Strategic Management

The course will work with theoretical-practical classes, seeking to combine the expository dimension of the subject with the necessary
practical illustration, where the teacher and students will present and discuss the resolution of several exemplary cases from real life.
The purpose of these works is threefold:
i) develop the organizations’ ability to solve real problems;
ii) familiarization of the student body with the application of the “Case Method”;
iii) enhance relationships with other disciplines.

In order to define the future path of an organization, company or other type of institution, it is essential to have a strategy that ensures the
intended objectives and excellent performance.
The strategic diagnosis is carried out, the strategic possibilities are evaluated and the most adequate to the external conditions is chosen.
The strategy is implemented, its development is controlled, the results or objectives that are being achieved are determined and, if
necessary, corrections are made.
At the end students should be able to:
– Carry out a strategic diagnosis of a company and, in particular:
– Perform a PESTAL analysis
– Apply Porter’s five forces model
– Build and analyze a company’s value chain
– Analyze the resources and competencies of a company
– Identify and characterize the strategy followed by a company and verify whether or not it creates value;
– Design a framework to implement the strategy.
– Understand the BSC as a strategy management system.

1. What is Strategy?
2. Principles Theories of Strategy
2.1. I/O Model
2.2. Resources and Capabilities Model (RBV)
3. The strategic management process
3.1. The 5 tasks of the strategy
3.2. Strategy levels4. Strategic analysis
4.1. Internal Analysis: Resources and Capabilities and Value Chain
4.2. External analysis
4.2.1. PESTAL
4.2.2. 5 Forces
5. Choosing the strategy
5.1. Ansoff’s Product-Market Matrix
5.2. Porter’s generic strategies
6. Strategy Implementation
6.1 Strategy as a practice for excellent performance
6.2 Adjusting the structure and strategy
6.3. Strategic action
6.3. Control of strategy implementation

NAO