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)