Anna University MBA Important Question Bank (Most Important Questions)
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DEPARTMENT OF MANAGEMENT STUDIES
QUESTION BANK
III SEMESTER
BA 5302 STRATEGIC MANAGEMENT
Regulation – 2017
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Academic Year 2019 – 20
Prepared by
Mrs. V. Selva Lakshmi Assistant Professor (O.G) / MBA
Mr. C.Dilip Assistant Professor (S.G) / MBA
SUBJECT : STRATEGIC MANAGEMENT,
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SEM / YEAR : III Semester / II Year
UNIT I STRATEGY AND PROCESS
Conceptual framework for strategic management, the Concept of Strategy and the Strategy Formation Process - Stakeholders in Vision, Mission and Purpose – definition, Objectives and Goals - Corporate Governance and Social responsibility-case study.
| Q.NO | PART - A | BT LEVEL | COMPETENCE |
|---|---|---|---|
| 1 | What is 'Strategic Management'? | BTL 1 | Remembering |
| 2 | What is strategy? Differentiate strategy and tactics? | BTL 2 | Understanding |
| 3 | Identify the various features of a strategy. | BTL 3 | Applying |
| 4 | Classify the different types of strategies. | BTL 4 | Analysing |
| 5 | Discuss the concept of strategic intent. | BTL 5 | Evaluating |
| 6 | Interpret planned and reactive strategies. | BTL 6 | Creating |
| 7 | What is meant by Corporate Governance? | BTL 1 | Remembering |
| 8 | Compare strategic fit and leverage. | BTL 2 | Understanding |
| 9 | Show your understanding towards environmental scanning. | BTL 3 | Applying |
| 10 | Classify planning. (Tactical planning, operational planning) | BTL 4 | Analysing |
| 11 | How is ethics related to the strategic management? | BTL 5 | Evaluating |
| 12 | State the major objectives of a . | BTL 6 | Creating |
| 13 | What is CSR? | BTL 1 | Remembering |
| 14 | Explain corporate governance. | BTL 2 | Understanding |
| 15 | What are strategic unit and strategic area? | BTL 3 | Applying |
| 16 | Give an example of mission statement | BTL 4 | Analysing |
| 17 | Define a stretch situation. | BTL 1 | Remembering |
| 18 | Distinguish Goals and objectives | BTL 2 | Understanding |
| 19 | What is clause 49/ auditors certificate on governance? | BTL 1 | Remembering |
| 20 | List out the different levels of strategic management. | BTL 1 | Remembering |
| Q.NO | QUESTIONS | BT LEVEL | COMPETENCE |
|---|---|---|---|
| 1 | List the different levels of strategies with examples. | BTL 1 | Remembering |
| 2 | Explain in detail about the components of strategic management process.(13Marks) | BTL 2 | Understanding |
| 3 | Why is strategic planning necessary? Discuss the steps involved in strategic planning process.(8 Marks) | BTL 3 | Applying |
| 4 | i) As a corporate planner of a large MNC, how would you plan the environment or the different units located at different places and belonging to different industries?(7Marks) --- Content provided by FirstRanker.com --- ii) List down the different types of environment.(6Marks) | BTL 4 | Analysing |
| 5 | Elaborate corporate governance in Indian industry. List the significance of corporate governance. | BTL 5 | Evaluating |
| 6 | Describe the steps in strategic process (13 Marks) | BTL 6 | Creating |
| 7 | i) Why vision and mission statements are important in strategic management?(7Marks) ii) List out two vision and mission statements.(6Marks) | BTL 1 | Remembering |
| 8 | Explain strategic formulation process and various stages of strategic formulation. | BTL 2 | Understanding |
| 9 | i) How would you show your understanding towards CSR scenario in Indian industry?(7Marks) ii) Can you make a distinction between goals and objectives? (6 Marks) | BTL 3 | Applying |
| 10 | i) Define corporate social responsibility. (4Marks) ii) Define the categories of socially responsible behavior.(9 Marks) | BTL 4 | Analysing |
| 11 | influence and major interest in the . | BTL 1 | Remembering |
| 12 | Discuss the strengths and weakness of formal strategic planning. Explain the benefits of strategic planning. | BTL 1 | Remembering |
| 13 | i) How might a company configure its strategy making process to reduce agency problem that potentially exists between stock holders and managers?(7 Marks) ii) Explain any one strategy of any organization.(6Marks) | BTL 2 | Understanding |
| 14 | Define the relationship existing between corporate governance and social responsibility. List down the different types of social responsibility. | BTL 4 | Analysing |
PART - C
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- Several campaigns and demonstrations followed the publication of a report issued by the Indian NGO Centre for Science and Environment (CSE) in 2003. The report provided evidence of the presence of pesticides,to a level exceeding European standards,25 in a sample of a dozen Coca-Cola and PepsiCo beverages sold in India.26 With that evidence at hand, the CSE called on the Indian government to implement legally enforceable water standards. The report gained ample public and media attention,resulting in almost immediate effects on Coca-Cola revenues. The main allegations made by the NGO against Coca-Cola were that it sold products containing unacceptable levels of pesticides, it extracted large amounts of groundwater and it had polluted water sources.27 Regarding the allegation about Coca- Cola beverages containing high levels of pesticide residues, the Indian government undertook various investigations. The government set up a Joint Committee28 to carry out its own tests on the beverages. The tests also found the presence of pesticides that failed to meet European standards, but they were still considered safe under local standards. Therefore, it was concluded that Coca-Cola had not violatedanynational laws but Coca-Cola was also accused of causing water shortages in – among other areas the community of Plachimada in Kerala, southern India.
QUESTIONS:
a) Do you think is the coco-cola socially responsible company?
b) How can coco-cola regain its market? - Apple has considered the GRI G3.1 indices relating to the economy, the environment, humanrights, society and labour for its publication on Governance, Product Environmental Reports, Recycling and Facilities Environmental Report and Supplier Responsibility. For Supplier Responsibility, Apple, for example, has taken into account the indicator which reports on measures it has taken to contribute to the elimination of child labour. With regard to Product Environmental Reports, Apple has used the EN26 performance indicator,115 and sets out initiatives to lessen the environmental impact of its products. Apple designs its products with the aim of being as energy efficient as possible, and it is the only company that can claim all electronic goods are Energy Star qualified.116 Apple's products have become more powerful while, at the same time, fewer materials are used and fewer carbon emissions are generated. Almost all of Apple's products are outsourced for manufacturing overseas. But the limited transparency of Apple's supplier sustainability policy has often been criticized in the media. In February 2010 Apple also turned down two shareholders“ sustainability proposals to establish a sustainability report on Apple's environmental policies and the impact that climate change has on the company. The other proposalwastoestablishaboardofdirectors“sustainabilitycommittee. A well-known conflict involving Apple's suppliers is the suicides at Foxconn. It is the largest contracted electronics manufacturer in the world, with dealings involving Dell and Sony. Foxconn is the manufacturer of iPhones and iPads and employs over 900,000 workers, of whom 420,000 employees work at the Foxconn Shenzhen plant. This plant covers 15 factories, including dormitories, a hospital, a bank, a grocery store and restaurants. The workers live and work inside the complex. In 2006 the Chinese local press reported on the excessively long working hours and the discrimination of mainland Chinese workers by Taiwanese superiors. In May 2010 several media sources reported several cases of suicide at Foxconn. From 2009 to 2010 a total of 13 workers had committed suicide. The first worker, Sun Danyong, committed suicide after he had been interrogated on the loss of an iPhone 4 prototype that he had in his possession. When the former CEO Steve Jobs was asked about the suicides at Foxconn, he responded: „Foxconn is not a sweatshop. Comment on the above case study and give your viewpoints in it.
- Provide an example for a strategic management process
- Dr.Sukumar inherited his father's Dey's Lab in Delhi in 1995. Till 2002, he owned 4 labs in the National Capital Region (NCR). His ambition was to turn it into a National chain. The number increased to 7 in 2003 across the country, including the acquisition of Platinum lab in Mumbai. The number is likely to go to 50 within 2-3 years from 21 at present. Infusion of Rs.28 crores for a 26% stake by Pharma Capital has its growth strategy.The lab with a revenue of Rs.75 crores is among top three Pathological labs in India with Atlantic (Rs.77 crores) and Pacific (Rs.55 crores). Yet its market share is only 2% of Rs.3,500crores market. The top 3 firms command only 6% as against 40- 45% by their counterparts in the USA.There are about 20,000 to 1,00,000stand alone labs engaged in routine pathological in India, with no system of mandatory licensing and registration. That is why Dr.Sukumar has not gone for acquisition or joint ventures. He does not find many existing laboratories meeting quality standards. His six labs have been accredited nationally whereon many large hospitals have not though of accreditation. The of American Pathologists accreditation of Deys lab would help it to reach clients outside India. InDey's Lab, the bio- chemistry and blood testing equipments are sanitized every day. The bar coding and automated registration of patients do not allow any identity mix-ups. Even routing tests are conducted with highlysophisticated systems. Technical expertise enables them to carry out 1640 variety of tests. Same day reports are available for samples reaching by 3 p.m. and by 7 a.m. next day for samples from 500 collection centres located across the county. Their technicians work round the clock, unlike competitors. Home services for collection and reporting is also available.There is a huge unutilized capacity. Now it is trying top other segments. 20% of tis total comes through its main laboratory which acts as a reference lab for many leading hospitals. New mega labs are being built to encash preclinical and multi – centre clinical trails questions.
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- What do you understand by them Vision? What is the difference between,, Vision “and,, Mission"?
- What vision Dr.Sukumar has at the time of inheritance of Deys lab? Has it been achieved? (8 Marks)
- For growth what strategy has been adopted by Dr. Sukumar? (2Marks)
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UNIT II COMPETITIVE ADVANTAGE
External Environment –Porter's Five Forces Model-Strategic Groups Competitive Changes during Industry Evolution-Globalization and Industry Structure - National Context and Competitive advantage Resources- Capabilities and competencies-core competencies-Low cost and differentiation Generic Building Blocks of Competitive Advantage- Distinctive Competencies Resources and Capabilities durability of competitive Advantage- Avoiding failures and sustaining competitive advantage-Case study.
| Q.NO | PART - A | BT LEVEL | COMPETENCE |
|---|---|---|---|
| 1 | What is competitive advantage? | BTL 1 | Remembering |
| 2 | What are distinctive competencies of a ? | BTL 2 | Understanding |
| 3 | Identify the 7 s in McKinsey frame work | BTL 3 | Applying |
| 4 | List elements of Porter's Five Forces. | BTL 4 | Analysing |
| 5 | What is environmental scanning? | BTL 5 | Evaluating |
| 6 | Highlight the advantages of national competitive advantage? | BTL 6 | Creating |
| 7 | What is SWOT analysis? | BTL 1 | Remembering |
| 8 | Explain differentiation strategy | BTL 2 | Understanding |
| 9 | How do political, social and technological factors in the environment affect strategic planning? | BTL 3 | Applying |
| 10 | Examine the term distinctive competitive advantage | BTL 4 | Analysing |
| 11 | Discuss the meaning of strategic myopia? | BTL 5 | Evaluating |
| 12 | Explain globalization and industry structure. | BTL 6 | Creating |
| 13 | Define 'environment' | BTL 1 | Remembering |
| 14 | Differentiate internal and external environment and its entities. | BTL 2 | Understanding |
| 15 | How would you show your understanding towards cost leadership strategies? | BTL 3 | Applying |
| 16 | How does a firm acquire competitive cost advantage? | BTL 4 | Analysing |
| 17 | What is ETOP, PEST and SAP? | BTL 1 | Remembering |
| 18 | Differentiate level with corporate level strategy. | BTL 2 | Understanding |
| 19 | Indicate the stages in an industry life-cycle. | BTL 4 | Remembering |
| 20 | Differentiate resources and capability. | BTL 1 | Remembering |
| Q.NO | PART - B | BTLEVEL | COMPETENCE |
|---|---|---|---|
| 1 | Discuss the porter's Five Force Model used in external environmental analysis. | BTL 1 | Remembering |
| 2 | i) Explain the internal environment's influencing strategies. (7Marks) ii) Explain the external environment's influencing strategies. (6 Marks) | BTL 2 | Understanding |
| 3 | i) Define strategic management. (4Marks) --- Content provided by FirstRanker.com --- i) Identify and discuss the effects of globalization on strategic management. (9 Marks) | BTL 3 | Applying |
| 4 | i) Describe the determinants of national competitive advantage (Porter model). (6Marks) ii) What are the three generic strategies or four generic strategies? (7 Marks) | BTL 4 | Analysing |
| 5 | Explain the components of internal environment analysis. | BTL 5 | Evaluating |
| 6 | Highlight the various factors pertaining to India's Competitive advantage with appropriate examples. | BTL 6 | Creating |
| 7 | i)Explain the steps of industry life cycle analysis. (7 Marks) ii) Give an industry analysis report for consumer durable industry. Discuss five forces forth same industry. (6 Marks) | BTL 1 | Remembering |
| 8 | What is competitive advantage? Discuss about the generic building blocks of competitive advantage. | BTL 2 | Understanding |
| 9 | How would you show your understanding of durability of competitive advantage?(7 Marks) i) How competitive advantage helps in differentiating the organization Recall the causes of failure of competitive advantage? (6 Marks) | BTL 3 | Applying |
| 10 | i) Inertia (5Marks) ii) Prior strategic commitment( 4Marks) --- Content provided by FirstRanker.com --- iii) Icarus Paradox(4Marks) | BTL 4 | Analysing |
| 11 | Discuss the following components of generic building blocks of competitive advantage.(7Marks) i) Superior innovation and superior quality ii) Superior efficiency and superior customer responsiveness. (6 Marks) | BTL 1 | Remembering |
| 12 | i) Can you explain the factors influencing competitive advantage? (7Marks) ii) Summarize how a positioning of a firm can be achieved?(6 Marks) | BTL 1 | Remembering |
| 13 | i) Analyze the concept of Micheal porter's generic blocks? (9Marks) ii) Analyze the concept of core competency? (4Marks) | BTL 2 | Understanding |
| 14 | Recall the following concepts to avoid failure and sustain competitive advantage? --- Content provided by FirstRanker.com --- i) Focus on building blocks of competitiveadvantage(3 Marks)ii) Institute continuous improvement and learning(3Marks) iii) Track the best industrial practices(3Marks) iv) Overcome inertia(4 Marks) | BTL 4 | Analysing |
PART - C
- Perform an external environment analysis using Porters five force model in the purview of an automobile company.
- Taking a firm of your choice, explain how competitive advantage is developed and sustained over a long period of time.
- The Icarus paradox is based on the Greek myth of Icarus, who made himself a pair of wings from wax and feathers and then flew so well that he went too close to the sun, which melted the wings, and he plunged to his death. The paradox suggests that his greatest asset, his ability to fly, gave rise to his demise. Many successful companies become so dazzled by their own early success that they believe that operate in the same way will lead to future success. This attitude, finally leads a company to become so specialized and inner-directed that it loses sight of market realities .Sooner or later failure mustensue.Here a typical example is the DEC Company. By 1990, DECs superiority in producing high quality VAX minicomputers made it one of the largest corporations in the world However, the company's success carried the seeds of its destruction. An increasingly narrow focus on engineering capability led to a neglect of other functions, such as marketing, servicing and so on. The firm became dull to the dynamic customer needs and industry conditions. Then DEC went through a terrible change of fortune in the early 1990s, and finally was acquired by Compaq in 1998. (Compaq was www.FirstRanker.com acquired by Hewlett Packard in2001.)
- Explain the concept of IcarusParadox.
- Analyze what is the reason behind the failure of DECCompany.
- Everyone was made to wear identical shirts to work, with the Pepsi logo emblazoned on the pockets, right across their hearts. There were no „bosses" or „sirs". Suman would be addressed as Suman by the entire team. In every visit to the market, in every conference Suman would make sure that he projected salesman as the real heroes of PepsiCo. Even the television commercials showed salesman doing everything possible for the company. Everyone including the truck drivers was made to believe that he/she is out on a battle ready to kill the enemy Coke. People say that is what made Pepsi win the battle in India against Coke. In fact, if you stopped a Pepsi truck and asked the salesman what he was doing, chances would be high that he would say he is helping Pepsi win the Cola war. Not just selling Pepsi. Remember what the then President of America, John F Kennedy was greeted with when he posed a question to the janitor working at the Kennedy Space Centre, Florida, „what do you do here?" She replied "I am helping America put a man on the moon!" And that is what is called as Vision sharing. When employees share the vision, they can scale new heights continually and put the company on top of the world, quite easily. Questions:
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a) How PepsiCo India did have won the war withCoke?
b) What kind of strategy had adopted by Mr.Suman to get success for PepsiCoIndia?
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UNIT - III STRATEGIES
The generic strategic alternatives Stability, Expansion, Retrenchment and Combination strategies - level strategy Strategy in the Global Environment-Corporate Strategy Vertical Integration- Diversification and Strategic Alliances- Building and Restructuring the corporation- Strategic analysis and choice - Environmental Threat and Opportunity Profile (ETOP) - Organizational Capability Profile - Strategic Advantage Profile - Corporate Portfolio Analysis - SWOT Analysis - GAP Analysis - Mc Kinsey's 7s Framework - GE 9 Cell Model - Distinctive competitiveness - Selection of matrix Balance Score Card- case study.
| Q.NO | PART - A | BT LEVEL | COMPETENCE |
|---|---|---|---|
| 1 | What is a strategic alliance? | BTL 1 | Remembering |
| 2 | Compare vertical integration with horizontal integration. | BTL 2 | Understanding |
| 3 | Show your understanding towards conglomerate diversification with two examples. | BTL 3 | Applying |
| 4 | Mention the various “S” in 7'S McKinsey frame work? | BTL 4 | Analysing |
| 5 | What is stability strategy? | BTL 5 | Evaluating |
| 6 | Give your opinion about Cost leadership strategy. | BTL 6 | Creating |
| 7 | Define turnaround strategy. | BTL 1 | Remembering |
| 8 | Compare harvest and liquidation? | BTL 2 | Understanding |
| 9 | Discuss the aspects to be considered before merging | BTL 3 | Applying |
| 10 | Define the term 'balance score card' | BTL 4 | Analysing |
| 11 | Discuss the concept of hostage taking. | BTL 5 | Evaluating |
| 12 | Explain with examples vertical integration. | BTL 6 | Creating |
| 13 | What is grand strategy? | BTL 1 | Remembering |
| 14 | Compare spinoff and MBO. | BTL 2 | Understanding |
| 15 | What is strategic alliance? List out the reasons for entering into strategic alliance | BTL 3 | Applying |
| 16 | Draw the GE 9 Cell Model. | BTL 4 | Analysing |
| 17 | What are the different types of strategies in the global environment | BTL 1 | Remembering |
| 18 | Distinguish between diversification and expansion strategies. | BTL 2 | Understanding |
| 19 | What is vertical integration? | BTL 1 | Remembering |
| 20 | What do you mean by global compact? | BTL 1 | Remembering |
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| Q.NO | PART - B | BT LEVEL | COMPETENCE |
|---|---|---|---|
| 1 | i) Define what is a diversification strategy? (4Marks) ii) Describe the diversification strategies in the Indian context.(9 Marks) | BTL 1 | Remembering |
| 2 | i) Outline the concept of corporate portfolio analysis. (7Marks) ii) Explain the different techniques in corporate portfolio analysis. (6 Marks) | BTL 2 | Understanding |
| 3 | i) State the use of 7s Model for strategic management. (7Marks) ii) Can you explain BCG growth share matrix. ( 6Marks) | BTL 3 | Applying |
| 4 | i) Analyze the concept of strategic analysis & choice? (7Marks) ii) Analyze the Indian car manufacturer's current strategies.(6 Marks) | BTL 4 | Analysing |
| 5 | i) Can you assess the importance of GE matrix? (7Marks) --- Content provided by FirstRanker.com --- ii) Explain the significance of the Balance score card? (6Marks) | BTL 5 | Evaluating |
| 6 | i) Evaluate the importance of SWOT analysis ETOP. (7Marks) ii) Evaluate GAP analysis in detail. (6Marks) | BTL 6 | Creating |
| 7 | Enumerate the conceptual application of Balance Score Card and its advantages in modern scenario | BTL 1 | Remembering |
| 8 | Explain how companies can use i) Product differentiation(7Marks) ii) Capacity control to manage rivalry and increase an industry's profitability. (6 Marks) | BTL 2 | Understanding |
| 9 | i) Identify the generic strategies. (7Marks) ii) Analyze the strategies in global environment. (6Marks) | BTL 3 | Applying |
| 10 | i) What are the strategies for different industry conditions?(7 Marks) --- Content provided by FirstRanker.com --- ii) Discuss the rationale for restructuring by organization.(6 Marks) | BTL 4 | Analysing |
| 11 | How would you create generic strategic alternatives? | BTL 5 | Evaluating |
| 12 | Elucidate the process of making a strategic choice. | BTL 6 | Creating |
| 13 | i) Conclude your understanding about balanced scorecard technique? (6Marks) ii) Elaborate the steps involved in balanced scorecard technique. (7 Marks) | BTL 2 | Understanding |
| 14 | i) How would you describe the rationale behind strategic alliance? (7Marks) ii) Brief why do strategic alliances fail? (6Marks) | BTL 4 | Analysing |
PART - C
- Obviously, a well-known transformational story is APPLE, Jobs has successfully transformed APPLE from a PC firm to a promising diversified organization, this has great strategic flexibility to innovate in the market. This revolution process is certainly full of adventure and difficulties. In the PC industry where the product has become a commodity, it is the low cost player which can deliver the best quality at the lowest cost will win. Historically this has been Dell, Lenovo and HP. However, Apple is protected in the sense that it has a uniquely differentiated product in a commodity industry. It has the advantages of brand loyalty, ease
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