Post-Graduate Diploma in Management

(PGDM)

Area: Marketing

Course Title: Market-Oriented Strategic Planning (MOSP)

Course Faculty: Prantosh J. Banerjee

Faculty Contact Hours………………………(for students)

(Faculty needs to specify the day and time)

1
Course Description:
Markets today are changing more rapidly than in the past. This puts additional pressure on
a firm to achieve and sustain its competitive advantage over a period of time. Businesses need to
be able to map changing market opportunities with their own business objectives, skills and
resources to retain their competitiveness with agility. This calls for a process for planning and
implementation of strategy, which is adaptable to changing market situations. This course aims at
providing participants a window into such a process. The course treatment (including cases and
readings) has been identified to achieve complementarity and limit overlap with other courses.

Learning Objectives (Minimum three learning objectives)

a) To provide participants an understanding of customer centric strategic planning..
b) To enable participants to understand linkages between changes in market conditions and a
firms changing strategy in terms of conceptualizing changed strategies and their
implementation at different levels within an organization.
c) To understand operationalization of a framework to understand the big picture and linking
the role of marketing activities within this framework.

Pedagogy:
The primary pedagogy would be the Case-method of learning. This would be supported by
class presentations, class discussions, class exercises and a group project.
Effective learning through Case-method requires individual preparation, small group
discussion before class, in class discussion, and in and out of class reflection. The class would be
divided into groups as decided by the PGP Office. For each class session, each group is required
to submit a two-page (one sheet back-to-back) summary of each reading for the class and a
presentation of the Case analysis. Additionally, two randomly selected groups are required to
present the class Case; each presentation should be of a maximum of 6 minutes plus time for 2
questions; a maximum of 5 PowerPoint slides may be used for the presentation. The
presentations are graded.
The Case presentation should contain the following:
a) Slide 1: Situation Analysis using 5 Cs framework
b) Slide 2: Decision Problem Statement; Alternatives; Framework to evaluate
Alternatives
c) Slide 3: Evaluation of Alternatives (with appropriate Framework)
d) Slide 4: Recommended Action
e) Slide 5: Handling negatives of not choosing other alternatives.

Each group is also required to do a Group Project. For the Group Project, each group is
required to take a business, evaluate their business model and submit a report. Further details of
the Group Project would be provided at the end of Session 6.

2
 Evaluation
Students will be evaluated on the basis of case analysis, group projects, class
participation, and end-term exam. The weightage given to each of these units is listed below:
 Class Participation 10%
 Case Analysis & Presentation 20%
 Group Project Submission 20%
 Group project presentation 10%
 End Term Exam 40%

Recommended Text Book

 N.A.

Other Reference Books

 N.A.

Course Outline: Session/Topic/Reading Material/Reference

Session Topic Case Readings

1+2 Vision & Mission L. Prasad & D.V.R. Seshadri, 2013. Main Reading
Framework Aravind Eye Care Systems - Vision 2020: Essentials, Harvard Business (2006).
Stepping Out of the Shadows of a Giant Marketer’s tool kit: The 10 strategies
and the Journey Ahead (#IIMB 01) you need to succeed. Marketing
Case Questions Strategy: How It Fits with Business
a) Analyze the case using the 5Cs Strategy. (Product # 2556B)
framework. Supplementary Reading:
b) Identify Aravind Eye Care’s Vision & Building Your Company’s Vision,
Mission distinctly. James C. Collins and Jerry I. Porras
c) How does an organization continue to (HBR Sep-Oct, 1996)
be relevant with environment changes?
d) How can the new leader smoothly fill
the void that is left behind after passing
away of the charismatic founder?
3+4 Strategy Design Hallowell R.H. & J.L. Heskett (1993). Main Reading:
Framework Southwest Airlines: 1993 (A), Just Plane Are you sure you have a strategy?
Smart (HBS # 9-694-023) Donald C Hambrick; James W
Case Questions Fredrickson (Academy of
a) Analyze the case using the 5Cs Management Executive; Nov 2001)
framework. Supplementary Reading:
b) Describe Southwest Airlines’ strategy What Is Strategy? Michael E. Porter
in detail. (HBR Nov-Dec, 1996)
c) Why was their strategy so successful?
5+6 Market Oriented Class Exercise Main Readings:
Resource a) BCG Growth Share Matrix. a) Tilles, S. 1966. Strategies for
Allocation to b) GE-McKinsey Multifactor Portfolio allocating funds. Harvard Business
implement Strategy Matrix. Review, 44(1)
b) Enduring Ideas: The GE–McKinsey
nine-box matrix, McKinsey Quarterly
September 2008.
3
7+8 Deciding on Lampel, Joseph, 1991. Robin Hood Main Reading:
Priorities for Case Question Miller, D., Eisenstat, R., & Foote, N.
Resource Do a SWOT analysis to recommend future (2002). Strategy from the inside out:
Allocation within strategy for the firm “Robin Hood & his Building capability-creating
SBU Merry Men”. organizations. California Management
Review, 44(3), 37-54 (Product#
CMR226)

9+10 Planning for Class Exercise Main Reading:

managing Threats Sectoral Analysis to estimate Threats Porter, M. E. (2008) “Five Competitive
Forces that Shape Strategy ", Harvard
Business Review, January, 2008.

11+12 Strategies for Class Discussion Main Reading:

Growth: Exploiting Ansoff, I.: Strategies for
Opportunities Diversification, Harvard Business
Review, Vol. 35 Issue 5, Sep-Oct
1957, pp. 113-124.
13+14 Executing Strategy Class Discussion Main Reading:
with Alignment Kaplan, R. S., & Norton, D. P. (1995).
Putting the balanced scorecard to
work. Performance measurement,
management, and appraisal
sourcebook, 66(17511), 68.
15+16 Group Project __ __
Presentations