Description
This presentation explain march 2015 strategic management.
MM13
THIRD SEMESTER MBA ( MATERIALS MANAGEMENT)
EXAMINATION: MARCH 2015
STRATEGIC MANAGEMENT
Time: 3 Hours Max. Marks: 80
Section- A
Answer any five questions (5 x 3 =15)
1. What is SAP?
2. What do you understand by the term Turnaround strategy?
3. What are mergers and acquisition means?
4. What are Generic strategies?
5. Define value analysis?
6. Define E- business strategy in your words?
Section-B
Answer any Three Questions (3 x 10=30)
1. Explain in detail organizational capability factors?
2. Explain the 5 force model developed by Michael Porter ?
3. What are the pitfalls of mergers and acquisition?
4. Explain in detail different types of benchmarking in practice?
5. Explain in detail the components of mission statement?
Section – C
Answer any one question (1 x 15=15)
1. Differentiate between cost focus and differentiation focus and comment on its importance?
2. Explain in detail how to build or acquire competitive advantages in the modern business
management?
Section –D (1 x 20 =20)
Case Study
Chemical Ltd., a quoted chemical company, has until recently achieved a steady increase in profitability
over a number of years. It faces stern competition and the directors are concerned about the
dissatisfaction expressed by major shareholders regarding performance over the last two years. During
this period, it has consistently increased dividends, but its share price has not grown at the same rate as
it did previously Khemco Ltd., a direct competitor, is similarly experiencing a reduction in profitability. Its
shareholders are diverse, with the majority being financial institutions. Khemco Ltd. has been criticized
for under-investment and has achieved no product development over the last-two years. Following a
concerted media campaign, Khemco Ltd. is facing prosecution for discharging untreated pollutants into
a river.
Chemical Ltd. is seriously considering making a bid to acquire Khemco Ltd. The directors of Chemicals
Ltd., however, are divided as to whether Khemco Ltd. should be closed down or permitted to continue
production post-acquisition, if a bid is made. In either situation significant staff redundancies would
follow:
Case study questions
State the strategic factors which Chemicals Ltd. would need to consider before making a bid to acquire
Khemco Ltd.
(i) Discuss the social and ethical implications for the managers and staff of both the companies, if the
acquisition goes ahead;
(ii) Discuss the environmental issues which would face the directors of Chemicals Ltd. if it proceeds with
the acquisition of Khemco Ltd.
………………………
doc_634722511.pdf
This presentation explain march 2015 strategic management.
MM13
THIRD SEMESTER MBA ( MATERIALS MANAGEMENT)
EXAMINATION: MARCH 2015
STRATEGIC MANAGEMENT
Time: 3 Hours Max. Marks: 80
Section- A
Answer any five questions (5 x 3 =15)
1. What is SAP?
2. What do you understand by the term Turnaround strategy?
3. What are mergers and acquisition means?
4. What are Generic strategies?
5. Define value analysis?
6. Define E- business strategy in your words?
Section-B
Answer any Three Questions (3 x 10=30)
1. Explain in detail organizational capability factors?
2. Explain the 5 force model developed by Michael Porter ?
3. What are the pitfalls of mergers and acquisition?
4. Explain in detail different types of benchmarking in practice?
5. Explain in detail the components of mission statement?
Section – C
Answer any one question (1 x 15=15)
1. Differentiate between cost focus and differentiation focus and comment on its importance?
2. Explain in detail how to build or acquire competitive advantages in the modern business
management?
Section –D (1 x 20 =20)
Case Study
Chemical Ltd., a quoted chemical company, has until recently achieved a steady increase in profitability
over a number of years. It faces stern competition and the directors are concerned about the
dissatisfaction expressed by major shareholders regarding performance over the last two years. During
this period, it has consistently increased dividends, but its share price has not grown at the same rate as
it did previously Khemco Ltd., a direct competitor, is similarly experiencing a reduction in profitability. Its
shareholders are diverse, with the majority being financial institutions. Khemco Ltd. has been criticized
for under-investment and has achieved no product development over the last-two years. Following a
concerted media campaign, Khemco Ltd. is facing prosecution for discharging untreated pollutants into
a river.
Chemical Ltd. is seriously considering making a bid to acquire Khemco Ltd. The directors of Chemicals
Ltd., however, are divided as to whether Khemco Ltd. should be closed down or permitted to continue
production post-acquisition, if a bid is made. In either situation significant staff redundancies would
follow:
Case study questions
State the strategic factors which Chemicals Ltd. would need to consider before making a bid to acquire
Khemco Ltd.
(i) Discuss the social and ethical implications for the managers and staff of both the companies, if the
acquisition goes ahead;
(ii) Discuss the environmental issues which would face the directors of Chemicals Ltd. if it proceeds with
the acquisition of Khemco Ltd.
………………………
doc_634722511.pdf