GC UNIVERSITY, FAISALABAD

FACULTY OF ECONOMICS & MANAGEMENT SCIENCES

LYALLPUR BUSINESS SCHOOL

Course Specifications

Strategic Management
MGT-602

Spring-2024

http://www.gcuf.edu.pk/lbs
 COURSE SPECIFICATIONS
Basic Information
Course Title: Strategic Management
Course Code: MGT-602
Course credits/week: Theory: 03 Practical: Nil Total: 03
Pre-requisite(s): Principles of Management
Co-requisite(s): N/A
Program(s) on which the course is given: BBA 8th
Is the course major or minor element of the Major: Minor:
program:
Department offering the program: Lyallpur Business School
Department offering the course: Division of Management (LBS)
Academic year/level: 3
Revision #:
Last revised on (date): 25-01-2024

Overall Aims of the Course

Course Description:
Strategic Management is all about setting strategies and implementing these strategies
to achieve organizational goals. This course is an applied one in nature with
prerequisites such as Principles of Management, Human Resource Management,
Financial Management, and Marketing Management. It further involves various analyses
at organizational, industry, and country levels in order to understand, identify, and
assess the strengths, weaknesses, opportunities and threats accordingly. The strategic
position analysis facilitates contemporary organizations to plan effectively and efficiently.
The course comprises various strategic tools such as SWOT, SPACE, CPM, and QSPM
matrices, which enable the organizations to analyze their advantages as well as
competencies and work out strategies accordingly. The strategy implementation is
equally important as it involves in-depth coordination of all stakeholders/forces in the
organization. Furthermore, the secondary data analysis in terms of case studies and
primary data analysis of some real-world organizations complement the overall learning
of this subject explicitly. The empirical nature of this subject provides the learners with
core facts of the competitive outside world, which further facilitates them in learning core
principles in an effective way.
Course Objectives:

 To identify and define the core concepts of strategic management.

 To identify and develop the mission statement.
 To identify and develop the input stages tools such as IFE, EFE, and CPM.
 To identify and develop the matching stage matrices such as SPACE, BCG, and
IE.
 To identify and develop the decision stage matrix such as QSPM for better
strategic choice.
 To find out various important factors contributing towards effective strategy
implementation process in the organization.
Learning Outcomes:

On completion of this course, the student should be able to:

 Explain the core concept of strategic management and its process.

 Scan the overall strategic environmental forces such as PESTEL analysis to
forecast the contingencies.
 Identify and understand the strategic management tools and effective planning
and decision-making.
 Understanding and developing the input, matching, and decision stage matrices
to formulate strategies at corporate, business, and functional levels.
 Explore and understand various strategy implementation factors.
 Study, explore, and understand the strategic control processes and procedures to
ensure the proper implementation of chosen strategies.
Class Format & Weekly Work Plan:

Strategic Management course design fosters critical thinking, problem-solving skills, and the
ability to make strategic decisions based on a thorough understanding of the underlying
principles.

Our weekly class instructions and discussions will follow this format:
1 – 2 Week
st nd

Chapter 1: Strategic Management Essentials (Page 27- 65)

Defining Strategic Management, stages of strategic management, integrating intuition and analysis,
adapting to change, key terms in strategic management, benefits of engaging in strategic management,
financial benefits, nonfinancial benefits, why some firms do no strategic planning, pitfalls in strategic
planning.
(Strategic Management, A Competitive Advantage Approach, Concepts and Cases by
Fred R. David and Forest R. David, 16th Edition)

READING: Krispy Kreme Doughnuts, Inc., 2015 page-398 0f the book

3rd Week
Chapter 3: Ethics, Social Responsibility, and Sustainability (Page 95 – 118)
Why “Good Ethics is Good Business”, Does It Pay to Be Ethical? How to Establish an Ethics Culture,
Whistleblowing, Avoid Bribery, Workplace Romance, Social Responsibility and Policy, Design, and
Articulate a Social Policy, Social Policies on Retirement, Environmental Sustainability, What Firms are the
Best Stewards? , Sustainability Reports, The Office of Environmental Affairs, ISO 14000/14001
Certification
(Strategic Management, A Competitive Advantage Approach, Concepts and Cases by
Fred R. David and Forest R. David, 16th Edition)
READING: Yahya, S., Khan, A., Farooq, M. (2022) Integrating green business
strategies and green competencies to enhance green innovation: evidence
from manufacturing firms of Pakistan. Environ Sci Pollut Res 29, 39500–
39514. https://doi.org/10.1007/s11356-021-18430-1

4th - 5th Week

Chapter – 4 : Types of Strategies (Page 119 – 156)
Long-Term objectives, Characteristics and Benefits of Objectives, Financial versus Strategic
Objectives, Avoid Not Managing by Objectives, Types of Strategies, Levels of Strategies,
Integration Strategies, Intensive Strategies, Diversification Strategies, Michael Porter’s Five
Generic Strategies

(Strategic Management, A Competitive Advantage Approach, Concepts and Cases by

Fred R. David and Forest R. David, 16th Edition)

Case Study 1: Dare 2 Compete: Competing for the Road Ahead Harvard
 Business Review, Dec 06, 2021 .HBSP

6th Week

Chapter – 5 : Vision and Mission Analysis (Page 157 – 176)

Vision Statements: What Do We Want to Become? Mission Statements: What Is Our Business?
The Process of Developing Vision and Mission Statements, The Importance (Benefits) of Vision
and Mission Statements, Characteristics of a Mission Statement, Components of a Mission
Statement
(Strategic Management, A Competitive Advantage Approach, Concepts and Cases by Fred r.
David and Forest r. David, 16th Edition)

READING: Domino’s Pizza, Inc., 2013 page-405 0f the book

7th Week

Chapter – 6: Internal Audit. (Page 177 – 216)

The Nature of an Internal Audit, Key Internal Forces, The Process of Performing an Internal
Audit, The Resource-Based View, Integrating Strategy and Culture Management Planning,
Organizing, Motivating, Staffing, Controlling, Management Audit
(Strategic Management, A Competitive Advantage Approach, Concepts and Cases by Fred r.
David and Forest r. David, 16th Edition)

READING: United Parcel Service, Inc., 2013 page-423 0f the book

Seminar 1
8 Week
th

Chapter – 7: The External Audit. (217 - 246)

The purpose and nature of an external audit, Key External Forces, The Process of Performing an
External Audit, The Industrial Organization (I/O) View, Ten external forces That affect
organizations, Economic Forces, Social, Cultural, Demographic, and Natural Environment Forces,
Political, Governmental, and Legal Forces, Technological Forces, Competitive Forces Porter’s
five-forces model Rivalry Among Competing Firms, Potential Entry of New Competitors,
Potential Development of Substitute Products, Bargaining Power of Suppliers, Bargaining Power
of Consumers, sources of external information, Forecasting Tools and Techniques, Making
Assumptions, Business Analytics, The external factor evaluation matrix, The Competitive profile
matrix
(Strategic Management, A Competitive Advantage Approach, Concepts and Cases by
Fred r. David and Forest r. David, 16th Edition)

Case Study 2: Zong Pakistan: In Search of Profits in a 'Free' World (B),

Harvard Business Review, August 31, 2020.HBSP
READING: Dunkin’ Brands Group, Inc., 2015 page-415 0f the book
Mid Semester Examination

9th - 10th Week

Chapter - 8: Strategy Generation and Selection. (Page 247 – 284)
The Strategy Analysis and Choice Process, The Process of Generating and Selecting Strategies,
The Strategy-Formulation Analytical Framework, The Input Stage, The Matching Stage, The
Decision Stage, The SWOT Matrix, The Strategic Position and Action Evaluation, (SPACE) Matrix,
The Boston Consulting Group (BCG) Matrix, The Internal-External (IE) Matrix, The Grand Strategy
Matrix, The Decision Stage: The Quantitative Strategic Planning Matrix (QSPM), Positive
Features and Limitations of the QSPM, Cultural Aspects of Strategy Analysis and Choice, The
Politics of Strategy Analysis and Choice, Boards of Directors: Governance Issues
(Strategic Management, A Competitive Advantage Approach, Concepts and Cases by Fred R.
David and Forest R. David, 16th Edition)

READING: Ford Motor Company, 2015 page-508 0f the book

11th - 12th Week

Chapter – 9: Strategy Implementation (Page 285 – 320)

Strategic marketing issues, Social media marketing, Market segmentation, Product positioning and
perceptual mapping, Strategic finance/accounting issues, Projected financial statements, Corporate
Valuation Methods, Cash management, and Corporate Bonds, Strategic Research and development
(R&D) issues, Strategic management information

(Strategic Management, A Competitive Advantage Approach, Concepts and Cases by

Fred R. David and Forest R. David, 16th Edition)

READING: Apple Inc., 2015 page-545 0f the book

Seminar 2
13 – 14 Week
th th

Chapter – 10: Strategy Execution (Page 321 – 358)

Transitioning from formulating to implementing strategies, The need for Clear annual objectives,
The need for Clear policies, Allocate Resources and manage Conflict, Allocate Resources,
Manage Conflict, Match structure with strategy, Types of organizational structure, The
Functional Structure, The Divisional Structure, The Strategic Business Unit (SBU) Structure, The
Matrix Structure, Dos and don’ts in developing organizational Charts, Strategic
production/operations issues, Restructuring and Reengineering, Manage Resistance to Change,
Decide Where and How to Produce, Goods, Employee Stock Ownership Plans (ESOPs), strategic
human Resource issue, Linking Performance and Pay to Strategy, Balance Work Life and Home
Life, Develop a Diverse Workforce
(Strategic Management, A Competitive Advantage Approach, Concepts and Cases by
Fred r. David and Forest r. David, 16th Edition)
READING: Iqbal, M., Gul, M., & Ullah, H. (2022). A Comparative Study of the
Role of Middle-Management in Strategy Implementation at Public and Private
Sector Universities of Khyber Pakhtunkhwa, Pakistan. Business and
Economic Review, 14(1), 1-28.

READING: International Business Machines (IBM) Corporation, 2015 page-554 0f the

book

15th Week

Chapter – 11: Strategy Monitoring (Page 359 – 380)

The strategy-evaluation process, Criteria, and methods, The Process of Evaluating Strategies, The Three
strategy-evaluation activities, Taking Corrective Actions, Characteristics of an Effective Strategy
Evaluation System, Contingency planning, Auditing.
(Strategic Management, A Competitive Advantage Approach, Concepts and Cases by
Fred r. David and Forest r. David, 16th Edition)

READING: Microsoft Corporation, 2013 page-563 0f the book

16th Week
Term Project Presentations and Final Revision

(Strategic Management, A Competitive Advantage Approach, Concepts and Cases by

Fred r. David and Forest r. David, 16th Edition)

READING: Microsoft Corporation, 2013 page-563 0f the book

Final Semester Examination

Scheme of Work
Weekly Course Objectives
Week Chapter Intended Learning Objectives
Describe the strategic management process.
Discuss the three stages of strategy formulation, implementation, and
evaluation activities.
Explain the need for integrating analysis and intuition in strategic
management.
1&2 Strategic
Define and give examples of key terms in strategic management.
Management
Illustrate the comprehensive strategic management model.
Essentials Describe the benefits of engaging in strategic management.
Explain why some firms do no strategic planning.
Describe the pitfalls in actually doing strategic planning.

Reading Assignment
 Explain why good ethics good business in strategic management is.
Explain why whistleblowing, bribery, and workplace romance are
strategic issues.
Discuss why social responsibility and policy are key issues in strategic
planning.
Ethics, Social Discuss the nature of environmental sustainability and why it is a key
Responsibility, issue in strategic planning.
3 and Explain why animal welfare is a strategic issue for firms.
Sustainability
Yahya, S., Khan, A., Farooq, M. (2022) Integrating green business
strategies and green competencies to enhance green innovation:
evidence from manufacturing firms of Pakistan. Environ Sci Pollut
Res 29, 39500–39514. https://doi.org/10.1007/s11356-021-18430-1

 Quiz
Identify and discuss eight characteristics of objectives and ten benefits
of having clear objectives.
Define and give an example of eleven types of strategies.
Identify and discuss the three types of “Integration Strategies.”
Give specific guidelines when market penetration, market development,
and product development are especially effective strategies.
Explain when diversification is an effective business strategy.
List guidelines for when retrenchment, divestiture, and liquidation are
Types of especially effective strategies.
4&5 Strategies Identify and discuss Porter’s five generic strategies.
Compare (a) cooperation among competitors, (b) joint venture and
partnering, and (c) merger/acquisition as key means for achieving
strategies.
Discuss tactics to facilitate strategies, such as (a) being a first mover, (b)
outsourcing, and (c) reshoring.
Explain how strategic planning differs in for-profit, not-for-profit, and
small firms.
Case: Dare2Compete: Competing for the Road Ahead Harvard
Business Review, Dec 06, 2021. HBSP
Describe the nature and role of vision statements in strategic
management.
Describe the nature and role of mission statements in strategic
management.
Discuss the process of developing a vision and mission statement.
Vision and
Discuss how clear vision and mission statements can benefit other
6 Mission
strategic-management activities.
Analysis Describe the characteristics of a good mission statement.
Identify the components of mission statements.
Evaluate mission statements of different organizations and write
effective vision and
mission statements.
7 Describe the nature and role of an internal assessment in formulating
strategies.
 Discuss why organizational culture is so important in formulating
strategies.
Identify the basic functions (activities) that makeup management and
their relevance in formulating strategies.
Identify the basic functions of marketing and their relevance in
formulating strategies.
Discuss the nature and role of finance/accounting in formulating
The Internal
strategies.
Audit
Discuss the nature and role of production/operations in formulating
strategies.
Discuss the nature and role of research and development (R&D) in
formulating strategies.
Discuss the nature and role of management information systems (MIS)
in formulating strategies.
Explain value chain analysis and its relevance in formulating strategies.
Develop and use an Internal Factor Evaluation (IFE) Matrix.
Describe the nature and purpose of an external assessment in
formulating strategies.
Identify and discuss 10 external forces that must be examined in
formulating strategies:
economic, social, cultural, demographic, environmental, political,
governmental,
legal, technological, and competitive.
Explain Porter’s Five Forces Model and its relevance in formulating
The External
strategies.
8 Audit
Describe key sources of information used for locating vital external
information.
Discuss forecasting tools and techniques.
Explain how to develop and use an External Factor Evaluation (EFE)
Matrix.
Explain how to develop and use a Competitive Profile Matrix.

Case: Zong Pakistan: In Search of Profits in a 'Free' World (B), Harvard

Business Review, August 31, 2020.HBSP

Mid Term Examination

9 & 10 Strategy Describe the strategy analysis and choice process.
Generation Diagram and explain the three-stage strategy-formulation analytical
framework.
And Diagram and explain the Strengths-Weaknesses-Opportunities-Threats
Selection (SWOT)
Matrix.
Diagram and explain the Strategic Position and Action Evaluation
(SPACE) Matrix.
Diagram and explain the Boston Consulting Group (BCG) Matrix.
Diagram and explain the Internal-External (IE) Matrix.
Diagram and explain the Grand Strategy Matrix.
 Diagram and explain the Quantitative Strategic Planning Matrix (QSPM).
Discuss the role of organizational culture in strategic analysis and
choice.
Identify and discuss important political considerations in strategy
analysis and choice.
Discuss the role of a board of directors (governance) in strategic
planning.
Class Activity/Assignment
Identify and describe strategic marketing issues vital for strategy
implementation.
Explain why social media marketing is an important strategy
implementation tool.
Explain why market segmentation is an important strategy-
implementation tool.
Explain how to use product positioning (perceptual mapping) as a
strategy implementation tool.
Identify and describe strategic finance/accounting issues vital for
strategy implementation.
11 Strategy
Perform EPS/EBIT analysis to evaluate the attractiveness of debt versus
& Implementation stock as a source of capital to implement strategies.
12 Develop projected financial statements to reveal the impact of strategy
recommendations.
Determine the cash value of any business using four corporate
evaluation methods.
Discuss IPOs, keeping cash offshore, and issuing corporate bonds as
strategic decisions that face many firms.
Discuss the nature and role of research and development (R&D) in
strategy implementation.
Explain how management information systems (MISs) impact strategy-
implementation efforts.
13 Strategy Describe the transition from formulating to implementing strategies
& Execution Discuss five reasons why annual objectives are essential for effective
14 strategy implementation.
Identify and discuss six reasons why policies are essential for effective
strategy implementation.
Explain the role of resource allocation and managing conflict in strategy
implementation.
Discuss the need to match a firm’s structure with its strategy.
Identify, diagram, and discuss seven different types of organizational
structure.
Identify and discuss fifteen dos and don’ts in constructing organizational
charts.
Discuss four strategic production/operations issues vital for successful
strategy implementation.
Discuss seven strategic human resource issues vital for successful
strategy implementation.
 Iqbal, M., Gul, M., & Ullah, H. (2022). A Comparative Study of the Role
of Middle-Management in Strategy Implementation at Public and
Private Sector Universities of Khyber Pakhtunkhwa, Pakistan. Business
and Economic Review, 14(1), 1-28.

 Quiz
Discuss the strategy-evaluation process, criteria, and methods used.
Discuss three activities that comprise strategy evaluation.
Describe and develop a Balanced Scorecard.
Identify and describe published sources of strategy-evaluation
Strategy information.
15
Monitoring Identify and describe six characteristics of an effective strategy-
evaluation system.
Discuss the nature and role of contingency planning in strategy
evaluation.
Explain the role of auditing in strategy evaluation.

16 Final Revision Revision of Subject with focus on Key Learning

Final Term Examination

Required Learning Resources

Text Book(s): STRATEGIC MANAGEMENT
(Title, Author, Edition, By David R. Fred, 16th Edition, Prentice Hall.
Publisher)
Reference Book(s): Principles of Management by Stephen Robbins, latest edition.
(Title, Author, Edition,
Publisher)

Facilities Required for Teaching and Learning

 White Board
 Multimedia
 Zoom online (If online classes)
Pedagogies
 Oral Lecture
 Group discussions
 Simulation Project
Assignments Schedule & Quiz
No. Week Assigned Week Due QUIZ TESTS
1 6 10 Three surprise quiz tests will be conducted during
the semester for better preparation of the
2 11 15 students.
 Grading Criteria
Letter Grade Percentage Marks
A 80 -100 EXCELLENT
B 65-79.99 GOOD
C 50-64.99 SATISFACTORY
D 40-49.99 PASS
Instructor Responsibilities:
In keeping with the format of this class, I see myself as your immediate supervisor. In that sense, I
plan to mentor each of you so that you learn how to make the best decisions possible, to understand
and apply key managerial concepts, and to prepare you to become productive employees upon
graduation. I will do my best to help each of you grow into the best manager you choose to become.
Thus, besides class time, where I will often put you on the spot, I expect there will be many times we
will communicate outside of class, and I will do my best to help you in a timely fashion.
Student Responsibilities:
You are expected to arrive to class on time, professionally dressed, and prepared for the day. You
should be fully prepared to discuss and debate the course material assigned for that date. You are
expected to participate at all levels and offer objective praise and criticism of your classmates’
analyses and conclusions. This course is not for the meek or timid. You must contribute to a greater
understanding of Operations Management. This course is a combination of doing (homework),
thinking, and discussing.
Useful Tools / Advice:
Be certain to schedule enough time in your weekly planning to accommodate.
You need to have good access to the university portal, WhatsApp group and an e-mail account.
Please always do your best work positively

The examinations of mid-term and end-term question papers will be designed by following bloom
taxonomy as per table given below.
Contact Details:
Course Leader Assistant Professor
Dr. Farooq Rehan Lyallpur Business School (LBS),
Faculty of Economics & Management Sciences,
GC University, Faisalabad, Pakistan.
Office Hours Monday to Friday 08:00 AM to 04:00 PM
Phone(office): 041-9203020 E-Mail: [email protected]
Course Specifications Developed By: Reviewed By (Cluster Head):
Dr. Sharjeel Saleem Dr. Muhammad Waseem Bari
Dr. Yasir Tanveer
Dr. Qamar Ali
Date: 15-02-2024 Date: 17-02-2024