NMIMS Global Access
School for Continuing Education (NGA-SCE)
Course: Strategic Management
Internal Assignment Applicable for June 2021 Examination
Assignment Marks: 30
Instructions:
All Questions carry equal marks.
All Questions are compulsory
All answers to be explained in not more than 1000 words for question 1 and 2 and for
question 3 in not more than 500 words for each subsection. Use relevant examples,
illustrations as far as possible.
All answers to be written individually. Discussion and group work is not advisable.
Students are free to refer to any books/reference material/website/internet for attempting
their assignments, but are not allowed to copy the matter as it is from the source of
reference.
Students should write the assignment in their own words. Copying of assignments from
other students is not allowed.
Students should follow the following parameter for answering the assignment questions.
1. You have been appointed as a Strategy Consultant to an Italian Luxury Sports Car
manufacturing brand namely “Pagani Huayra” 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,
| For Theoretical Answer | |
| Assessment Parameter | Weightage |
| Introduction | 20% |
| Concepts and Application related to the question | 60% |
| Conclusion | 20% |
| For Numerical Answer | |
| Assessment Parameter | Weightage |
| Understanding and usage of the formula | 20% |
| Procedure / Steps | 50% |
| Correct Answer & Interpretation | 30% |
NMIMS Global Access
School for Continuing Education (NGA-SCE)
Course: Strategic Management
Internal Assignment Applicable for June 2021 Examination
explain the categories of customers you would target alongwith the price points?
(10 Marks)
2. Kikkoman, a Japanese soy sauce manufacturer wishes to enter India. Conduct a PESTLE
analysis for Kikkoman in India & suggest whether Kikkoman should enter India or
otherwise. (10 Marks)
3. You are the Chairman of a French FMCG company in India by the name of
“FrenchShine”. You are operating in the “Soaps & Detergents” category & are facing
tough rivals like HUL, Nirma & P&G. You have been operating in India since 2016.
During 2020, there has been a steady decline in your revenues & profitability. Your
market share has also fallen from 6% to 2.5% during 2020. Your competitors are eating
into your market share slowly & steadily during Covid-19 pandemic times.
a. What turnaround strategies can you suggest to arrest the decline of revenues &
profitability of your company? (5 Marks)
b. In your opinion, would it be considered appropriate to pursue a Strategic Alliance or a
JV Strategy or should “FrenchShine” go it alone in India? State your response with
appropriate justifications & reasons. What would be the advantages & disadvantages of
such a strategy? (5 Marks)
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