BBA 7th Semester Strategic Management Suggestion

Strategic Management

BBA 7th Semester

Session 2007-2008

Subject Code: 4104

Chapter One: Introduction

2007: 1.What do you mean by strategic management? Differentiate strategic management

from other types of management. (5)

2. Define strategy. Describe the components of a strategy. (5)

3. Objectives are the ends and strategy is the means –Explain the statement. (3)

2008: 1.Why is strategy essential for a business organization in this age of competition?

What are the major types of strategy? (6)

2. What strategies do you suggest for the BJMC to strengthen their market position?

2009: Define strategy and strategic management. Distinguish between strategy and

strategic plan. (6)

2010: 1.What do you mean by strategic management? (2)

2. Discuss the relationship between strategy, strategic plan and strategic

management. (4)

Chapter Two: Strategic Management Process

2007: 1.What do you mean by SOWT analysis? Describe the steps that precede the

SOWT analysis process. (5)

2. Give three examples of each element of SOWT. (2)

3. Why is SOWT analysis significant for the organization? (3)

4. What is environmental analysis? Describe the steps involved in environmental

analysis. (10)

5. What is internal analysis? What benefits may a business organization have from

an internal analysis? (5)

2008: 1.State the concept of vision and mission with their distinguishable features. (6)

2. What is the real value of SOWT analysis? How will you identify the threats to a

company’s future profitability? (6)

3. Describe the areas covered by an internal environmental analysis. (6)

4. What do you mean by scanning of environment? (3)

5. How can environmental scanning be accomplished? (4)

6. How do organizations respond to the influence of external environment? (3)

2009: 1.Define strategic vision. Why is the setting of strategic vision important for a

business organization? (6)

2. What do you mean by an organization’s mission? (2)

3. What are the components of an organization’s environment? (3)

4. Why should managers make an in-depth analysis of the components of their

organization’s environment? (3)

5. What do you mean by SWOT analysis? Describe the steps that are involved in the SOWT analysis process. (5)

6. What are critical success factors? State the major sources of critical success

factors for an organization. (5)

7. How is strategic vision conveyed to the people of the organization? (3)

2010: 1.What crucial roles do an entrepreneur play in forming a strategic vision? (6)

2. Define vision and mission. Mention the distinguishing features of vision and

mission. (6)

3. Define internal analysis. State the area covered in internal analysis. (6)

4. What is meant by SOWT analysis? (2)

5. Why is it necessary to undertake SOWT analysis in the business organizations?

6. After the SOWT analysis has been completed, what do the managers need to do

next? (3)

Chapter Three: Establishing Company Direction

2007:1. Distinguish between a vision and a mission statement. (3)

2. Why is a vision important for an organization? (2)

2008: Define objectives with its features. What are the major types of objectives

formulated by business organization? (5)

2009: Point out the ideal contents of a mission statement. (4)

2010:1.What is an objective? (2)

2. Why should objectives be SMART? (4)

Chapter Four: Strategic Analysis

2007:1.What is strategic group? Why and how is strategic group analysis conducted? (5)

2. Discuss Michael Porter’s five forces model of competition. (10)

2008:1.How do resource strength, competencies and competitive capabilities shape a

company’s strategy? (6)

2. What is value chain? Explain the value chain activities of a business organization.

2009:1. Define strategic group. Why and how is strategic group analysis conducted? (6)

2.Your company is facing severe competition from substitute products, what actions would you adopt to retaliate aggressively against new entrants in the industry? (6)

3. Describe the five forces model of competition as described by Michael Porter. (7)

4. Discuss the necessity of industry analysis. (4)

5. Prepare an industry analysis plan. (4)

6. How can you evaluate the attractiveness of an industry? (2)

2010:1. Explain Michael Porter’s five forces model of competition analysis. (6)

2. Suppose your company is operating its business in the pharmaceutical industry.

What are the key success factors in this industry? (5)

Chapter Five: Strategy Formulation

2007:1. Why is it essential to formulate strategic supportive policies and procedures? (5)

2. Make a comparative analysis among the four levels of strategies adopted by the

business organization. (7)

2008:1.Who is responsible for strategy execution and implementation at different levels

of strategy? (6)

2. Define corporate strategy. What are the special considerations in corporate

strategy? (4)

3. Define business strategy. State the features of a business strategy. (3)

4. Explain how a company can be made socially responsible. (3)

2009: Describe the various levels of strategic adopted by a single-business enterprise. (6)

2010:1. Define corporate strategy. Explain the elements of corporate strategy. (6)

2. How can manager link strategy to ethics and social responsibility? (5)

3. Make a comparison among business strategy, functional strategy and operating

strategy adopted in a non diversified business. (5)

Chapter Six: Strategy Implementation

2007: Mention the major tasks involved in the implementation phase of strategy. (5)

2008:1. Differentiate strategy implementation from strategy execution. What are the

prerequisites for strategy execution? (5)

2. How to develop and implement core competencies? (5)

3. Narrate the ways of building a capable organization for strategy implementation.

2009:1.What is the factors that need to be considered while designing strategy supportive

reward systems? (5)

2. Discuss the components of building a capable organization. (5)

2010: 1. Why is it essential to formulate strategy supportive policies and procedures? (4)

2. What is environmental forecasting? Describe the qualitative techniques used in

environmental forecasting? (6)

3. Effective strategy implementation requires reallocation of budgets-explain. (5)

Chapter Seven: Strategic Control

2007: 1. Define strategic control. Why is strategic control needed in strategic

management? (5)

2. Describe the techniques used in strategic control. (5)

2008: Distinguish between strategic control and operational control. (6)

2009: 1. Define strategic control. Mention the features of an effective strategic control

system. (4)

2. Why does strategic control system fail? What are the consequences of poor

strategic control? (6)

2010: 1. State the significance of strategic control in strategic management. (3)

2. What techniques does manager apply to establish strategic control system? (5)

3. Distinguish between strategic control system and operational control system. (2)

Short notes:

2007:  1.The value chain activities; 2. Key success factors; 3. Industry life cycle; 4.

Goals and Objectives; 5.Intended and realized strategies; 6. Distinctive and competitive advantage;

2008:  1. SWOT analysis; 2.Economics of scale and Economics of scope; 3.Functional

strategy; 4.Operational strategy; 5. Core processes and systems; 6.Entry and exit barriers to industry.

2009:  1.Environment Forecasting; 2.The value chain activities; 3.Key success factors;

4.Delphi Technique; 5.Industry life cycle; 6.Environment scanning; 7.Distinctive and competitive advantage;

2010: 1.Totla Quality Management(TQM); 2.The value chain activities; 3.International

strategy; 4.Offensive strategy; 5.Operational Strategy; 6.Industry life cycle;