1.
Do you know of any mergers or take-overs which
have taken place recently? What were the motivations behind such mergers or
take-overs? (1991)
2.
Enumerate different kinds of strategies which are
followed by an organisation. Can an organisation have more than one strategy?
If so, under what circumstances? (1994)
3.
In recent times, one framework for studying an
industry has gained popularity. According to this, one assesses the competitive
force operating on the industry. In addition one studies government policies
also. You are asked to study Indian textile industry. Write how you would
assess each of these forces. Please specify the nature of data you would
collect and from the collected data how you would assess the strength of each
of these forces. How would the government policies directly affect these
forces? These forces are:
1.
Rivalry among existing firms in the industry
2.
Bargaining power of the buyers in relation to
the industry.
3.
Bargaining power of the suppliers to the
industry
4.
Threat of substitutes
5.
Threats of new entries to the industry (1995)
4.
Define strategy. What factors enter into the
formulation of strategy? What steps does a chief executive take for the
implementation of strategy? (1998)
5.
Explain the role of environmental scanning in
the strategic decision making using suitable examples (1999)
6.
Vision Statement of an organisation (2001)
7.
Strategic planning has yielded to more
comprehensive strategic management. Analyze this comment in detail (60).
8.
Illustrate the importance of objectives, vision
and mission in the operations of any corporation (60). (2002)
9.
Corporate distress and restructuring strategy
10.
In conducting an environment scan in India,
describe the key elements that could impact on corporate decisions (60). (2003)
11.
Strategy for dealing with global competition
12.
Cost driver analysis for competitive advantage
13.
Explain the impact of value chain management in
the potential areas of business for strategic cost management (60).
14.
Comment on the efficacy of winning competitive
strategies suggested by Michael Porter. In what way these strategies influence
competitive strategies based on the roles firms play in the target market (60)?
15.
Networking of Strategic Vision, Mission,
Objectives and Strategies in the StrategyMaking Pyramid. (2004)
16.
Strategic management is not a box of tricks or a
bundle of techniques. Its analytical thinking and commitment of resources to
action. In light of the above observation, describe the strategic behaviour of
Indian firms to catapult them into global giants (60).
17.
Customerization of Corporate Vision (2005)
18.
Outsourcing as a source of value creation
19.
Strategy is a race to get to the position one
wants to occupy. In the process, be prepared to foresake some options. [Michael
Porter] Discuss this statement and explain with suitable examples the role of
core competence and value chain analysis in strategy making (60).
20.
SWOT Analysis (2006)
21.
Organisational Vision, Mission and Objectives.
22.
Value chain
23.
Techniques of Environmental Scanning
24.
Business Portfolio Analysis (2007)
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