SEMESTER 6

STRATEGIC MANAGEMENT [BML-603]

OUTCOMES
On com pletion of this course, students will be able to:
Explain strategic management level and concepts,
Explain business strategy and strategy development and
objectives,
Identify the different types of strategies,
Implement strategic planning in different areas, and
Implement strategic controls and changes in
organization.
Understand the method of strategic performance
management

INTRODUCTION
This course of Strategic Managem ent has been designed in a
lively and user friendly manner and presents a rich and
com prehensive exam ination of strategic managem ent
concepts and tools.
OBJECTIVE
This text enable the students to identifying and resolve the
key issues related to strategic management.

INDICATIVE GRID
PART

SYLLABUS CONTENT AREA

WEIGHTAGE

INTRODUCTION TO STRATEGIC MANAGEMENT

1 . N a t u r e o f S t r a t e g i c M a n a ge m e n t

10%

STRATEGY FORMULATION
2. M ission, objectives and Stakeholders
3. The External Ass essm ent
4 . T h e I nt e r n a l A s s es s m e nt
5. Strategy in Action

35%

S TR A TE GI C P O S I TI O N A N D S TR A T E G IC O P T IO N S
6 . R e s o ur c e a nd C a p a bi l i t i es
7. Strategic M arketing
8. Inform ation System and Str ategy
9 . I s s u e s i n S t r a t e g i c M a n a ge m e n t

25%

S TR A TE GY IM P L E M E N TA T I O N
1 0 . I m p l em en t i ng S t r a t e g i e s
1 1 . O r g a ni z a t i o na l C ha n g e
12. Enterprise Perform ance M anagem ent

20%

STRATEGY EVALUATION
13. Strategy Evaluation

10%
TO TA L

100%

Note: The weightage shown against each section indicates, study tim e required for the topics in that section. This weight age does not
necessarily specify the number of m arks to be allocated to that section in the examination.
CONTENTS

PART-A
INTRODUCTION TO STRATEGIC MANAGEMENT
1. The Nature of Strategic Management
What is Strategic Management?
o Defining Strategic Managem ent
o Model of Strategic Management
Benefits of Strategic M anagement
o Financial Benefits
o Non Financial Benefits
Business Ethics and Strategic Management
Strategic Managem ent in Non Profit and Governm ent
Organizations
Strategic Managem ent in Sm all Firms
The Role and responsibility of Board of Directors

3. The External Assessment

What is an external analysis
General Environment
Econom ic Forces
Social, Cultural, Demographic, and Environmental
F or c e s
Political, Governm ental, and Legal Forces
Technological Forces
Competitive Forces
Competitive Analysis: Porters Five-Forces Model
Gap Analysis
Forecasting
Scenario planning
Strategic intelligence

PART-B
STRATEGY FORMULATION
2. Mission, Objectives, and Stakeholders
What is Mission?
Mission Statem ent
Vision Versus Mission
The importance of a clear mission
The characteristics of m ission statement
Components of a mission statement
Re-align Syllabus 2012

Goals/ Objectives and Plans

Strategic Goals & Strategic Plans
Tactical Goals & Tactical Plans
Operational Goals & Operational Plans
Stakeholders Management

4. The Internal Assessment

The Nature of an Internal Audit
o Key Internal Forces
o The Process of Perform ing an Internal Audit
Relationship am ong the functional areas of business
o Integrating Strategy and Culture
o M anagement
1

ICMA Pakistan

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Marketing
Finance / Accounting
Production / Operations
Research & Development
Computer Information System

Project managem ent

Lean systems
Strategic managem ent accounting
decision techniques

PART-D
STRATEGY IMPLEMENTATION

5. Strategies in Action
Form ulating Corporate Level Strategies
Grand Strategies/ Master Strategy
Growth Strategies
Ansoffs product/m arket grid
o Intensive Growth Strategies
o Integration Growth Strategies
o Diversification Growth Strategy
Defensive Strategies
Methods of growth
Organic growth
Merger and acquisition
Joint venture
Divestm ent
Form ulating business level strategy
o Michael Porters Generic Strategies
Form ulating functional level strategy
BCG Growth-Share Matrix

10. Implementing Strategies

The Nature of Strategies Implementation
Annual Objectives
Polices
Resources Allocation
Managing Conflict
Matching Structure with Strategy
Restructuring and reengineering
Creating a Strategy-Supportive Culture
Marketing Issues
Finance / Accounting Issues
Research & Developm ent Issues
Computer Information Issues
11. Organizational Change
Introduction to Change Management
Triggers for Organizational Change
Stage M odels of Change
Force Field Analysis
Managing Resistance to change
Culture and Change
Styles of Change Management

PART-C
STRATEGIC POSITION AND STRATEGIC OPTIONS
6. Resource and capabilities
Strategic resource and capabilities
Converting resources: the value chain
The supply chain managem ent
Outputs; the product portfolio
New products and innovation
Benchm arking

12. Enterprise Performance Management

Control and perform ance m easurement
Strategic control and critical success factors
Budgetary control systems
Perform ance m easures: financial and non-financial
The balanced scorecard
Developing a performance m easurement system
Other multidim ensional measures of performance
Perform ance: service departments and firm s
Perform ance: manufacturing
Regulation and perform ance

7. Strategic Marketing
Definition of marketing
Marketing Strategy: nature and definition
Marketing strategy developm ent
Comparison of business and m arketing strategies
Segmentation, targeting, and positioning strategies
Custom er relationship marketing

PART-D:
STRATEGY EVALUATION

8. Information System and Strategy

Strategic inform ation system
Information strategy
Information sources and management
Information for planning and control
Knowledge managem ent
E-business

13. Strategy Evaluation

The Nature of Strategy Evaluation
A Strategy-Evaluation Fram ework
Characteristics of an Effective Evaluation System
Contingency Planning

9. Issues in Strategic Management

TEACHING METHODOLOGY: The faculty is advised to teach the topics in the m ode of case studies based on problem solving and
decision-m aking with practical approach.
RECOMMENDED BOOKS
CORE READINGS
TITL E
CIMA, UK Study Text
Relevant Study Text
Strategic Managem ent Concepts & Cases

A UTH O R
----Fred R. David

PUBLISHER
BPP
Kaplan Publishing
Prentice Hall /Pearson / Financial Tim es

Strategic Managem ent

Mary K. Coulter

Prentice Hall International

Managem ent Accounting Business Strategy

PBP

Professional Business Publications, Lahore

ADDITIONAL READING

Strategic Managem ent

Re-align Syllabus 2012

Leslie W. Rue / Phyllis G. Hollan

M cGraw-Hill

ICMA Pakistan