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    ST. M Project Guideline

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    Vivek Kumar
    The document provides guidance for a strategic management group project called "Exercise BLUE DIAMOND" that will analyze a selected industry and corporate entity. The project requires a three-part report: 1) an industry analysis covering the business environment, strategic directions, and competitiveness, 2) a corporate analysis of the leading firm, including its history, finances, competencies, and strategies, and 3) a 2020 scenario and recommendations for the client company's investment options and strategy over the next decade. The report should provide a clear understanding of industry trends, characteristics, success factors, and strategic advice for senior decision makers.

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    ST. M Project Guideline

    Uploaded by

    Vivek Kumar
    34 views4 pages
    The document provides guidance for a strategic management group project called "Exercise BLUE DIAMOND" that will analyze a selected industry and corporate entity. The project requires a three-part report: 1) an industry analysis covering the business environment, strategic directions, and competitiveness, 2) a corporate analysis of the leading firm, including its history, finances, competencies, and strategies, and 3) a 2020 scenario and recommendations for the client company's investment options and strategy over the next decade. The report should provide a clear understanding of industry trends, characteristics, success factors, and strategic advice for senior decision makers.

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    The document provides guidance for a strategic management group project called "Exercise BLUE DIAMOND" that will analyze a selected industry and corporate entity. The project requires a three-part report: 1) an industry analysis covering the business environment, strategic directions, and competitiveness, 2) a corporate analysis of the leading firm, including its history, finances, competencies, and strategies, and 3) a 2020 scenario and recommendations for the client company's investment options and strategy over the next decade. The report should provide a clear understanding of industry trends, characteristics, success factors, and strategic advice for senior decision makers.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    34 views4 pages

    ST. M Project Guideline

    Uploaded by

    Vivek Kumar
    The document provides guidance for a strategic management group project called "Exercise BLUE DIAMOND" that will analyze a selected industry and corporate entity. The project requires a three-part report: 1) an industry analysis covering the business environment, strategic directions, and competitiveness, 2) a corporate analysis of the leading firm, including its history, finances, competencies, and strategies, and 3) a 2020 scenario and recommendations for the client company's investment options and strategy over the next decade. The report should provide a clear understanding of industry trends, characteristics, success factors, and strategic advice for senior decision makers.

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    Download as DOCX, PDF, TXT or read online from Scribd
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    http://www.docstoc.

    com/docs/24726076/LandT-Report INSTITUTE OF MANAGEMENT TECHNOLOGY, GHAZIABAD STRATEGIC MANAGEMENT Course Title: Corporate Strategy & Management The Strategic Position, Choices & Action Faculty: Rear Admiral Dr Rakesh Chopra, VSM, MBA, PhD Strategy is a deliberate search for a plan of action that will develop a businesss competitive advantage and compounds it. Bruce Henderson Founder, Boston Consulting Group We do corporate planning in the first two weeks of April, and then we get back to our jobs. Anonymous

    APPENDIX A- Group Projects Exercise BLUE DIAMOND Aim. The aim of Exercise BLUE DIAMOND is to carry out an in depth examination & analysis of a selected industry & corporate within that industry using all strategic tools discussed during the Course. Scenario & Requirement. A well renowned global consultancy firm, Messrs McAllen & Co, has been hired by a large diversified Indian MNC, The AVG Group, for a fee of $1.5 m. The AVG Group has varied interests ranging from IT to shipping, construction, etc, and wishes to invest in a new sector and enter the industry which McAllen may recommend. Your Group is to see itself as the lead think tank within McAllen and is being tasked by the senior partners to carry out this study. Your Report is to be directed at the Board of AVG outlining strategies and recommending current and future operational measures that AVG would need to adopt to make its proposed fresh investment. The Project would be done in three parts.

    Part 1: Industry Analysis Prepare an Industry Analysis providing an All encompassing insight into the industrys competitiveness and imperatives for success in a global scenario. Determine market evolution and industry growth, existing environment and technological changes, the emerging competition and challenges, probable government policy, etc.

    In other words, Cover the key elements that govern the business environment, likely strategic direction the industry could take in the future, performance of the existing major corporate entities focused on contemporary developments underway and their effects on competitiveness.

    Part 2: Corporate Analysis Following the Industry Analysis, Undertake a Corporate Analysis of the leading firm in the industry selected. Study its history, its financial performance, and identify its core competencies and strategic resources. Comment on its past strategies and on current strategies being followed and thus prepare a critique.

    Part 3: Scenario & Recommendations Draw up a Scenario for 2020. Identify issues that could confront the AVG Group in the next decade, Consider the options that may be available to it and finally make your recommendations based on these options.

    It is once again emphasized that the Report is to meet the business requirements of senior decision makers formulating corporate strategy. They should be able to clearly identify industry trends, characteristics, critical factors for success, etc.

    Notes for Guidance on the Project The Report should be well written, concise, and focused; obviate repetition and irrelevant information. Do not plagiarize; acknowledge sources quoted and their authors. The spelling, prose, and presentation are expected to be of a very high standard. The Report is to be in Arial font size 11 and both, soft and hard copies are to be submitted. The hard copies are to be printed on both sides and may be spiral or thermal bound. Submit assignments in accordance with the promulgated schedule. Please do not request for changes as these will not be permitted.

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    Late submissions will not be accepted. Assessments would be based on the submitted Group work and the presentations made in the class.

    Submission of Synopsis Groups are to discuss the broad outlines and decide upon the Industry and the Industry leaders that they would like to study and analyze. Draw up the boundaries and submit a two page synopsis on the appointed date for approval. Mid Course Review of Projects There will a mid course review of the Project on a suitable day to assess progress and to ascertain that the Groups are on the right track to meet the objectives of Exercise BLUE DIAMOND. Presentations To facilitate learning dissemination and assimilation, the Groups would be required to make a 20 min presentation on their Projects to the Course. This will be followed by a 5 min Q & A session. Appendix B Selected Readings (SR) 01. 02. 03. 04. 05. 06. 07. What is Strategy? Michael E Porter, HBR Nov-Dec 1996. Strategic Intent, G Hamel & CK Prahalad, HBR Jul-Aug 2005.14. Building Your Companys Vision, James C Collins & Jerry I Porras, HBR, Sep-Oct 1996 'Innovation: The Classic Traps, Rosabeth Moss Canter, HBR Nov 2006 How Competitive Forces Shape Strategy, Michael E Porter, HBR, MarApr 1979. The Use & Abuse of Scenarios, Charles Roxburgh, McKinsey Quarterly Nov 2009 The Core Competence of the Corporation, CK Prahalad & Gary Hamel, HBR May-June 1990 Competing on Resources, DJ Collis & CA Montgomery HBR Jul-Aug 1995 Capitalizing on Capabilities, D Ulrich & N Smallwood, HBR JUN 2004. Shift after SR 5 Blue Ocean Strategy, W Chan Kim & Renee Mauborgne, HBR Concepts and Evolution of Business Models, L Schweizer, Journal of General Management, Vol 31 No 2 Winter 2005. Why Business Models Matter, J Magretta, HBR May 2002. To Diversify or Not to Diversify, CC Markides, HBR Nov-Dec 1997. Launching a World Class Joint Venture, J Bamford, D Ernst & DG Fubini, HBR Feb 2004. When to Ally & When to Acquire Jeffrey H Dyer, Prashant Kale, & Harbir Singh, HBR Jul Aug 2004

    08. 09. 10. 11. 12. 13. 14. 15.

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    16. How Strategy Shapes Structure, Kim, W Chan, Maubergne, HBR Sep 2009 Changing Role of Top Mgmt - Structure to Processes, Bartlett & Ghoshal, HBR Do You have a Well Designed Organization? M Goold & A Campbell, HBR 2002 Building Competitive Advantage through People, Bartlett & Ghoshal, Sloan Management Review 2002 Vol 43 No 2 Strategy & the Internet, M Porter, HBR 2001 Disruptive Technologies: Catching the Wave, Why do Employees Resist Change, Paul Strebel, HBR CASE:Tight Rope Walk at Tata Steel: Case Study- J Singh, South Asian Journal of Mgnt., Vol. 15, No. 1 Supplementary Reading. The Spirit of Jugaad, Balasubrahmanyam S, et al, Indian School of Business, Hyderabad

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    18. 19. 20.

    21. 22. 23. 24.

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