This course will enable students to develop strategic skills which Strategic Management in turn will allow them to help businesses and companies in their quest for higher levels of competitiveness and above average returns. Students will apply strategic thinking to decision making situations in international environments, which include environmental analysis and diagnosis skills, understanding of the competitive strategy, and positioning of the company in the competitive environment through case analysis, resource management and development of skills, as well as aligning the conceptualization of the strategy with its execution in order to improve team problem-solving and decision making.

This course is designed for all students interested in business and entrepreneurship, as well as in competitive dynamics and the development of strategic goals while planning and implementing long term initiatives. Participating students can join this course having their specialization in any subjects at their universities. Students will develop a systematic knowledge about strategic thinking, as well as planning and implementation of a chosen strategy. The course will help students to understand the importance of Strategic Management and Competitive Strategies, and to identify the competitive strategy that better suits the company they work for in the future. 

1. STRATEGIC DIMENSION:

1. Strategy, components, premises, and dimensions. 1.2 Strategy and market. 1.3 The concept of Value. 1.4 Value Delivery and Value Proposition. 2. Strategic Management. 2.1 Concept and definition 2.2 The Strategic Management Process. 3. Strategy. 3.1 Strategic management and strategy. 3.2 Competition models. 3.3 Strategy: cost leadership. 3.4 Strategy: differentiation leadership. 3.5 Strategy: focus strategy. 

2. ASSESSMENT OF THE INTERNAL AND EXTERNAL ENVIRONMENTS OF THE BUSINESS:

2. Industry and environmental analysis. 2.1.1 Analysis tools: PESTEL, Competitive Strengths, Entry/Exit Barriers, McKinsey. 2.2 Internal Analysis 2.2.1 Analysis tools: Distinctive Competencies, Value Chain, Alignment and Consistency. 2.3 Hybrid models/other models 2.3.1 7´S de McKinsey, BCG and GE, Diamond, Trend Analysis 2.4 Synthetizing the analysis 2.4.1 Meaning of the information of the environment of the business and how it feeds the strategy definition process. 2.4.2 Options and Alternatives. 

3. COMPETITIVE STRATEGIES:

3. Generic Competitive Strategies: Meaning of generic competitive strategies, Low cost, Differentiation, Focus – when to use which strategy. 3.2 Grand Strategies: Stability, Growth (Diversification Strategies, Vertical Integration Strategies, Mergers, Acquisition & Takeover Strategies, Strategic Alliances & Collaborative Partnerships), Retrenchment, Turnaround, Divestment, Liquidation, Outsourcing Strategies. 

4. STRATEGY IMPLEMENTATION:

4. Components of a strategic plan, barriers to implementation of strategy, Mintzberg’s 5 Ps – Deliberate & Emergent Strategies , Mc Kinsey’s 7s Framework.4.1 Organization Structures for Strategy Implementation: entrepreneurial, functional, divisional, SBU, Matrix, Network structures, Cellular/ Modular organization, matching structure to strategy, organizational design for stable Vs. turbulent environment, 4.3Changing Structures & Processes: Reengineering & strategy implementation – Principles of Reengineering, Six Sigma – Process consisting of defining, measuring, analyzing, improving & establishing steps, Lean Six Sigma (Concepts only). 4.4 Corporate Culture: Building learning organizations, promoting participation through technique of Management by Objectives (MBO), Total Quality Management (TQM). 

• Strategic Management by Ireland, Hoskisson & Hitt, Cengage Learning, 2008 Edition

• Crafting and Executing Strategy: The Quest for Competitive Advantage by Thompson, Strickland, Gamble & Jain, Tata McGraw-Hill, 16th Edition

• Core Competence, Distinctive Competence, and Competitive Advantage: What Is the Difference? By Mooney, Ann. Journal of Education for Business, Nov/Dec2007, Vol. 83 Issue 2

• The Five Competitive Forces That Shape Strategy by Porter, Michael E., Harvard Business Review, Jan2008, Vol. 86 Issue 1

• Strategy & Society: The Link Between Competitive Advantage and Corporate Social Responsibility by Porter, Michael E.; Kramer, Mark R.