ICMAP

SYLLABUS 2016
Estd. 1951

CHARTERED LEVEL
C4 - Strategic Management

Weightage Part-A Introduction to Strategic Management 10%

Part-B Organizational Direction, and 10%
Part-F Part-A Environmental Insight
Part-B
Part-E Part-C Strategic Position, and Strategic Choice 15%
Part-C
Part-D Strategy Implementation & Execution 40%
Part-D
Part-E Strategy Evaluation 15%
Part-F Contemporary Issues in Strategic 10%
Management

Syllabus Overview: l Comprehend the nature significance and process of

strategic management
This course is in continuation of the assimilation of skills
across functions, but the main focus is on developing the l Elucidate conceptual framework for strategic
knowledge and skills used in crafting and implementing management
strategies. Strategies are developed considering the l Understand and implement strategic planning and
organization's external environment and stakeholders' environmental analysis
objectives. Context and the internal capabilities of the l Execute strategic position assessment
organization figure the invention and evaluation of
l Perform strategy formulation
strategic options. Implementing strategy involves tools
l Lead strategy implementation
and techniques associated with it. Finally, the course
requires the application of tools to assist in the evaluation l Evaluate strategy and implement controls
of the performance implications of a given strategy. l Recognize the impact of emerging issues in strategic
management and develop strategies to deal with
Learning Outcomes:
them
On completion of this course, the students will be able to:
Detailed Contents Weightage Level of
in % Study Required
PART-A: INTRODUCTION TO STRATEGIC MANAGEMENT
1. Nature, Significance l Defining and Understanding Strategic Management U
and Process of l Significance of Strategic Management: A
Strategic – Financial Benefits
Management – Non-financial Benefits
l Strategic Management Process D
2. Conceptual l Pre-requisites for Strategic Management U, A & D
Framework – Strategic Thinking and Conceptual Skills
for Strategic – Planning
Management – Decision Making and Brainstorming
– Ancillary Concepts and Approaches 10
– Innovation and Uniqueness
– Core Strategy, Competitive Edge, and
Market Position
– Visionary Outlook and Intuition
– Adaptation and Customer Interface
– Flexibility
– Refurbishment, Renewal and Revival
– Exploiting Emerging Opportunities
– Ethical and Social Issues
– Striving for Growth

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SYLLABUS 2016
Estd. 1951

PART-B: ORGANIZATIONAL DIRECTION AND ENVIRONMENTAL INSIGHT

3. Strategic Planning l Meaning Strategic Planning U
and Environmental l Strategic Planning Considerations A
Analysis l Strategic Intelligence D
l Approaches to Strategic Planning A
l Forecasting A
l Scenario-based Planning U
l Meaning of Environmental Analysis U
l Need for Environmental Analysis A
l Classification of Environmental Analysis A
l Internal Environment Assessment: A
– Key Internal Forces including Management and
Employees & Workers
– Key Internal Factors including Organizational
Aspects, Finance & Accounting Aspects, Marketing 10
Aspects, Production/Operations Aspects,
HRM Aspects, Research & Development,
Management Information System etc.
– Relationship / Interdependence among the
Functional Areas of the Business
l Operating / Business / Competitive Environment D
Assessment
– Competitive Analysis: Porter's Five Forces Model
l General / Broad / Macro Environment Assessment U
– Political Influence
– Economic Forces and Factors
– Social, Cultural, Religious and Demographic Factors
– Technological Factors
– Legal and Regulatory Framework
– Environmental Forces
l SWOT Analysis A
PART-C: STRATEGIC POSITION AND STRATEGIC CHOICE
4. Strategic Position l Strategic Resources and Capabilities: their D
Assessment Quantum and Suitability
l GAP Analysis and its Implications D
l The Value Chain Analysis, and Benchmarking A
5. Strategy l The Nature of Strategy Analysis and Choice D
Formulation l Understanding Strategy Formulation and Choice D
and Choice l Devising Strategies VS Selecting Strategies A
l Classification, and Types of Strategies A
l Corporate Level Strategies, and BCG Growth-Share U&A
Matrix
– Stability Strategies
– Growth Strategies, and Ansoff's Product-Market Grid 15
– Renewal and Revival Strategies
l Retrenchment Strategies D
l Business / Competitive Level Strategies, and Michael A
Porter's Generic Strategies
– Cost Leadership
– Differentiation
– Focus
l Other Strategies: U
– Adaptive Topology
– Product Life Cycle Strategies
l Functional / Operational Level Strategies A
l Strategic Position and Action Evaluation Matrix A
l Strategy Formulation Constraints A

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SYLLABUS 2016
Estd. 1951

PART-D: STRATEGY IMPLEMENTATION & EXECUTION

6. Strategy l Nature of Strategy Implementation D
Implementation/ l Analytical Insight into Relationship between Strategy A
Execution Formulation and Strategy Implementation
l Approaches to Strategy Implementation A
l Strategic Marketing and related Issues U
– Comprehending Marketing
– Marketing Strategy: Nature and Definition
– Marketing Strategy Development & Choice
– New Principles of Marketing
– Modern Marketing Process
– Customer Relationship Marketing
l Information System and Strategy: A&D
– Strategic Information System
– Information Strategy
– Information Sources and Management
– Information for Planning and Control
– Knowledge Management
– E-Commerce and E-business
l Strategic Finance & Accounting Issues D
– Raising funds to implement strategies
– Projected Financial Statements and Analysis
– Company Valuation
l HRM Concerns in implementing Strategies U
l Production and Operations Concerns including A
Quality and Efficiency 40
l Research & Development Issues D
l Annual Objectives & Policies U
l Resources Allocation A
l Organizational Structure and Strategy A
l Restructuring and Re-engineering A
l Pay for performance Strategies U
l Change and Change Management U, A & D
– Introduction
– Triggers for Organizational Change
– Models of Change
– Force Field Analysis
– Managing Resistance to change
– Culture and Change
– Styles of Change Management
l Creating a strategy-supportive Culture A
l Project Management: A&D
– Definition of project attributes
– Time, cost and quality of project and objectives
– The purpose and activities associated with the
key stages in project life-cycle
– Examples of the role of project management
methodologies in project control (e.g., PRINCE2, PMI)
– Key tools for project management including work
breakdown schedule, Gantt Charts and
Network Analysis
– PERT Charts
– Scenario planning and buffering
– The contribution of project management software
– Project structure including matrix structure and
their impact on project achievement

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– The role and attribute of an effective

7. Strategy Evaluation
and Controls
project manager
– The role of other key players in a project
– The role of management accountants in projects
– Managing key project stakeholders
– The lifecycle of project teams
– Leading and motivating project teams
l Logistics and Supply Chain U
– Globalizations and International Trade
– Supply Chain Relationships and Strategies
– Logistics in Supply Chain operations (including
transport, procurement, inventory, warehousing
and material management)
– Information flows and technology
– Sustainable logistics and supply chain systems
– Emerging supply chain designs
l Business Intelligence A
– Business Intelligence an Introduction:
Introduction, Definition, History and Evolution,
Business Intelligence Segments, Difference
between Information and Intelligence, Defining
Business Intelligence Value Chain, Factors of
Business Intelligence System, Real time Business
Intelligence, Business Intelligence Applications
– Business Intelligence Essentials:
Introduction, Creating Business Intelligence
Environment, Business Intelligence Landscape,
Types of Business Intelligence, Business Intelligence
Platform, Dynamic roles in Business Intelligence,
Roles of Business Intelligence in Modern
Business-Challenges of Business Intelligence
– Business Intelligence Strategy and Road Map:
Introduction, Planning to implement a Business
Intelligence Solution, Understand Limitations of
Business Intelligence, Business Intelligence
Usage, How to make the best use of Business
Intelligence?, The Advantages of BI with Sales,
How can BI be used for the rescue?, Organization
Culture, Managing Total Cost of Ownership for
Business Intelligence, Total Cost of Ownership and
Business Intelligence, Managing the Total Cost
Ownership of the Business Intelligence, Factors
that Affect Total Cost of Ownership
PART-E: STRATEGY EVALUATION
l The Need for Strategy Evaluation U
l A Strategy-Evaluation Framework U
l Characteristics of an Effective Evaluation System A
l Understanding Strategic Control A
l Process of Strategic Control D
– Measuring Organizational Performance
– Comparing Organizational Performance with Plans
and Standards
– Taking Necessary Action 15
l Contingency Planning U
l Critical Success Factors Analysis U
l Performance Measurement Matrix: Financial and A
Non-financial Measures
l Budgetary Control Systems D
l Performance Measurement System D
l Business Unit Performance Evaluation A

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SYLLABUS 2016
Estd. 1951

PART-F: CONTEMPORARY ISSUES IN STRATEGIC MANAGEMENT

8. Contemporary l Leadership Concerns and Team Building A
Issues in Strategic l Use of Information Technology A
Management l Innovation, Robust Systems and Lean Systems D
l Risk Appetite of a Firm and Strategy D
l Business Ethics, CSR, Environmental Sustainability D
and Governance 10
l Strategic Management in Non-profit Organizations, U
SMEs and Government Entities
l Globalization, International Environment & Operations U
and Strategic Management
9. Other Emerging l Any other issue / concern / consideration that may U
Issues in Strategic arise in due course of time, and becomes a part of
Management the subject matter.
TOTAL WEIGHTAGE 100

NOTE:-
U = Understanding
A = Application
D = Decision

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