Strategic Management: Notes, Questions

Strategic Management / business strategy related models and theories, cases studies, assignment questions.

There are several strategic management tools and techniques that can be used to evaluate the current strategy of an organisation, based on their strengths, weaknesses, opportunities, and threats.

In order to understand how the strategy is working, one may take a look at some ‘performance’ data such as trends in sales, profits, market share etc. One can also take a look at how the organisation is trying to compete (it could be through differentiation/ cost/ focus). One can evaluate how the strategic direction of the organisation (Ansoff Matrix) relates to factors such as the company’s growth, innovation, or international expansion.

Looking at the key trend data on how the organisation has been performing can be a good starting point to evaluate the strategy. The existing strategy can be re-evaluated by understanding how the organisation is trying to compete and gain its competitive advantage.

Based on the SWOT of the company, one can evaluate if the existing strategy is suitable, acceptable, and feasible (SAF), and how the strategy could be developed or augmented/

While evaluating the strategy, one must take into account factors such as recent changes to government policies and its likely to impact on their strategy. How will Covid-19, slow economy and events such as Brexit will impact the organisation.

Core Competencies

The modern business environment is extremely competitive. Companies need to be highly functional in every department in order to taken on the competition and perform as per the expectation of the customer.

But before that, it’s important for a business to be aware of its core competencies.

>Core Competencies can be defined as a company’s unique characteristics or capabilities that provide a competitive advantage in the marketplace, deliver value to customers, and contribute to organizational growth

Academic Questions on Core Competencies.

Q. Core Competencies Assignment: Write an assignment of 2000 words on core competencies of a company and then suggest the management on how they can develop it further or use it for market expansion?

Porter’s Five Forces Framework helps identify the attractiveness of an industry in terms of five competitive forces: Threat of entry, Threat of substitutes, Bargaining power of buyers, Bargaining power of suppliers, Extent of rivalry between competitors.

Academic Questions on Porter’s 5 forces analysis

Q) Geely, a Chinese automotive major wishes to enter into India to offer its automotive brands in the Indian market.
A) Perform Porter’s 5 forces analysis. (5 Marks)
B) Based on Porter’s 5 forces analysis, suggest whether the company should enter into India or not. Suggest the reasons behind entry or non-entry into the Indian market. (5 Marks)

Answer:
Porter’s Five Forces Framework is a tool for analyzing competition of a business. It draws from industrial organization (IO) economics to derive five forces that determine the competitive intensity and, therefore, the attractiveness (or lack of it) of an industry in terms of its profitability.

McKinsey 7s framework/model is a tool for conducting internal analysis; organizations use it to analyze the organizational design by looking at seven internal elements: strategy, structure, systems, shared values, style, staff and skills, to identify if they are properly aligned and allows the organization to achieve its objectives.

Question. ‘Groceries Unlimited’ has hired you as an HR Consultant to help them improve their organizational performance. Which internal organizational aspects would you consider that should be aligned with each other for maximum success? Explain the 7S framework in the context of this start-up company. Conclude by giving your opinion on how it will impact performance.

Academic Questions on Strategic Management

Management / academic questions, assignment questions, projects, and case studies on Strategic Management/business strategy.

Question: Prepare a Strategic growth plan report for an existing small/ medium sized business.

Select a suitable small or medium sized business (not a LARGE COMPANY). Ideally the company should be independently owned and employing between 10 to 50 people (250 is the maximum within the definition of an SME) & seeking to grow. This can be a company that you have some contact with or knowledge of; alternatively, you can select an existing organisation that you are able to gather secondary data on to complete the growth plan.

Report Structure

The strategic growth plan report is divided into four sections:

Section 1 of the report requires you to produce a summary of the strategic position of the organisation:

Which market or sector is the business located in? What changes are happening in the sector and how is or might the company position itself to take advantage of these changes? Is the business growing? Highlight the most important strengths/ weaknesses of the company. What significant challenges is the company facing now and in the foreseeable future. You will need to carry out research on your chosen SME – Not simply basing this on their website.

Section 2 of the report requires you to complete a critical analysis of the industry or sector/ market & competitors.

You should refer to industry data & market reports – It is important to demonstrate a proper understanding of the sector/ industry that the organisation is located within. What is the size, value and growth of the industry? What are the emerging trends? Technologies and innovations? Emerging markets? Environmental or legal changes? Undertake an analysis of the organisations three key competitors (in table form). From all this analysis identify and discuss the main opportunities and threats facing the organisation? For this section use PESTLE, Five Force and SWOT analysis frameworks. The tables or diagrams for these can be shown in your appendices. The analysis/ discussion of these analytical frameworks should be in the main body of the report.

Section 3 of the report requires you to make strategic recommendations for the future growth of the business. At the start of this section briefly state the generic basis the organisation is currently competing on eg: focused differentiation. This section Must be divided into three stages:

Stage one: Your strategic recommendations based on the Ansoff growth matrix for the organisation over the next 12-month period. You should provide a strategic rationale for your recommendations based on your analysis in sections 1 & 2 of the report. For example, the initial 12-month period may involve Market Penetration strategies (where the business focuses on selling existing products into existing markets) This is usually achieved through a combination of different marketing activities e.g. developing social media strategies, introducing loyalty schemes, developing competitive pricing strategies to increase usage. Engaging in marketing/ promotional campaigns or putting more resources into personal selling.

Stage two: Your strategic recommendations based on the Ansoff growth matrix for the 2-3-year period e.g. Market development and or innovation/ product development strategies.

Stage three: Your strategic recommendations based on the Ansoff growth matrix for the 3-5-year period e.g. Market development/ product development/ diversification strategies.

The growth strategies for each stage should examine and discuss the detail of each stage – what will it involve? You should provide a justification for your recommendations given. You should also demonstrate clear connections from one stage to the next – this should make strategic sense considering the analysis given in the previous sections of your report (Sections 1&2). Capitalising on what the organisation is good at, responding to market changes, looking to take advantage of new opportunities, overcoming looming threats and developing new innovative services or products.

Section 4 of the report should detail the different issues that will be involved in managing the growth, eg: The types of sources of funds that will be used to finance the growth. What structural changes need to happen eg: new overseas offices? / new product or service development? New staff/ skills, systems, technology to enable innovation?

Write the report based on the assumption that the organisation is actively seeking substantial growth over the next 1-5-year period. This may or may not be a realistic aspiration of the actual owner(s)/ managers of the organisation, but you are to assume that the long-term goal is to achieve high levels of growth.

Question: Taking the role of a business consultant for a company of your choice that originates from a developing market (list of markets supplied), conduct a strategic analysis and produce a 3000-word report for the company’s executive board, covering:
– An assessment of the major external factors affecting the company in its home country and their impact on its strategic decision-making, utilising macro and micro-environmental analytical tools.
– An evaluation of the organisation’s threshold and distinctive resources by utilizing the VIRO analytical tool.
– Recommendations regarding appropriate considerations for international expansion by merger/acquisition, focusing on the specific synergies and advantages that might be targeted by such a strategy. Your recommendations should be linked to the preceding analysis of external factors and internal resources.
1. Demonstrate a critical understanding of the global environmental influences on the operation of internationalising enterprises.
2. Explain the frameworks and models used in international strategy analysis.
3. Systematically analyse strategic issues in a specific context.
4. Synthesise complex inputs, using them to apply strategic models and theories to case study situations.
Demonstrate criticality by selectively discussing macro & micro factors of critical importance to strategic thinking and identifying them as opportunities or threats.

Question: Apply models, theories and concepts to assist with the understanding and interpretation strategic directions available to an organization.
Apply appropriate concepts, models, theories like Bowman’s strategic clock, Porter’s generic strategy, Hybrid strategy, horizontal/vertical integration which will help an selected organization to understand and interpret strategic direction available to them.
Create a Business Plan for the selected organization. Create new vision and mission statement for the selected organization. Create a strategic Direction. New strategy to be implemented by selected organization. Create a strategic plan. Implementation of plan
Monitor and evaluate the strategic plan

Q. Assessment Objectives
1. Research and analyse the organisational environment factors to assist in diagnosing complex organisational issues and formulate evidence-based
recommendations.
2. Utilise analysis and decision-making tools of strategic management to support the activities of strategy evaluation, formulation, and implementation
in a variety of organisational contexts

You are assuming the role of a newly appointed CEO for the company’s operations in India.
The board understand this is your first CEO position and have placed you on probation for the first eight weeks of your appointment. In that time, they want you to demonstrate your skills in the area of evidence-based analysis and insight.
They have called you to a meeting on your first day and are assigning you a task. If you meet the task set, they will convert your appointment from probationary to permanent.

The task
They have asked you to undertake a thorough and extensive market analysis of the industry and sector the organisation currently operate within. As
a result of the investigation and analysis, the executive board want a report on the organisation’s opportunities and threats over the next 3 – 5 years.
During the meeting, the executive board has shared with you their intent to pursue aggressive non-acquisitional growth in the coming years, with the aspirations to become the leading player for the industry, not just the sector

They accept that to achieve the organisation’s growth aspirations, the organisation will need to enter new and progressive sectors. As part of your
analysis, the executive board wants you to evaluate the industry’s various sectors and select one sector currently experiencing (or predicted to
experience) exponential growth. They want this sector included in your analysis and report.
The executive board has provided you with a tight deadline for this work volume – only a few weeks.

Question. Assess the strategic choices and actions taken by an organisation using various strategic models and processes to determine where your organisation wants to be and how it will get there. You will be evaluating the viability, applicability and appropriateness of your organisations chosen strategy by assessing how well the strategy achieves the organisations objectives. Recommendations should be made throughout then summarised at the end!

Strategic options: Development and evaluation of strategic options, appropriateness and use of relevant strategic theory and models, tools & techniques to achieve this.

Strategy recommendation: Consistency with strategic analysis (assignment 1) and strategic options developed. Clear rationale of strategic choices and recommendations.

You must include a thorough analysis, discussion and application of the following models. Ensure that you briefly introduce the model itself, you should also acknowledge any problems the model may have.

You must incorporate evidence within the below models (Porter’s generic strategies, Bowman’s strategic clock, Ansoff matrix , VRIN/VRIO analysis, Porter’s five forces, Porter’s value chain) to support your analysis and evaluation of your chosen organisations current strategic approach. Provide a detailed evaluation on how your organisations current strategy is working. The purpose of this analysis is to decide whether your company is using the most appropriate strategy. Be critical, perhaps suggest an alternative approach!

You may wish to assess your organisations strategy in terms of: any future plans that they have which can include Brexit plans/impact, impact of Covid-19, Potential global recession, changes in consumer behaviour and any other relevant potential environmental factors that may impact your chosen organisation. the impact on its survival, maintaining supply chain, growth, innovation, internationalisation, expansion i.e. mergers, strategic alliances, acquisitions, take-overs, related and unrelated diversification. The models will be used to support your arguments when assessing the organisations current strategy.

Choose ONE strategy that your organisation could implement/or is considering implementing – using the SAF criteria (Suitability, Acceptability, Feasibility) justify this ONE strategy in terms of its appropriateness and ability to achieve the organisations objectives. Apply every element of the SAF criteria to ONE chosen strategy for your organisation (Choose one strategy for your organisation, it must be supported by relevant market research and consistent with your strategic models analysis).

Recommendations: What your chosen organisation needs to do based on the research that you have done on your organisation – Are they using the most appropriate strategy? If not then what would you recommend? You need to support your recommendation using the information and research carried out during the module delivery.

Q. Godrej & Boyce has announced plans to set up a “Smart Factory” at Khalapur, a small town surrounded by villages at Raigad district about 60 kms from Mumbai? Perform a Stakeholder analysis comprising of 3 steps & outline all the processes that you shall follow as a consultant to Godrej to satisfy the needs of all stakeholders.

Q. Pertamina is an Indonesian Oil & Gas corporation that wishes to enter India & is competing against Reliance Industries Limited.

a. As a consultant you are required to recommend whether backward integration or forward integration is a superior strategy to compete against RIL in India? Which one of the alternatives would you choose to your client & why? Justify with reasons.

b. In your opinion, in case Petramina wishes to diversify into unrelated diversification, which sector in India would you consider as attractive for the company to diversify? Choose only 1 sector. Specify statistics such as Growth potential of that sector, advantages of doing business in that sector, etc.

Case: M/s Swadeshi is planning to start up a new business for Indian traditional clothes. The product will be sold online and there will be few retail outlets in major metro cities. The founder Mr. Ashish is of the opinion to do a detail and through market scanning before entering into the market.

Mr. Ashish appoints you as a consultant for M/s Swadeshi that deals in manufacturing and selling clothes online and offline stores. The company plans to give competition to brands like Manyavar and Mohey. The company plans to
provide quality product at lower price. The company plans to save lot of cost because of online selling. The website URL is www.swadeshi.com. The Company differentiates itself by selling only Indian Traditional clothes for all age groups.

Q. As a consultant you have been asked to prepare a STEEP analysis report and present the findings to the top management.

Q. Analyze the business www.swadeshi.com from Porter’s approach to industry analysis perspective.

Q. Answer the below questions:
a. Prepare a SWOT Analysis for www.swadeshi.com.
b. Explain any two types of forecasting techniques that company should use for
analyzing future demand. Explain the same with reason.

Requirements: Strategy and Sustainability in the Global Economy

Taking the role of a business consultant for a company of your choice that originates from a developing market (list of markets supplied), conduct a strategic analysis and produce a 3000-word report for the company’s executive board, covering: – An assessment of the major external factors affecting the company in its home country and their impact on its strategic decision-making, utilising macro-and micro-environmental analytical tools.

An evaluation of the organisation’s threshold and distinctive resources by utilizing the VIRO analytical tool. – Recommendations regarding appropriate considerations for international expansion by merger/acquisition, focusing on the specific synergies and advantages that might be targeted by such a strategy. Your recommendations should be linked to the preceding analysis of external factors and internal resources.

1. Demonstrate a critical understanding of the global environmental influences on the operation of internationalizing enterprises.
2. Explain the frameworks and models used in international strategy analysis.
3. Systematically analyse strategic issues in a specific context.
4. Synthesize complex inputs, using them to apply strategic models and theories to case study situations.

Systematic, critical and well informed by a suitable use of the VRIO tool & evidence on the organisation and its competitors to justify the identification of threshold and distinctive resources.

Question:
a) Explain, through appropriate illustrations, the following terms used in business policy: i) Mission ii) Purpose iii) Objectives iv) Goals

b)Explain , through illustrations , the following types of planning systems in the context of business policy: i) Operational ii) MBO iii) Project iv) Contingency v) Short range vi) Long range vii) corporate ix) Strategic

Question 2
a) Consider an organisation of your choice . Attempt to define its business along the dimensions of customer groups, customer functions, and alternative technologies. What insights does such a definition offer to you for strategic management of your chosen organization?
b) A business man wonders how something repugnant as politics and power games could be used to implement strategies . How will you convince him that this is possible

Question 3
a) Critically comment on the use of corporate portfolio analysis for examining the objective factors involved in exercising a strategic choice.
b) How is top down approach different from bottom up approach for resource allocation?
c) What are major concerns of project feasibility report?

Question 4
a) How can strategists undertake :
i) definition of corporate culture
ii) assessment of the impact of culture on corporate life ? and
iii) creation of a strategy supportive culture
b) How can a strategic behaviour be termed as ‘ad-hoc’?
c) Differentiate between
i) mission and purpose
ii) objectives , goals and targets
iii) strategy, policy and tactics

Q. Explain business model of Tata Consultancy Services (TCS) using Four Box Business Model. If you were CEO of TCS, which element of this business model you would like to change for increasing revenue of TCS?

Q. Hitech Solutions Ltd. is an upcoming IT solutions company. Their performance for past 3 years has been good, however performance has dipped this year. The CEO wants the strategy team to carry out a VRIO analysis. Which type of technique is VRIO? Conduct a VRIO for Hitech. Make assumptions where ever necessary.

Questions on Competitive Advantage (Strategic Management)

Question: Undertake a SPACE Analysis. You should also understand and apply the competitive positioning of the organisation and also whether they are looking at which strategy – cost or differentiation focus-going forward. So now you’re starting to be strategic about which direction are they going to go.

• Utilising the SPACE model, apply to the case business
• Provide a definition of what a competitive advantage is, utilising a recent academic book or journal article (2015-2021).
• Identify the opportunities for competitive advantage for the business to enhance their marketing & branding ability.
• Consider marketing/ branding techniques utilised by competitors that were successful, and could act as best practice for the business.

Q) Hindustan Motors has ceased to produce “Ambassador” car since 2014. Assuming you to be the new CEO of this company, suggest ways & means of resurrecting the brand “Ambassador” by building a Competitive Advantage.

Assignment questions on Corporate Strategy

• 1.1 Critically analyse strategic theories and models.
• 1.2 Assess and determine how successful different strategies are when applied in the global marketplace.
• 1.3 Evaluate how individual and organisational ethics, also global ethical issues can impact corporate strategy.
• 2.1 Critically analyse supply chain methods, models and theories.
• 2.2 Critically assess the role of global supply chains in organisations.
• 2.3 Identify the factors that can affect global supply chains and how they can impact on corporate strategy, and any mitigating actions organisations can take to reduce any negative impacts
• 3.1 Evaluate how corporate strategy can be applied in a range of organisation functions.
• 3.2 Critically assess how corporate strategy can be successfully integrated into organisations.
• 3.3 Discuss how different organisation functions can affect the success of corporate strategy across the organisation.
• 4.1 Evaluate personal skills against the skill set needed to operate effectively in a global organisation at strategic level.
• 4.2 Understand and make use of theory, relevant techniques and practices that enables learners to develop their individual skill set.
• 4.3 Provide personal examples where a range of professional skills where demonstrated.
• 4.4 Communicate effectively with fellow professionals and competently present ideas and proposals. .

PESTLE Analysis

PESTLE (PESTEL or PEST) analysis is a framework or tool used by marketers to analyse and monitor the macro-environmental (external marketing environment) factors that have an impact on an organisation, the result of which is used to identify threats and weaknesses which is then used in a SWOT analysis.

Example: PESTLE Analysis of Patanjali Ayurved

• Political:
  Baba Ramdev’s association with political parties
• Economical:
  Positive macro-economic scenario. Government favoring ‘Make in India’ initiatives. Government initiatives to boost spending
• Social:
  Middle class growing financially stronger
  Patanjali riding on popularity of yoga and Baba Ramdev
  Seen as a patriotic brand (nationalist sentiments)
• Technological:
  Technology initiatives for distribution efficiency
  Mobility and e-commerce initiatives
  Strategic alliance with DRDO
• Legal:
  Has been penalized for misbranding of products
• Environmental:
  Investment in Bio-Research
  Environmental friendly products including detergent powders

Questions on PESTLE Analysis

Q. Undertake an environmental analysis using PESTEL, by surfing the Internet for appropriate information and by using available market research reports, for one of the following markets / industries.

• a. The automotive market (e.g., You might be BMW, Ford, Toyota, Volvo);
• b. The global multiple retail grocery market (e.g., You might be Walmart, Carrefour, Tesco, Wholefoods);
• c. The beer industry (you might be InBev, Carlsberg, Heinken, Miller brands or Budwiser);

Q. Délifrance is a bakery company that produces “French style” bakery, savoury and snacking products that wishes to enter India’s Retail market. Conduct a PESTLE analysis for Délifrance in India & suggest whether Délifrance should enter India or otherwise.

Q) Carrefour is a French Retail Giant wanting to enter into India’s multi-brand retail industry. Perform a PESTLE analysis for Carrefour’s entry strategy into India. (10 Marks)

Q) One of IKEA’s key competitors ASDA wants to enter into India into the furniture product category. Conduct a PESTLE analysis for ASDA in India & suggest whether ASDA should enter India or otherwise.

Porter’s generic strategies

Porter’s generic strategies refers to how a company can try to get a competitive advantage in its chosen market. These strategies are lowering the cost of product, product differentiation, and focus on the niche market.

A company either chooses to lower the price of its products to beat the competitors, or chooses product differentiation to command a higher price; sometimes, it chooses the focus strategy by concentrating on a small segment of the market to satisfy the segment’s unique needs or demand.

MBA (management) assignment question / case study on Porter’s Generic Strategies.

Q) You have been appointed as a Strategy Consultant to a Swiss luxury watch brand wanting to enter India. Which one of Porter’s Generic Strategies would you choose to be operational in India & explain the reasons in detail behind your choice of strategy? Once the strategy has been chosen, explain the categories of customers you would target?

Q) You have been appointed as a Strategy Consultant to the Burj Al Arab brand wanting to enter India. Which one of Porter’s Generic Strategies would you choose to be operational in India & explain the reasons in detail behind your choice of strategy? Once the strategy has been chosen, explain the categories of customers you would target?

Q) Michael Porter in 1985 in his book, “Competitive Advantage: Creating and Sustaining Superior Performance” proposed three generic strategies of cost leadership, differentiation, and focus. Select any Indian company and explain how it has implemented the Porter’s generic strategies.

The SWOT (Strength, Weakness, Opportunity and Threat) analysis is a tool using which the ‘Internal’ and ‘External’ dimensions of an organization are analysed.

Here are some SWOT Analysis templates that you can use in your word document or powerpoint presentation.

Examples:

SWOT Analysis of Amul

Strengths:

• Strong brand image
• Loyal customer base
• Strong Supply chain and Distribution Network

Weaknesses:

• Increasing cost of operations
• Other products (chocolates, milk powder, etc) not as popular as butter, cheese, paneer and milk.

Opportunities:

• Expand in other geographical locations.
• Introduce new products (product line extension).

Threats:

• Increased competition from local and global players in different product categories.

SWOT Analysis for Decathlon India

• Strengths: The company sells a large number of fitness and sports products covering various sports and disciplines. The company sells its products through large warehouse like stores provide unique experience. The company produces high quality products, people have low cost and high value perception about its products
• Weaknesses: High operational costs as it uses big stores. The company also does not use celebrities to endorse its products
• Opportunities: Markets such as India are growing, opportunities to expand in more cities. The company leverage e-commerce, social media to attract more people.
• Threats: There is increased competition from other sports equipment companies and retailers. High rentals for the stores, owning all parts of the supply chain can increase costs.

Academic questions on SWOT.

Conduct a SWOT Analysis of a particular company.

Here’s an example of a swot analysis for a sports management company that wants to organize an annual competition.

• Strengths: First mover advantage (assuming this is the first of its kind), team with experience and relevant skills
• Weaknesses: Challenge to get adequate funding in the initial years, no star players to pull the audience
• Opportunities: Can become a major sports competition in the country
• Threats: Similar competitions may come up in the future (and those people may have bigger pockets)

Situation Analysis?

Situation analysis is the analysis of the internal and external factors of a business. It involves conducting a market analysis, assessing the strengths and weaknesses of the organization, doing an assessment of the external environment, and doing a competitive analysis.

Here are some of the tools that are used in Situation Analysis: PESTLE/PEST, Porters 5 Forces, SWOT/TOWS, Segmentation (requires careful analysis) and target marketing, Decision-making units, Global segments, B2C (consumer) segments, B2B (industrial) segments.

While doing situational analysis for a business, students should refer to published research reports from sites such as Mintel and Marketline Advantage, government sources, national newspapers, business website, etc. for data and information on the company.

For example, if the main area of your company’s business is catering then search for information on the size of the market, product types, customers, competitors, etc. The company’s website should offer information on the product range, which can be viewed as current market segments targeted by the company.

Situational analysis of a business should include: Market Analysis, TOWS / SWOT Analysis, PEST analysis, Competitive analysis.

While doing Situation Analysis, you should look at answering the following questions:

• What developments and changes in the political and legal environment can or will affect the organisation and, specifically, its marketing decisions and actions?
• How can local, regional, national and international economic conditions affect demand and customer buying power now and in the future?
• In what ways are trends in demographics, social values, popular culture, customer attitudes and customer perceptions influencing demand, markets and segments?
• What changes in social and cultural values are influencing attitudes towards ethics in marketing?
• How are technological innovations affecting customers, competitors, suppliers, channel partners, marketing and internal processes such as research and development?
• What ecological concerns may affect the organisation’s materials, suppliers, energy access, processes, marketing programmes and public reputation?
• What is the current competitive situation and how is it changing (or likely to change)?
• What benchmarks can be used for competitive performance and on what basis can the organisation achieve competitive advantage?
• What makes successful competitors successful? What prevents unsuccessful competitors from achieving their objectives?
• What lessons learned through the external audit can be applied to marketing planning?

Combination Strategy (also referred to as Portfolio restructuring) is the combination of various strategies (stability, growth & retrenchment strategies). Organisations adopt such strategies for various businesses with the aim of improving its performance.

MBA assignment questions and case studies on Combination Strategy:

Q) You are the Chief Strategy Officer of Karbonn Mobiles, an Indian mobile device manufacturing company. You have been fast losing market share to Chinese brands which now account for 50% of the market share. (Other question – You are the Chairman of General Motors in the US. Your Indian subsidiary GM India has been fast losing market share to Competitor brands which now account for over 90% of the market share.)
a. What turnaround strategies can you suggest to arrest the decline of revenues & profitability of your company?
b. In your opinion, would it be considered appropriate to pursue a Combination Strategy? State your response with appropriate justifications & reasons.