General information

Subject type: Mandatory

Coordinator: Monica Juliana Oviedo León

Trimester: Second term

Credits: 6

Teaching staff: 

Giovanni Giusti

Teaching languages

  • English

The language of instruction is English, although the material may be in any of the three languages.


Basic skills
  • B4_That students can convey information, ideas, problems and solutions to both specialized and non-specialized audiences


  • B5_That students have developed those learning skills necessary to undertake further studies with a high degree of autonomy


Specific skills
  • E11_Analyze and properly assess the scientific-technological and economic environment, both to look for innovative opportunities and to establish the necessary processes to adapt the organization to this environment


  • E15_Gather and interpret significant data to issue judgments that include a reflection on relevant topics in the business field and be able to prepare a document that allows information to be transmitted or an innovative business proposal


General competencies
  • G2_Be able to innovate by developing an open attitude to change and be willing to re-evaluate old mental models that limit thinking

Transversal competences
  • Communicate properly orally and in writing in the two official languages ​​of Catalonia

  • T3_Show entrepreneurial leadership and leadership skills that build personal confidence and reduce fear of risk



The subject of Strategic Innovation has three objectives. On the one hand, to provide the student with the most advanced knowledge in terms of business strategy and relationship with the global environment.

On the other hand, by using the case method it allows the student to learn complex theoretical concepts thanks to real and current business cases.

Finally, by using a business simulator the student will be able to implement in a virtual environment the concepts learned in the class sessions (eg competitive advantage, innovation by segments, licenses, management of the global environment, etc.). .



1. What is a strategy?

1.2 Strategic leadership, competitive advantage and performance

1.3 Strategic managers

1.4 The process of elaborating strategies

1.5 Main objectives

1.5.1 External analysis

1.5.2 Internal analysis

1.6 Scenario planning

Case (1)

Case (2)


2. External analysis

2.1 The analysis of the industry

2.2 Opportunities and threats

2.3 Model 5 Goalkeeper Forces

2.4 Barriers to entry

2.5 Rivalry between established companies

2.6 Macroeconomic forces

Case (3)

Case (4)



3. The nature of competitive advantage

3.1 Internal analysis

3.2 Value creation and profitability

3.3 The value chain

3.4 The basic components of competitive advantage

3.5 Measuring competitive advantage: accounting

Case (5)

Case (6)


4. Competitive advantage through functional level strategies

4.1 Approach: Efficiency

4.2 Approach: Quality

4.3 Approach: Innovation

4.4 Superior customer responsiveness

Case (7)

Case (8)

Case (9)





5. Implementation strategy

5.1 Business level strategy (BLS)

5.1.1 Cost reduction

5.1.2 Differentiation

5.1.3 Value innovation

5.2 Market segmentation

5.3 Competing differently: blue ocean strategy

Case (10)



6. Relationship between BLS and the industrial environment

6.1 Strategies in a fragmented industry

6.1.1 Consolidate through innovation

6.1.2. Chains and franchises

6.1.3 Horizontal mergers

6.2 Strategies in embryonic and growing industries

6.3 Strategies in mature industries

6.4 Strategies in declining industries

Case (11)


7. Strategies in the global environment

7.1 Global and national environment

7.2 Global expansion, profitability and profit growth

7.3 Choice of a global strategy

7.4 The choice of the mode of entry

7.4.1 Export

7.4.2 Licenses

7.4.3 Franchises

7.4.4 Joint venture

7.4.5 Wholly owned subsidiaries

Case (12)



8. Business strategy

8.1 Horizontal integration

8.2 Vertical integration

8.3 Strategic subcontracting

Case (13)

Evaluation system


Simulator result (directly awarded by the program)


Final presentation (heading based on the relationship of each topic with the strategy adopted in the simulator).


Final exam


The exam must be passed to make the average.

In the recovery the note of the continuous evaluation is maintained and only the examination will be able to be recovered.


A student who has not applied for the first call CANNOT apply for recovery.

Continuous assessment notes for different academic years will not be saved.




Hill, CW, Jones, GR, & Schilling, MA (2019). Strategic management: Theory & cases: An integrated approach (13th edition). Cengage Learning.


Porter, ME (1985). Technology and competitive advantage. Journal of business strategy.

PORTER, ME (2008): “On Competition,” Harvard Business School Press.

Grant, RM (2013): Contemporary Strategy Analysis: Concepts, Techniques, Applications. Cambridge (USA). Blackwell. (8th Edition)

KIM, W. CHAN (2005): "Blue ocean strategy". Harvard Business School Publ. body

GUERRAS MARTIN, LA and NAVAS LOPEZ, JE (2008): Strategic management of the company. 4th edition. Madrid. Thomson-Civitas.

Price, CR (2012). Gender, competition, and managerial decisions. Management Science, 58 (1), 114-122.

Porter, ME (1989). From competitive advantage to corporate strategy. In Readings in strategic management (pp. 234-255). Palgrave, London.