This subject is given in the third year course for the degree in Business Administration and Management. The subject of strategic management is intended to highlight the fact that in recent decades there is a growing interest in issues relating to the so-called business strategy. This entails a need to study and assess the competitive position of the company as a consequence of the growing and ever-changing complexity of its environment. The business strategy is the response to the company's ongoing need to adapt to the changes in its environment. For this reason, this course is intended to study the company's overall strategic management process, which is comprised of three main parts: strategic analysis, the formulation of the strategy and the implementation of the strategies. It is therefore a subject that is intended to provide the student with answers to the need that companies have to survive or to enhance their effectiveness in an increasingly hostile environment. The solution to this need is that which is intended through the formulation of the so-called business strategy. Throughout this course not only theoretical knowledge is taught but also practical knowledge as business management studies require that the student must have skills and knowledge in order to be able to perform in the realm of the company's Strategic Management. This implies that it is equally important to ensure the assimilation of theoretical knowledge as well as that of its application in resolving business problems and case studies of both national and foreign companies. In this sense, the practical classes are an essential element in the learning of these skills and knowledge as they are the necessary bridge between theory and practice. RELATIONSHIP WITH OTHER SUBJECTS OF THE SYLLABUS. This course builds upon the knowledge gained in the other subjects for the degree, especially the second year subject on Company organisation. In the program of the Company organisation subject (in the second year of this degree) you have a module on Strategic Management and more specifically on strategic analysis. Therefore, in this subject we shall not go in in greater depth at this stage of the overall process of the strategic company management, as you have already covered this in the course on Company organisation. Similarly, the following subjects are also most important for the student: Financial Accounting, Operations Management, Marketing Management, Financial Management and Management Control. PROJECTION TOWARDS PROFESSIONAL FIELDS The subjects studied in this degree are intended to cover the management and administration of organisations and companies. The professional careers of the students are largely focused on: a) The company. b) The state or local public administration. c) Teaching. d) Liberal professions.
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Throughout the program youwill see the globalManagement Strategy process of the company that is comprised of threemain parts: the strategic analysis, the formulation ofstrategies andthe implementation ofstrategies. Toassimilate the concepts of this subject we will ground these on the study anddiscussion of case studies and actual situations in Spanish and foreigncompanies aswell as exercises tobe solved.I would like to remind you that of the threeparts into which the overall Strategic Management process is divided, youhave already worked on the first phase called Strategic Analysis as this wasalready covered in the Company Organisation course. Therefore,in this course we shall only give a reminder of this first phase.
Strategic analysis is the process by which it is possible to ascertainthe set of threats and opportunities that the environment presents to theOrganization, as well as similarly the set of strengths and weaknesses thatallows Management to diagnose and assess the situation and make the relatedformulation of a strategy, once the purposes or missions have been defined aswell as the company's targets and milestones.
Based on the strategic analysis and dependingon the proposed methodology, the formulation of strategies involves theformulation or design of the possible alternatives available to attain themission and the targets chosen based on the context defined in the external andinternal analysis.
The strategic implementation involves the preparation of a strategic planthat encompasses the aims and decisions that have been adopted in previousstages, as well as the assignment of the resources and the path to be followedfor the strategy to be a success. The implementation is completed with thestrategic planning and control.
PART I: THE NATURE OF THE STRATEGY AND THE INTERNAL ANDEXTERNAL ANALYSIS OF THE COMPANY
1. THE NATURE OF THE STRATEGY
1. THE STRATEGY CONCEPT
2. THE STRATEGY LEVELS
3. FUNCTIONAL STRATEGIES
4. THE INTERNAL AND EXTERNAL ANALYSIS
5. THE ANALYSIS OF THE ENVIRONMENT
6. THE INTERNAL ANALYSIS
EXERCISE BOOK ON TOPIC 1:
EXERCISES ON NATIONAL AND FOREIGN COMPANIES TO DO AGOALKEEPER ANALYSIS AND APPLY THE SWOT TECHNIQUE.
PART II: FORMULATINGTHE STRATEGY
2. STRATEGYAND THE COMPETITIVE ADVANTAGE
1. CONCEPTAND RELATIONSHIPS
2. CREATIONOF THE COMPETITIVE ADVANTAGE
3. MAINTENANCEOF THE COMPETITIVE ADVANTAGE
3. THECOMPETITIVE ADVANTAGE IN COSTS
1. SOURCESOF THE ADVANTAGE IN COSTS
2. BARRIERSTO IMITATION
4. RISKSOF THE ADVANTAGE IN COSTS
EXERCISE BOOK ON TOPIC 3:
EXERCISES FOR APPLYING THE COMPETITIVE ADVANTAGE INCOSTS.
4. THE COMPETITIVE ADVANTAGE IN PRODUCTDIFFERENTIATION
1. SOURCES OF PRODUCT DIFFERENTIATION
2. BARRIERS TO IMITATION
3. APPLICABLE CONDITIONS
4. RISKS OF THE DIFFERENTIATION ADVANTAGE
EXERCISE BOOK ON TOPIC 4:
EXERCISES FOR APPLYING THE COMPETITIVE ADVANTAGE IN PRODUCTDIFFERENTIATION.
5. THE EXPANSION OF THE GOALKEEPER COMPETITIVESTRATEGIES: THE STRATEGIC CLOCK
1. STRATEGIESORIENTATED TOWARDS LOW PRICES
2. STRATEGIESORIENTATED TOWARDS DIFFERENTIATION
3. HYBRIDSTRATEGIES OR THOSE ORIENTATED TOWARDS THE QUALITY-PRICE RELATIONSHIP
4. STRATEGIESDOOMED TO FAILURE
6. STRATEGIESBASED ON THE FEATURES OF THE INDUSTRY
1. THE COMPETITION IN NEW OR EMERGING INDUSTRIES
1.1THE FEATURES OF EMERGING INDUSTRIES
1.2STRATEGIES FOR EMERGING INDUSTRIES
2. THE COMPETITION IN MATURE INDUSTRIES
2.1THE FEATURES OF MATURE INDUSTRIES
2.2STRATEGIES FOR MATURE INDUSTRIES
3. THE COMPETITION IN WANING INDUSTRIES
3.1THE FEATURES OF WANING INDUSTRIES
3.2STRATEGIES FOR WANING INDUSTRIES
4. THE COMPETITION IN FRAGMENTED INDUSTRIES
4.1 THEFEATURES OF FRAGMENTED INDUSTRIES
4.2STRATEGIES FOR FRAGMENTED INDUSTRIES
EXERCISE BOOK ON TOPIC 6:
EXERCISES ON STRATEGIES BASED ON THE FEATURES OF THEINDUSTRY.
7. STRATEGIES FOR INDUSTRIES WITH A TECHNOLOGICAL BASE
1. THE EFFECTS OF TECHNOLOGY ON INDUSTRY
1.1THE EFFECTS ON THE EVOLUTION OF INDUSTRY
1.2THE EFFECTS ON THE STRUCTURE OF INDUSTRY
2. THE FEATURES OF INDUSTRIES WITH A TECHNOLOGICAL BASE
2.1THE TECHNICAL STANDARDS
2.2THE COST STRUCTURE
EXERCISE BOOK ON TOPIC 7:
EXERCISES ON THE STRATEGIES FOR INDUSTRIES WITH ATECHNOLOGICAL BASE.
8. DEVELOPMENTMANAGEMENT: THE FIELD OF THE ACTIVITY AND ITS EXPANSION
1. THE DEFINITION OF THE COMPANY’S FIELD OF ACTIVITY
2. THE COMPANY’S GROWTH AND DEVELOPMENT
3. THE DIRECTIONS OF DEVELOPMENT
4. THE EXPANSION STRATEGY
4.1PENETRATION IN THE MARKETS
4.3THE DEVELOPMENT OF MARKETS
EXERCISE BOOK ON TOPIC 8:
EXERCISES ON STRATEGIES IN ACCORDANCE WITH THE FIELDSOF ACTIVITY AND EXPANSION.
9. DEVELOPMENT MANAGEMENT: DIVERSIFICATION,VERTICAL INTEGRATION AND RESTRUCTURING
1. BUSINESS DIVERSIFICATION
2. THE RELATED DIVERSIFICATION STRATEGY
2.1REASONS FOR THE RELATED DIVERSIFICATION
2.2RISKS OF THE RELATED DIVERSIFICATION
3. THE NON-RELATED DIVERSIFICATION OR CONGLOMERATEDSTRATEGY
3.1REASONS FOR THE NON-RELATED DIVERSIFICATION
3.2RISKS OF THE NON-RELATED DIVERSIFICATION
3.3BUSINESS DIVERSIFICATION AND RESULTS
4. THE VERTICAL INTEGRATION STRATEGY
4.1THE REASONS FOR VERTICAL INTEGRATION
4.2THE RISKS OF VERTICAL INTEGRATION
5. THE RESTRUCTURING STRATEGY OF THE BUSINESS PORTFOLIO
5.1THE REORGANISATION OF A BUSINESS
5.2THE RESTRUCTURING OF THE BUSINESS PORTFOLIO
EXERCISE BOOK ON TOPIC 9:
EXERCISES ONDIVERSIFICATION STRATEGIES, VERTICAL INTEGRATION AND RESTRUCTURING.
10. DEVELOPMENT METHODS: INTERNALAND EXTERNAL
1. INTERNAL DEVELOPMENT VS. EXTERNAL DEVELOPMENT
1.1THE JUSTIFICATION OF EXTERNAL DEVELOPMENT
1.2THE ADVANTAGES AND DISADVANTAGES OF EXTERNAL DEVELOPMENT
1.3TYPES OF EXTERNAL DEVELOPMENT
2. MERGERS AND ACQUISITIONS OF COMPANIES
3. FORMS OF EXTERNAL DECONCENTRATION
4. THE MANAGEMENT OF EXTERNAL DEVELOPMENT
4.1THE SELECTION OF THE TARGET COMPANY
4.2ORGANISATIONAL AND CULTURAL INTEGRATION
4.4DEFENCE AGAINST THE COMPETITION
EXERCISE BOOK ON TOPIC 10:
EXERCISES ONINTERNAL AND EXTERNAL DEVELOPMENT METHODS.
11. DEVELOPMENT METHODS: BUSINESSJOINT VENTURES
1. JOINT VENTURES BETWEEN COMPANIES
1.1THE CONCEPT AND THE FEATURES OF A JOINT VENTURE
1.2THE JUSTIFICATION OF A JOINT VENTURE
2. THE ADVANTAGES AND DISADVANTAGES OF A JOINT VENTURE
3. TYPES OF AGREEMENT
EXERCISE BOOK ON TOPIC 11:
EXERCISES ON CORPORATE JOINT VENTURES.
PART III: THEIMPLEMENTATION OF THE STRATEGIES
12. THE ASSESSMENT AND IMPLEMENTATION OF STRATEGIES
1. THE PROCESS OF ASSESSMENT AND SELECTION OF STRATEGIES
1.1THE ADAPTATION OF THE STRATEGIES
1.2THE FEASIBILITY OF THE STRATEGIES
1.3THE ACCEPTABILITY OF THE STRATEGIES
2. THE IMPLEMENTATION OF THE STRATEGY
2.1ACTIVITIES OF THE STRATEGIC IMPLEMENTATION
2.2IMPLEMENTATION SUCCESS AND FAILURE FACTORS
3. THE ORGANISATIONAL CHANGE
EXERCISE BOOK ON TOPIC 12:
EXERCISES ON THE IMPLEMENTATION OF STRATEGIES.