Global Strategic Management — Winter 2019

Define strategic management. Why has strategic management become so important in today’s multinational corporations?

Consider a company of your choice in cosmetic industry and discuss the strategic management process for this company.

Consider a company of your choice in automobile industry and discuss the strategic management process for this company.

Discuss various integration strategies with examples from global business.

Carry out 5 forces analysis of an industry. What are the key competitive forces at work in this industry?

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?

Construct an External Factor Evaluation (EFE) Matrix with 20 factors for an organization of your choice which deals in international business.

Discuss in detail the strategy evaluation process and the basic activities included in the process.

With examples explain how are core competencies built? Explain the criterias of core competency, which converts it to capability for Sustainable Competitive Advantage?

What are the three international corporate level strategies? How do they differ from one another? What factors lead to their development? Page 1 of

Develop a 2 strengths, 2 weakness, 2 opportunities, 2 threats and 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.

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.

What are some of the benefits and risk that Mr. Vandan Parikh faces in this relationship as CEO of the leading technology company COMPNET?

How would he manage the relationship over the long term? 0

Does manufacturing in Japan make a difference to COMPNET’s long term competitive advantage? Why?

What are some of the key issue(s) Mr. Vandan Parikh needs to think about when entering this alliance? Page 2 of