Universidad Pública de Navarra - Nafarroako Univertsitate Publikoa

Descriptors

The first quarter of the Strategic Management course consists of roughly eigth mandatory topics. We teach this course during the first term of the year, aims to integrate many of the different lessons learn in the different courses of finance, economics of organization, marketing, business administration and industrial economics that students have been taken during different years at the Facultad de Ciencias Economicas de la Universidad Pública de Navarra.

The principal ideas of this course are:

First, SM I takes a holistic view within the firm.
It emphasizes the relationships among the functional disciplines (operations, marketing, finance..) covered in other courses. A successful firm, the course argues, is distinguished by the way it tailor its functional policies to each other and to its environment.

Second, SM I focuses on the external environment in which companies compete.
While other courses focus on one or a few elements of the environment, eg customers and channels, financial markets. SMI takes a broad and integrated view of the external environment. It defines rivalry widely to include not only direct competitors but substitute producers, potential new entrants, and even suppliers and customers. It examines not only players with whom a company competes, but also those with whom it cooperates.

Third, SM I is distinguished by its focus on long term dynamics. The course is concerned with superior long run financial performance, not performance in any given quarter or year. The course places a major focus on the sustainability of competitive advantage and the threats to sustained advantage.

These three defining features correspond to three tests of a good strategy, which we identify to students as early in the course as possible.

.- External consistency: is the company strategy consistent with the demand of the external environment?

.- Internal consistency: Do the component of the strategy fit together to form a coherent whole greater than the sum of its parts?

.- Dynamic consistency: Does the strategy call on the firm to do today what is required to succeed tomorrow.

SMI places a premium on analytical rigor and quantitative reasoning. The course calls on students to use both quantitative and qualitative analytical techniques extensively and to integrate the quantitative and the qualitative. The course emphasizes that analysis is a complement to, surely not a substitute for managerial judgment and creativity.

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General proficiencies

CG01 Capacidad de análisis y síntesis
CG03 Comunicación oral y escrita en la lengua nativa
CG06 Habilidad para analizar y buscar información proveniente de fuentes diversas
CG07 Capacidad para la resolución de problemas
CG08 Capacidad de tomar decisiones
CG09 Capacidad para trabajar en equipo

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Specific proficiencies

CE03 Derivar de los datos información relevante para la empresa imposible de reconocer por no profesionales
CE04 Aplicar al análisis de los problemas de gestión empresarial criterios profesionales basados en el manejo instrumentos técnicos
CE07 Valorar a partir de los registros relevantes de información la situación y previsible evolución de una empresa
CE08 Gestionar y administrar una empresa u organización, entendiendo su ubicación competitiva e institucional e identificando sus fortalezas y debilidades

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Methodology

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Languages

English

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Evaluation

40% participation on class, 40% midterm exams, self assessment questions, and 20% final exams.

Tutorial schedule
Monday, and Friday, 10, to 13 at the office.
E mail ehuerta@unavarra.es
Phone 948169368

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Agenda

Detailed Contents

1.- Introducing Strategy
Introduction
What is strategy?
Levels of strategy
Strategic management
Strategy as a subject of study

2.- The environment
Introduction
The macro-environment
Industry and sectors
Competitive forces
Competitors and markets

3.- Strategic Capability
Introduction
Foundations of strategic capability
Cost efficiency
How to achieving and sustaining competitive advantage
Organisational knowledge
Diagnosing strategic capability

4.- Business Strategy
Introduction
Identifying business units
Bases of competitive advantage
Sustaining competitive advantage.
Competitive strategy in hypercompetitive conditions
Competition and collaboration

5.- Corporate level strategy
Introduction
Strategic directions
Reasons for diversification
Value creation and the corporate parents
Portfolio matrices

6.- International strategy
Introduction
Internationalisations drivers
International strategies
Internationalisations and performance

7.- Innovation and entreprenership
Introduction
Innovations dilemmas
Innovation diffusion
Innovators and followers

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Bibliography

Access the bibliography that your professor has requested from the Library.

We are going to followed the book "Exploring corporate strategy: text and cases", 8th edition by G Johnson, K Scholes, and R Whittington.
To get the most from the book and related materials the broad advised to students is to ensure that you have achieved two things;
.- you understand the concepts.
.- you can apply these concepts to practical situations.
There are very interesting features of the text:
.- learning outcomes are including at the beginning of each chapter which show what you should have achieved on completing the chapter.
.- Key terms
.- Illustration boxes appear throughout the chapter and include questions so they can be used as mini cases.
.- Chapter summaries.
.- Work assignments are organised in two levels of difficulty.
.- Recommended key reading.
You have to check the companion web side regularly for updates and additional material
Webside (www.pearsoned.co.uk/ecs)
Material for students is added and updated on a regular basis.
Revision aids.
Audio summaries of chapter
Self assessment questions

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