General information


Subject type: Mandatory

Coordinator: Monica Juliana Oviedo León

Trimester: Second term

Credits: 6

Teaching staff: 

Giovanni Giusti

Skills


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. Apply the knowledge to undertake business projects that allow the creation of new companies or the improvement of existing ones, applying innovative and creative ideas.

  • E15. Gather and interpret meaningful data to make judgments that include reflection on relevant business issues and be able to prepare a document that allows for the transmission of information 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
  • T1. Communicate properly orally and in writing in the two official languages ​​of Catalonia.

  • T3. Demonstrate entrepreneurial leadership and leadership skills that build personal confidence and reduce risk aversion.

Description


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.). .

Learning outcomes


  • Identify the main strategic problems of the company as well as the theoretical principles of game theory and microeconomics and their application to business strategy.
  • Design the competitive strategy of the company or an innovation project and design, plan and direct innovative business models.

  • Apply knowledge about negotiation, conflict resolution, time management, emotional intelligence, decision making, study techniques, teamwork and communication techniques.

Working methodology


Theoretical sessions

MD1. Master class: Expository class sessions based on the teacher's explanation attended by all students enrolled in the subject

MD3. Presentations: Multimedia formats that support face-to-face classes

MD4. Video capsules: Resource in video format, which includes contents or demonstrations of the thematic axes of the subjects. These capsules are integrated into the structure of the subject and serve students to review as many times as necessary the ideas or proposals that the teacher needs to highlight in their classes.

Guided learning

MD7. Case study: Dynamics that starts from the study of a case, which serves to contextualize the student in a specific situation, the teacher can propose different activities, both individually and in groups, among their students.

MD8. Role-playing games: Simulation dynamics in which each student plays a role specified by the teacher. As a "role", you will have access to specific information and must "play" its bases, according to the rules of the game, to solve or live the reference situation of the dynamics.

Autonomous learning

MD9. Solving exercises and problems: Non-contact activity dedicated to the resolution of practical exercises based on the data provided by the teacher

MD10. Research and critical reading of articles: Students start from a working hypothesis that they will develop, following the phases of the research methodology, including the critical reading of articles.

MD11. Non-contact tutorials: why the student will have telematic resources such as e-mail and ESCSET intranet resources.

Contents


BLOCK 1
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)

BLOCK 2

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)

SIMULATOR Q1

BLOCK 3

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)

SIMULATOR Q2-Q3-Q4

6. Relationship between BLS and the industry environmentl
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)

SIMULATOR Q5-Q6

8. Business strategy
8.1 Horizontal integration
8.2 Vertical integration
8.3 Strategic subcontracting
Case (13)

Learning activities


The subject includes: Master classes, practical classes (with the possibility of a virtual business simulator) where students will have to perform exercises, discuss in class cases, articles and topics of interest for the subject.

Evaluation system


Abstract

Simulator result (directly awarded by the program) 20%
Final presentation (heading based on the relationship of each topic with the strategy adopted in the simulator) 30%
Final exam 50%


Continuous assessment (50%) and examination (50%) 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

REFERENCES


Basic

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

Complementary

JOHNSON, G., K. SCHOLES and R. WHITTINGTON (2008): EXPLORING CORPORATE STRATEGY, 8th Edition. Essex (UK). Pearson.

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

HELLRIEGEL, JACKSON AND SLOCUM (2005): Administration. A competency-based approach. Madrid. Thomson-Civitas.

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

THOMPSON, AR, STRICKLAND, AJ and GAMBLE, JE (2008): Strategic Administration, 15th edition. Mexico. McGraw-Hill.

GRANT, RM (2013): ContemporaryStrategyAnalysis: Concepts, Techniques, Applications. Cambridge (USA). Blackwell. (8th Edition)

PORTER, ME (1984): Competitive Strategy. Mexico. CECSA

 

HERNÁNDEZ ORTÍZ MJ and others (2000): Practical cases of administration and organization of companies. Madrid. Pyramid

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