Business Strategic

- To provide students with advanced theoretical and practical knowledge on strategic management.
- To provide a methodology that allows students to analyse the implications of the environment and the resources and capabilities of the company, as a basis for identifying the strategy to compete in a global and dynamic environment and to respond to the challenges of its implementation.
- To promote a reflection on business issues from a critical perspective.

1. Business strategy: concept and process levels.
2. Analysis of the general and sectorial environment.
3. Resources and capabilities.
4. Mission,visiion and objectives. Corporate Social Responsibility.
5. Strategy and competitive advantage.
6. Development strategies.
7. Implementation and monitoring of strategic process

BASIC:
GUERRAS MARTÍN, Luís A. y NAVAS LÓPEZ, José E. (2016): Fundamentos de dirección estratégica de la empresa. Editorial Civitas.
JOHNSON, Gerry; SCHOLES, Kevan y WHITTINGTON, Richard (2010): Fundamentos de estrategia. Madrid: Pearson Educación.
GRANT,Robert M. (2006): Dirección Estratégica. Conceptos, Técnicas y Aplicaciones. Editorial Civitas.

COMPLEMENTARY:
ABASCAL ROJAS, Francisco (1994): Cómo se hace un plan estratégico. Madrid. Esic Editorial.
BUENO CAMPOS, Eduardo(1996): Dirección Estratégica de la Empresa: Metodología,
técnicas y casos. Madrid: Pirámide.
BUENO CAMPOS, Eduardo y MORCILLO ORTEGA, Patricio (1993): La Dirección Eficiente. Quince Casos de Estrategia Empresarial. Madrid: Pirámide.
DONNELLY, James H., GIBSON, James L. e IVANCEVICH, John M. (1994): Dirección y
Administración de Empresas. Buenos Aires y otros. Addison-Wesley Iberoamericana
DURÁN, Juan J. (1982): La diversificación como estrategia empresarial. Madrid. Pirámide.
DURÁN, Juan J. (ed.) (1996): Multinacionales españolas I. Algunos casos relevantes. Madrid. Pirámide.
GARCÍA FALCÓN, Juan M. (1987): Formulación de estrategias en la Empresa. Gran Canaria. Caja de Ahorros Insular.
GARCÍA OLALLA, Miriam, VÁZQUEZ ORDÁS, Camilo J., MONTES PEÓN, José M. (eds.). 2002:
Estrategias y Operaciones empresariales en los nuevos mercados: 20 casos a estudio. Madrid. Civitas.
GRIMA TERRE, Joan D. y TENA MILLÁN, Joaquín (1984): Análisis y formulación de la
estrategia empresarial. Barcelona. Hispano-Europea.
HAMEL, Garry y PRAHALAD, C.K. (1998): Compitiendo por el futuro. Ariel Sociedad Económica.
HILL, Charles .W. L. y JONES, Gareth R. (2005): Administración Estratégica: Un enfoque integrado. McGraw Hill.
HITT, Michael A.; IRELAND, R.Duane y HOSKISSON, Robert E. (2008) Administración Estratégica. Competitividad y globalización (7ª edición). International Thomson.
JARILLO, José C. (1992): Dirección Estratégica, 2ª edición. Madrid. McGraw Hill.
MENGUZZATO, Martina y RENAU, Juan J. (1991): La Dirección Estratégica de la Empresa: Un
enfoque innovador del management. Barcelona. Ariel Economía.
OSTERWALDER, Alexander (2011): Generación de modelos de negocio: un manual para visionarios, revolucionarios y retadores. Editorial Deusto.
PORTER, Michael E. (1982): Estrategia competitiva: Técnicas para el análisis de los sectores industriales y de la competencia. México D. F.. CECSA.
PORTER, Michael E. (1987): Ventaja competitiva: Creación y sostenimiento de un desempeño superior. México D. F.. CECSA.
PUMPIN, Cuno y GARCÍA ECHEVARRÍA, Santiago (1993): Estrategia empresarial. Cómo
implementar la estrategia en la empresa. Madrid. Díaz de Santos.
THOMPSON, Arthur A. y STRICKLAND, Alonzo J. (2004): Dirección y Administración
Estratégicas. Textos y casos. México y otros. McGraw Hill.
VENTURA VICTORIA, Juan (2008): Análisis estratégico de la empresa. Ed. Paraninfo.

BASIC AND GENERAL COMPETENCES
CB1.- Having and showing knowledge in this area of study. This area of study started to be analysed in secondary education and involves advanced knowledge.
CB2.- Students should be able to apply acquired knowledge in their future jobs in a professional way. They should have required competences, showing that they are able to discuss and solving problems within the area of study.
CB3.- Students should be able to gather and analyse relevant data (usually within their area of study) in order to think about social, scientific or ethical relevant questions.
CB4.- Students should be able to transmit information, ideas, problems and solutions to specialized and non-specialized audiences.
CB5.- Developing learning skills which allow students to continue studying with a high level of autonomy.

CG1 - Possess and understand the knowledge that defines the Business Administration as a scientific discipline, including its theories, history, methods, techniques and application areas, to a level that is supported in the most advanced publications and includes some of the most relevant aspects at the forefront of knowledge in this field.
CG4 – Students should be able to communicate information, ideas, problems and possible solutions to business problems, using verbal and written language.
TRANSVERSAL COMPETENCES
CT1 – Analyse and summarize.
CT2 – Organization and planning.
CT3 – Oral and written communication.
CT4 – Managing information.
CT6 – Capacity to solve problems.
CT7 – Decision making.
CT8 – Critical reasoning.
CT10 – Work team.

SPECIFIC COMPETENCES
D1 – Managing a business or an organization, understanding its competitive position and identifying its weaknesses and strengths.
B1: Organization theory. Strategic management.
D11 – Being able to develop fluent communication within its environment. Team work.

In the expository sessions the fundamental contents of the themes that make up the program will be explained, emphasizing the especially relevant aspects and the relationships between them. In the interactive sessions it is about the students applying the theoretical concepts. For this, case studies will be carried out, readings of texts and articles will be commented, and questions raised by the teachers will be discussed. With the readings, it is intended that students access relevant sources of information, especially magazines of interest, that familiarize themselves with leading authors, learn about business experiences of interest to the subject, and develop the capacity for analysis, synthesis and argumentation. Additionally, they must prepare various group work and present it orally in class. All of this is intended to stimulate cooperative work and develop analytical, argumentation and communication skills. The students' personal work activities include, in addition to the time dedicated to study, reading the material provided by the teaching staff, searching for information in the library, newspaper library or databases and preparing various group works. In the tutorials, the teachers will guide the students on the practical cases, readings, works and exhibitions; They will also serve to solve doubts and solve problems that students face in the learning process and as a channel for feedback on its results. The tutorials will be primarily face-to-face. During the course, the "virtual classroom" will be used for communication, teaching and evaluation tasks. You can also use the Microsoft Teams tool; In this case, the students will be informed promptly.

All the activities carried out by the students will be taken into account (active participation in the analysis of cases, discussion and analysis of readings and documents, presentation and exhibition of works, etc.).
The evaluation system for these two opportunities is set out below.
Ordinary first opportunity:
A) Continuous evaluation: Participation in class, resolution and participation in the analysis of cases, discussion of readings, completion and presentation of group work and other activities related to interactive classes. Weight in the final grade: 30%
In this part the following competences will be evaluated: CB1, CB2, CB3, CB4, CG4, CT1, CT2, CT3, CT4, CT6, CT7, CT8, CT10, D11.
B) Final exam of contents: Weight in the final grade: 70%.
The evaluation of theoretical knowledge will be carried out by means of a partial and / or final exam. In order to add the part of grade derived from continuous assessment, students must obtain a minimum of 5 out of 10 on the exam.
The added grade must be equal to or greater than 5 points out of 10 to pass the subject.
In this part, the following skills will be evaluated: CB1, CB5, CG1, CT6, CT8, D1, B1.
Second opportunity:
The same evaluation system will be applied as in the first opportunity, that is, a new final content exam will be carried out, with the weighting established for the first opportunity, which will be added to the score achieved in the continuous evaluation.
Students who are granted a class attendance waiver (following Instruction No. 1/2017 of the General Secretariat on the waiver of class attendance in certain circumstances), will be evaluated with a specific final exam that will mean 100% of the grade.
In cases of fraudulent performance of exercises or tests, the provisions of the Regulations for the evaluation of student academic performance and review of grades will apply.

This is a six credit course and each credit is equivalent to 25 hours.
Hours will be distributed in the following way:
- Contact hours (expositive, interactive, tutoring and assessment): 60
- Students’ individual work: 90

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For a better understanding, students must prepare the readings before the lectures.
The students must attend to lectures and workshops.