail. When cost leadership
strategy works best? Enlist companies using this strategy.
07
OR
Q.3 (a) What is corporate social responsibility? How can it help the firm in
its long term strategy?
07
(b) ?Balance scorecard is an effective tool for organization control? ?
Discuss.
07
Q.4 (a) Explain reasons for firms to expand internationally. 07
(b) Reliance & Tata have diversified businesses. What is
diversification? Why should a firm diversify its businesses?
07
OR
Q.4 (a) How are invention, innovation, and imitation interrelated? What is
their relationship with strategic entrepreneurship?
07
(b) How can a company use Blue Ocean strategy as a tool to compete
competitors?
07
Page 2 of 2
Q.5
Nestle Set to Enter Breakfast Cereals Category with Ceregrow to
reduce its dependency on Maggi, Swiss food giant Nestle is looking
to take on Kellogg's and Baggry's as it forays into the domestic
breakfast cereals market with Ceregrow, a breakfast cereal aimed at
kids. While companies such as Kellogg's, Baggry's, Marico and
PepsiCo cater to adults with around 75%-80% of combined market
share in breakfast cereals, Ceregrow will target children in the age
group of two-to-five years, a segment that has been lying untapped
in India. Only Kellogg's Chocos caters to kids, who are around five
years, said a senior executive at a food company. "It is a very good
attempt by the company to create a new segment," said Abneesh
Roy, senior VP at Edelweiss Securities. "It's not a metoo product
and may see other companies following suit if it becomes
successful. The same thing happened with masala oats."
Nestl??s move to enter the breakfast cereals market is being seen by
industry experts as effort to reduce its dependency on Maggi.
Despite introduction of new variants recently, such as Maggi
Hotheads, the instant noodles brand has not been able to replicate its
pre-ban success. On the other hand, India's breakfast cereal market is
pegged at around Rs 1,300 crore, and has been growing at a CAGR
of 22.1% over last five years, according to India Breakfast Cereal
Market Overview. Before being banned by FSSAI (Food Safety and
Standards Authority and India) in June 2015 due to alleged food
safety issues, Maggi owned 80% of the Rs 4,000-crore instant
noodles market and contributed around 30% to Nestle India's overall
revenues. However, after its reintroduction in November, it has only
managed to regain a little more than half of the total instant noodles
market, which is now pegged at Rs 1,500-2,000 crore. Suresh
Narayanan, chairman and MD of Nestle India had discussed about
his intention to introduce new products and swiftly expand Nestl??s
portfolio. "Company is looking at 20-25 new product launches
aimed at young Indians," he said. "Globally, we have one of the
largest product portfolios, including pet care. We have to figure out
what works here." Apart from 12 Maggi variants, Nestle has recently
launched several products such as Nestle A+ Pro-Grow, ready-to-
drink cold coffee under Nescafe, Grekyo yoghurt, Munch Nuts and
Nescafe Sunrise Insta-Filter.
(a) Perform SWOT analysis for Nestle.
07
(b) What Nestle can do in order to compete with its competitors?
07
OR
Q.5 (a) In the light of opportunities and threats of Nestle Beverage and its
strengths and weaknesses, what strategy should it formulate to
improve its performance and strengthen its competitive position?
07
(b)
What are the driving forces shaping the industry competition?
07
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This post was last modified on 19 February 2020