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MB0052–Strategic Management and Business Policy

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SUMMER-2015

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Master of Business Administration- MBA Semester 4

MB0052–Strategic Management and Business Policy-4 Credits

(Book ID: B1699)

Assignment (60 Marks)

Note: Answer all questions must be written within 300 to 400 words each.Each Question carries 10 marks 6 X 10=60.

Q1.Describe the role of five major participants in the Strategic Management Process (SMP) of a company.

Answer.The five participants are:

1.Board of directors

2.Chief Executive Officer (CEO)

3.Corporate planning staff

4.Other managers

5.Consultants

Role of Board of Directors

The board of directors is the highest level body in any organizational hierarchy.The board is the final authority in managing the affairs of a company, strategic or non-strategic.They perform these functions according to or subject to the

Q2.Differentiate between mission and vision of a company?Explain with examples.

Answer.Mission and Vision

Many a times, mission and vision of a company are used synonymously or interchangeably which is not correct.There is a marked distinction between the two.Mission is concerned more with the present; the vision, more with the future.The mission statement answers the question: ‘What is our business?’The vision statement answers the

Q3.Explain in detail Porter’s four generic strategies.Explanation of Porter’s generic strategies.

Answer.Porter's Generic Strategies:

A firm positions itself by leveraging its strengths.Michael Porter has argued that a firm's strengths ultimately fall into one of two headings: cost advantage and differentiation.By applying these strengths in either a broad or narrow scope, three generic strategies result: cost leadership, differentiation, and focus.These strategies are applied at the business unit level.They are called generic strategies because they are not firm or industry

Q4.Differentiate between core competence and distinctive competence.

Answer.Core competencies are those capabilities that are critical to a business achieving competitive advantage.The starting point for analyzing core competencies is recognizing that competition between businesses is as much a race for competence mastery as it is for market position and market power.Senior management cannot focus on all activities of a business and the competencies required undertaking them.So the goal is for management to focus

Q5.Define the term ‘industry’.List the types of industries.How do you conduct an industry analysis?

Answer.Industry is the production of an economic good or service within an economy.Manufacturing industry became a key sector of production and labor in European and North American countries during the Industrial Revolution, upsetting previous mercantile and feudal economies.This occurred through many successive rapid advances in technology, such as the production of steel and coal.Following the Industrial Revolution, perhaps a third of the

Q6.What is meant by ‘structure of an organisation’?Describe the five major structural types or forms of an organisation.

Answer.Organizational Structure of Management

An organizational structure lays the foundation for how a company operates.It is a set of policies and rules that determines:

- How an organization controls and delegates’ tasks and responsibilities

- How decisions are

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Ans.

The BCG matrix is a portfolio management tool used in product life cycle. BCGmatrix is often used to highlight the products which get more funding and attention within thecompany. During a product’s life cycle, it is categorised into one of four types for the purpose of funding decisions. Figure 3.5 below depicts the BCG matrix.

Figure BCG Growth Share Matrix

Question Marks

(high growth, low market share)

are new products with potential success, butthey need a lot of cash for development. If such a product gains enough market shares to becomea market leader, which is categorised under Stars, the organisation takes money from moremature products and spends it on Question Marks.

Stars (high growth, high market share)

are products at the peak of their product life cycle andthey are in a growing market. When their market rate grows, they become Cash Cows.

Cash Cows (low growth, high market share)

are typically products that bring in far more moneythan is needed to maintain their market share. In this declining stage of their life cycle, these products are milked for cash that can be invested in new Question Marks.

 Dogs (low growth, low market share)

are products that have low market share and do not havethe potential to bring in much cash. According to BCG matrix, Dogs have to be sold off or bemanaged carefully for the small amount of cash they guarantee.The key to success is assumed to be the market share. Firms with the highest market share tend tohave a cost leadership position based on economies of scale among other things. If a company isable to apply the experience curve to its advantage, it should able to produce and sell new products at low price, enough to garner early market share leadership.

Limitations of BCG matrix:

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