Description
Our paper about how organizations can deal with strategic uncertainty.
STRATEGIC MANAGEMENT
Time allowed – 3 hours
Total marks – 100
[N.B. – Figures in the margin indicate full marks. Questions must be answered in English. Examiner will take
account of the quality of language and of the way in which the answer are presented. Different parts,
if any, of the same question must be answered in one place in order of sequence.]
Marks
1. (a) What is a Corporate Strategy? How organizations can deal with strategic uncertainty? 4
(b) What is the purpose of SWOT analysis? Why is it necessary to do a SWOT analysis before
selecting a particular strategy for a business organization? 6
(c) Explain how technological factors present an opportunity as well as a threat to a particular
business organization. 4
(d) How can the emergence of the importance of corporate social responsibility be seen as a threat to
the purpose of an organization? 4
(e) Discuss the dangers of mismatch between corporate image and corporate identity. What strategies
are possible for closing this difference? 4
2. (a) `The intensity of competition depends on several factors.’ Identify these factors and discuss
briefly on them. 6
(b) Can cost leadership strategy allow a firm to earn above-average returns despite strong
competitive forces? Discuss. 6
(c) Explain: Cost leadership vs. cost reduction. 6
3. (a) What is an `Operating Turnaround Strategy’? 4
(b) How successful is franchising as a means of corporate growth? 4
(c) The BCG (Growth-Share) Matrix is old but has stood the test of time. How significant and
practicably usable is it today, in the light of vast developments in management tools that help
assess market conditions? 6
(d) Briefly discuss the different financial quantitative analysis that may be of use in strategy
formulation. 6
4. (a) What are the elements of the general environment? Indicate how the characteristics of the general
environment affect the competitive condition? 6
(b) Discuss the factors affecting the approach to rivalry: Avoided Competition Vs Hyper-Competition. 8
(c) How general environment may be changed? 3
(d) How the competitive environment may be changed? 3
5. (a) Discuss the concept of `industry norms’ as a comparison standard for strategic analysis of
companies. 8
(b) Discuss the attributes that can differentiate products. 6
(c) What are the advantages and risks of pursuing differentiation as a competitive advantage? 6
– The End –
doc_510069442.pdf
Our paper about how organizations can deal with strategic uncertainty.
STRATEGIC MANAGEMENT
Time allowed – 3 hours
Total marks – 100
[N.B. – Figures in the margin indicate full marks. Questions must be answered in English. Examiner will take
account of the quality of language and of the way in which the answer are presented. Different parts,
if any, of the same question must be answered in one place in order of sequence.]
Marks
1. (a) What is a Corporate Strategy? How organizations can deal with strategic uncertainty? 4
(b) What is the purpose of SWOT analysis? Why is it necessary to do a SWOT analysis before
selecting a particular strategy for a business organization? 6
(c) Explain how technological factors present an opportunity as well as a threat to a particular
business organization. 4
(d) How can the emergence of the importance of corporate social responsibility be seen as a threat to
the purpose of an organization? 4
(e) Discuss the dangers of mismatch between corporate image and corporate identity. What strategies
are possible for closing this difference? 4
2. (a) `The intensity of competition depends on several factors.’ Identify these factors and discuss
briefly on them. 6
(b) Can cost leadership strategy allow a firm to earn above-average returns despite strong
competitive forces? Discuss. 6
(c) Explain: Cost leadership vs. cost reduction. 6
3. (a) What is an `Operating Turnaround Strategy’? 4
(b) How successful is franchising as a means of corporate growth? 4
(c) The BCG (Growth-Share) Matrix is old but has stood the test of time. How significant and
practicably usable is it today, in the light of vast developments in management tools that help
assess market conditions? 6
(d) Briefly discuss the different financial quantitative analysis that may be of use in strategy
formulation. 6
4. (a) What are the elements of the general environment? Indicate how the characteristics of the general
environment affect the competitive condition? 6
(b) Discuss the factors affecting the approach to rivalry: Avoided Competition Vs Hyper-Competition. 8
(c) How general environment may be changed? 3
(d) How the competitive environment may be changed? 3
5. (a) Discuss the concept of `industry norms’ as a comparison standard for strategic analysis of
companies. 8
(b) Discuss the attributes that can differentiate products. 6
(c) What are the advantages and risks of pursuing differentiation as a competitive advantage? 6
– The End –
doc_510069442.pdf