PROGRAM
1. Introduction
THEME 1: Strategic Direction of the business
I. Elements of Theory
1.1 Strategy: understanding, concept and evolution. 1.2 Components and levels of strategy. 1.3 Strategy, vision, mission and office of the business. 1.4 Strategic segmentation: unities, identification and delimitation. 1.5 Strategy and corporative objects. 1.6 The company from a strategic perspective: Direction and strategy.
2. Strategic Analysis
THEME 2: External analysis (I) The general environment
I. Elements of Theory
2.1 Basic concepts of the environment. 2.2 Generic environment and specific environment: components. 2.3 Typology of the environment: turbulence and models. 2.4 Techniques of the analysis of the general environment: strategic profiles and scenarios.
THEME 3: External analysis (II) The specific environment
I. Elements of Theory
3.1 Sector semantics: sector, marker, industry and business. 3.2 Typology of the sector: criteria. 3.3 Analysis of the structure of a sector. 3.4 Segmentation of markets: strategic groups.
II. Appendix
The economic power of the business in the market:
1. The size of the company. 2. The economic concentration: averages. 3. The entrance barriers: generating causes; economics of scale and the experience effect; goal economics; institutional barriers.
THEME 4: Internal analysis: (I) Functional estructura
I. Elements of Theory
4.1 The economic structure of the business. 4.2 Analysis of the competition of the company: the resources; the capacities; the sustainability or durability of the competitive advantages: search for competitiveness; success v. failure. 4.3 The chain of value 4.4 Functional analysis and strategic profile. 4.5 Leverages.
II. Appendix
The competitive advantage of the nations:
1. Determinates of the national competitive advantage. 2. The competitive development of the national economies. 3. Gubernatorial politics.
THEME 5: Internal Analysis: (II) The Business Portfolio
I. Elements of Theory
5.1 Cycle of life. 5.2 The PIMS method 5.3 The matrices of strategic analysis: matrix of evaluation of the internal factors; SWOT matrix; internal-extreme matrix. 5.4 Empirical considerations. 5.5 Some key factors for strategic analysis.
THEME 6: Internal Analysis: (III) Technology and Innovation
I. Elements of Theory
6.1 The technology: approximation, concept and typology. 6.2 Innovation and technological change 6.3 Technology and strategy: Impact of activities and sector position. 6.4 Technological strategies: the technological patrimony; the acquisition of technology; strategies. 6.5 The new technologies of information: simple separated elements; subsystems; flexible systems of fabrication.
3. Company strategies
THEME 7: Generic competitive strategies
I. Elements of Theory
7.1 Competitive advantages and business strategies. 7.2 The strategy of
leadership for costs. 7.3 The strategy of differentiation of products. 7.4
The strategy of high segmentation. 7.5 Complementary strategies: quick
answers, innovation and environment.
THEME 8: Strategies following the cycle of life of the business
I. Elements of Theory
8.1 A vision about company growth. 8.2 Strategies of stable and real
growth. 8.3 Strategies of stability and survival: growing, harvesting,
non-investments, and liquidation. 8.4 Economic cycle and strategies:
survival, men and culture.
THEME 9: Sector Strategies
I. Elements of Theory
9.1 Strategies in new or emerging industries. 9.2 Strategies in mature
industries. 9.3 Strategies in industries in decline 9.4 The proposal of
strategic surroundings of the BCG: Industries that are fragmented, specialized, suspended or voluminous. 9.5 Industrial restructuring: the
adaptation to change; classic mark of re-conversion; a model for
restructuring.
THEME 10: Strategies of Development
I. Elements of Theory
10.1 The strategic axis of growth. 10.2 Forms of growth: expansion-specialization; diversification; vertical integration; horizontal and concentric diversification. 10.3 Conglomerates, corporations and groups of companies. 10.4 Methods of growth: internal v. external; strategies of
fusion and acquisition; the problematic in integration. 10.5 Financial
alternatives in the processes of fusion and acquisition.
THEME 11: Strategies of Cooperation
I. Elements of Theory
11.1 Business alliances: objectives and factors for success: advantage an
inconveniences. 11.2 Forms of alliance and cooperation: tax exemption;
license; subcontracts; consortiums; spin-off; long-term contracts; joint ventures; capital ventures; crossed participations; agreements of complex cooperation. 11.3 Webs of cooperation and integrated industrial branches.
THEME 12: The Strategy of Internationalization
I. Elements of Theory
12.1 The multinational company: basic notes, characteristics and
organizational and financial aspects. 12.2 The strategy of international-
ization of the company. 12.3 Global competition: globalization of
markets; the proposals of Porter and Solberg. 12.4 Global strategies.
4. Evaluation, Implantation and Strategy Control
THEME 13: Evaluation and Selection of Strategies
I. Elements of Theory
13.1 The strategic evaluation: criteria: strategic logic and other references.
13.2 Techniques of strategic evaluation 13.3 Strategic election: analysis
of the yield and the risk. 13.4 Other elements of success in strategic
election.
THEME 14: Implantation of Strategies
I. Elements of Theory
14.1 The implementation of the strategy: success. 14.2 Strategy and
structure: the chain of events strategic-structural; the organizational
design: classic and evolutionary. 14.3 Implementation and development
of the strategy. 14.4 The system of strategic direction: the company of
the third type; the styles of direction and leadership; styles of direction
and strategy; TQM. 14.5 Corporate culture: diagnostics and cultural
strategic change.
THEME 15: SYSTEMS OF PLANNING AND CONTROL
I. Elements of Theory
15.1 Planning and allocation of resources. 15.2 Systems of strategic
planning: strategic planning and tactics; instrumental praxis. 15.3
Strategic control: fundamental tools. 15.4 Information and strategy of
the company. 15.5 The information system in the company.
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