This document provides information about assignments available for the MBA Semester 4 course MB0052 Strategic Management and Business Policy. Assignments can be purchased for Rs. 125 each by emailing subjects4u@gmail.com or calling 09882243490. The document includes 6 questions related to strategic management topics like the strategic management process, planning for business continuity, core competencies, turnaround strategies, the BCG portfolio model, and strategic alliances. Students must answer each question in 300-400 words for a total of 60 marks.

1. Winter-2015
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Master of Business Administration - MBA Semester 4
MB0052-Strategic Management and Business Policy
(Book ID: B1699)
Assignment (60 Marks)
Note: Answer all questions must be written within 300 to 400 words each. Each Question carries 10
marks 6 X 10=60.
Q1. Illustrate the Strategic Management Model (SMP). Explain the levels in SMP
Strategic Management Model 4
Levels in SMP
Answer. The strategic management process means defining the organization’s strategy. It is also defined
as the process by which managers make a choice of a set of strategies for the organization that will enable
it to achieve better performance.
Strategic management is a continuous process that appraises the business and industries in which the
organization is involved; appraises its competitors; and fixes goals to meet the entire present and future
Q2. “Business need to be planned not only for today but also for future. This implies the continuity and
the need for sustainability” Enumerate.
Planning for business continuity 10
Answer. Planning for Business Continuity:-
1. Accept the potential threats and risks facing your company. The possibility of a disruption shutting
down your business operations is scary to think about, but you should always be prepared and willing to
accept that risks and threats can cause turmoil for your business. Once you can accept that unplanned for
risks and threats can have devastating results on business operations, you can then make a plan that
ensures that both your business’s assets and personnel are sufficiently protected.

2. Q3. Explain the following:
(a) Core competence
(b) Value chain analysis
Answer. a. A core competency is a concept in management theory introduced by, C. K. Prahalad and Gary
Hamel. It can be defined as "a harmonized combination of multiple resources and skills that distinguish a
firm in the marketplace".
Core competencies fulfill three criteria:-
1. Provides potential access to a wide variety of markets.
2. Should make a significant contribution to the perceived customer benefits of the end product.
3. Difficult to imitate by competitors.
For example, a company's core competencies may include precision mechanics, fine optics, and micro-
Q4. Write a brief note on Turnaround strategy.
Answer. Turnaround management is a process dedicated to corporate renewal. It uses analysis and
planning to save troubled companies and returns them to solvency, and to identify the reasons for failing
performance (or decreasing presence and position) in the market, and rectify them. Turnaround
management involves management review, activity based costing, root failure causes analysis, and SWOT
analysis to determine why the company is failing. Once analysis is completed, a long term strategic plan
and restructuring plan are created. These plans may or may not involve a bankruptcy filing. Once
Q5. What is Stability Strategy? Explain the BCG (Boston Consulting Group) Portfolio Model.
Stability Strategy 5
BCG Portfolio Model
Answer. A stability strategy refers to a strategy by a company where the company stops the expenditure
on expansion, in other words it refers to situation where company do not venture into new markets or
introduce new products. Stability strategy is adopted by company due to following reasons -
 When the company plans to consolidate its position in the industry in which company is operating.
 When the economy is in recession or there is a slowdown in the economy than companies want to
have more cash in their balance sheet rather than investing that cash for expansion or other such

3. Q6. Define the term ‘Strategic alliance’. Enumerate its characteristics and objectives.
‘Strategic alliance’ 3
Its characteristics and objectives
Answer. A strategic alliance is an agreement between two or more parties to pursue a set of agreed upon
objectives needed while remaining independent organizations. This form of cooperation lies between
mergers and acquisitions and organic growth. Partners may provide the strategic alliance with resources
such as products, distribution channels, manufacturing capability, project funding, capital equipment,
knowledge, expertise, or intellectual property.
Characteristics:-
1. Joint ventures strategic alliances.
A strategic alliance is often, but not always, in the form of a joint venture. A joint venture is created when
two or more firms work together to form a new business entity that is separate from its "parents." (Not all
joint ventures fit this definition; joint ventures by acquisitions are exceptions. See below.) Ownership may
Winter-2015
Get solved assignments at nominal price of Rs.125 each.
Mail us at: subjects4u@gmail.com or contact at
09882243490