MIDDLESEX UNIVERSITY EXAMINATION PAPER

2007-2008 May 2008

MGT 3170 Strategic Management

Acting Module Leader Abhijit Mandal

Time allowed: Total number of questions: Instructions to candidates:

Three Hours Five Students have to answer all questions in Part I AND Any two questions from Part II Part I and Part II are equal in terms of marks

Marks: Materials provided:

Each question in Part Two is worth 25 marks Case Study Starbucks (Richard Ivey School of Business) Answer Books and Extra Loose Sheets with Fixing Tags Front Sheet plus Two Pages of questions

Total number of pages:

Candidates are warned that illegible scripts will not be marked.

No books, other papers or electronic devices are permitted to be brought into the examination room other than those specified above.

Students may keep the examination paper at the end of the examination.

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Part I Compulsory Starbucks Case Study Questions

1.1 What, according to you, is the intended strategy being followed by Starbucks? Why do you say so? What is your assessment of Starbuckss competitive position vis--vis its competitors? Ensure that your answers are well-supported by reasoned analysis. (Suggested maximum limit: 3 sides) (20 marks) 1.2 In your opinion, do you think Starbucks has been faithful to its intended strategy? Answer with reference to the information provided in the case. (Suggested maximum limit: 3 sides) (15 marks) 1.3 In your opinion, what should Starbucks be doing next to grow and prosper? Should they change from the strategy that you described in your answer to Question 1? How do you suggest that Starbucks respond to the offer from McDonalds? (Suggested maximum limit: 3 sides) Hint: You may find it useful to analyse the different growth opportunities in terms of its strengths and weaknesses from its value chain. Diagrams and tables are not part of the suggested maximum limits. (15 marks)

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Part II Answer Any Two of the Following Questions

Each question in Part II carries 25 marks for this paper. The suggested maximum limit is 5 sides for each answer. Diagrams and tables are not part of the suggested maximum limits. You should support your answers with examples from well-known firms that you are familiar with.
2 Describe the difference between an analysis of an organisations expectations and purposes and an analysis of its strategic capabilities. Then explain how these different analyses complement each other. (25 marks)

The strategy clock offers many different strategies. What are these strategies and how would you choose an appropriate strategy or appropriate strategies from them? Would your choice(s) from these 5 strategies be influenced by your analysis of the organisations strengths and weaknesses? Explain your reasons for this answer. (25 marks)

Explain the difference between the choices offered by the strategy clock and the choices available from Ansoffs product-market matrix. Are these choices related to each other in some way? (25 marks)

Explain what you understand by the organizations context. How does the organisations context, for the purpose of implementing a planned change, influence the styles and roles to be adopted for managing the change? (25 marks)

Explain and analyse the difference between intended and emergent strategies within business organisations, giving examples to illustrate your points. How likely are intended strategies to be accompanied by emergent strategies during strategy implementation? (25 marks)