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Strategic Management
Dec 2025 Examination
Q1. Sunway Group is a major diversified Malaysian conglomerate with 13 business divisions, including real estate, construction, retail, hospitality, education, and healthcare. Established in 1974, Sunway is known for its integrated townships and sustainable development practices, with Sunway City Kuala Lumpur serving as a model smart sustainable city. Sunway’s top management has just completed a major strategic planning retreat, resulting in a new five-year strategic plan. However, past initiatives have failed at the implementation stage due to lack of buy-in from lower- level managers and unclear evaluation metrics. The company wants to avoid repeating these mistakes and is seeking a more interactive and inclusive approach.
How would you apply the Strategic Management Model to ensure effective implementation, evaluation, and control of the new strategy? Describe the specific programs, structures, and performance measures you would put in place, and explain how you would involve employees at all levels to drive long-term organizational success. (10 Marks)
Q2. An Indian manufacturing company, established over 100 years ago, has successfully navigated numerous economic and industry changes. Its leadership attributes this resilience to a culture of continuous improvement, investment in technology, and learning from both domestic and international experiences. However, with the pace of globalization and innovation accelerating, the company’s board is questioning whether its traditional strategic management practices are still adequate. They seek a critical evaluation of the company’s approach and recommendations for future-proofing its strategy.
Evaluate the strategic management practices of a century-old Indian company that has survived multiple market disruptions. Critique the factors that have contributed to its longevity and assess whether its current strategic processes are sufficient to ensure continued success in an increasingly globalized and innovative environment.
Q3(A). BorgWarner Inc. is a mid-sized manufacturing firm in the USA and global product leader in delivering innovative and sustainable mobility solutions for the automotive industry. They are a leading supplier of powertrain technologies, including those for internal combustion, hybrid, and electric vehicles. The company is headquartered in Auburn Hills, Michigan, and operates globally with facilities in 24 countries. BorgWarner has historically relied on annual budgets and internal data for planning. However, recent market volatility and regulatory changes have exposed the limitations of this approach. The management team recognizes the need for a more robust, future-oriented planning system that incorporates external trends and stakeholder perspectives.
Develop a strategic planning model for a mid-sized company transitioning from basic financial planning to a more sophisticated, externally oriented approach. Explain how your model will help the company better anticipate environmental changes and integrate stakeholder input into its long-term strategy. (5 Marks)
Q3(B). A Multinational Conglomerate with diverse business units has experienced a steady decline in market share over the past five years. The CEO attributes this to disruptive technologies, new global entrants, and a lack of coordinated strategic direction across divisions. The company’s current approach is fragmented, with each division operating in silos and little integration of strategic planning or information sharing. The board has tasked you, as the new Chief Strategy Officer, to develop a unified strategic management process that leverages the company’s core competencies and adapts to the rapidly changing environment.
Design a Comprehensive Strategic Management Framework for a large, multidivisional corporation facing declining market share due to rapid technological change and increased global competition. How would your framework ensure effective environmental scanning, strategy formulation, implementation, and evaluation across all divisions to restore long-term competitiveness? (5 Marks)
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Strategic Management
Dec 2025 Examination
Q1. Queens Magic Land, a leading theme park operator, diversified into the quick service restaurant (QSR) sector by leveraging its success with healthy food options in its parks. Despite initial customer interest, the chain quickly faced losses due to high competition, operational costs, and fading novelty. The QSR market is saturated with established brands like McDonald’s, KFC, and local players, making it difficult for the new entrant to sustain its premium, health-focused positioning. The management is now evaluating how to reposition the QSR business using Porter’s cost leadership, differentiation, or focus strategies to carve out a sustainable niche and improve profitability. Given the scenario, how can Queens Magic Land apply Porter’s generic strategies to reposition its quick service restaurant (QSR) business and regain competitive advantage in a crowded market with both international and domestic players? (10 Marks)
Q2(A). Let us assume that Marico Limited, which is a leading player in the beauty and wellness industry, has implemented a range of sustainability initiatives, including energy efficiency, renewable energy adoption, and waste reduction. These efforts have required significant operational adjustments and ongoing commitment. However, the company faces challenges in managing the trade-offs between environmental sustainability and other business priorities, such as cost control and supply chain efficiency. The management team is evaluating whether their current environmental scanning practices adequately capture both the risks and opportunities presented by ecological and societal trends. Critically assess Marico Limited’s approach to sustainability and efficient manufacturing in the context of environmental scanning. Briefly explain how well Marico balance the strategic opportunities and risks associated with ecological and societal trends. (5 Marks)
Q2(B). A large conglomerate with multiple business units across various industries relies heavily on the BCG Growth-Share Matrix to allocate resources and make investment decisions. While the matrix provides a clear visual representation of business unit performance, some managers argue that it oversimplifies complex realities and may lead to suboptimal decisions, especially in fast-changing markets. Critically assess the decision of a diversified conglomerate to use the BCG Growth-Share Matrix as its primary tool for portfolio analysis. Briefly explain the limitations of this approach in today’s dynamic business environment, and how the company might improve its strategic decision-making process. You may use relevant examples to support your analysis. (5 Marks)
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