Business Strategy

Know the Manager’s Functions: Planning, Organizing, Motivation, Leadership and Controlling. Distinguish
manager functions from business functions.

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.

To speed up the understanding of the materials and make the exhibitions more attractive, different
audiovisual means will be used.

Strategy is essential for the success of organizations. 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 that the intended objectives and excellent performance are achieved.

Within the scope of the strategy, we begin by carrying out a strategic diagnosis, evaluating the strategic possibilities and choosing the one that is most appropriate to the organization and best adjusted to external conditions. The strategy is then implemented, its development is controlled, the results or objectives that are being achieved are determined and, if necessary, corrections are made to obtain the desired performance.

At the end of this subject, students should be able to:
– Use the Strategic Management Model, in all its aspects
– Create a mission statement tailored to an organization
– Apply Porter’s five forces model;
– Build and analyze a company’s value chain;
– Analyze a company’s resources and skills;
– Identify and characterize the strategy followed by a company and verify whether it creates value or not;
– Understand the BSC as a strategy management system.

1. Introduction:

1.1. Description of the Strategic Management model

1.2. The Manager and Strategic Management

2. The Concept of Strategy and its interrelationship with tactics – the analysis instruments

3. The format of the Strategic Plan

4. Scanning the external environment and analysis of industries

4.1. Use of Porter’s structural analysis model

4.2. Its application to case studies

5. Internal Scanning and Analysis

5.1. Analysis of the Organization’s Situation and Strategy

5.2. Using matrices

5.3. Global Strategy (Corporate Strategy)

6. Analysis of the Organization’s Situation and Strategy

7. Competitive (or Divisional) and Functional Strategies

8. Strategy Implementation: Organize for Action

9. Strategy Implementation: Staffing and Management

10. Assessment and Control

NAO

Silva, Gabriel, Silva, José Trovão (2019) Estratégia: O Poder da Gestão Estratégica para Identificar, Explorar e Resolver Problemas, Ed Atual. (Bibliografia Fundamental)

 Serra, FR, Ferreira, MP, Torres, MC e Torres, AP (2010) Gestão Estratégica – Conceitos e Prática, Ed Lídel.

 Freire, Adriano (2023) Gestão Moderna – Sucesso nos Negócios Tradicionais e Digitais – Ed. Bertrand

 Crespo de Carvalho, José,  e Cruz Filipe, José (2014) Manual de Estratégia – Conceitos, prática e roteiro, Ed. Sílabo

 Lopes dos Reis, Felipa,  e Lopes dos Reis, Rui (2022) Manual de Estratégia Empresarial, Inovação e Empreendedorismo – com exemplos práticos e casos de estudo Ed. Sílabo

 Moleiro Martins, José (2023) Estratégia Organizacional – Transformar desafios em oportunidades em 14 lições, Ed. Sílabo

 Porter, Michael (2004) Estratégia Competitiva, Editora Campus (Brasil),

 Porter, Michael, (1989) Vantagem Competitiva, Editora Campus (Brasil),