Última revisión realizada: 19/08/2020

Subject name: Strategic Management
Study: Master in Business Administration
Four-month period: First four-month period
Type of subject: Compulsory


The main objective of this subject is for the student to understand the importance of companies having an explicit strategy defined, communicated and related to the General Management of the company and the Operational Management or functional areas.

The student after completing the subject must be able to formulate business strategies using several Advanced Strategic Planning Tools simultaneously. Therefore, he/she must know how to choose the Strategic Planning tools appropriate to the company, environment and specific sector. Apply them and extract from the biased and partial visions by the intrinsic limitation of the tools the strategic lines of action and specify a strategy for the company to aspire to the achievement of a sustainable competitive advantage.

Basic Competences

  • CB6: Possess and understand knowledge that provides a basis or opportunity to be original in the development and / or application of ideas, often in a research context.
  • CB7: That students know how to apply the knowledge acquired and their ability to solve problems in new or unfamiliar environments within broader (or multidisciplinary) contexts related to their area of study.
  • CB8: That students are able to integrate knowledge and face the complexity of making judgments based on information that, being incomplete or limited, includes reflections on social and ethical responsibilities linked to the application of their knowledge and judgments.
  • CB9: That students know how to communicate their conclusions and the knowledge and the reasons behind them to specialized and non-specialized audiences in a clear and unambiguous way.
  • CB10: That students have the learning skills that allow them to continue studying in a way that will be largely self-directed or autonomous.

General Competences

  • CG1: Master and integrate techniques, instruments and management methods necessary for the development of their professional activity.
  • CG2: Increase the knowledge of the management of companies and the different areas of management.
  • CG4: That students know how to communicate their conclusions, present projects, results, plans, knowledge and the reasons behind them to specialized and non-specialized audiences in a clear and unambiguous way.
  • CG5: That students are able to integrate their knowledge of various functional areas of the company with generally incomplete or limited information of the company environment to make decisions and solve problems in complex and multidisciplinary situations.

Specific Competences

  • CE1: Ability to formulate and implement corporate strategies at the managerial level.
  • CE2: Learn the systematics and management of some of the strategic analysis tools in order to adopt the necessary strategies to obtain competitive advantages.
  • CE3: Understand the relationship between business objectives and the strategy of the company as well as know techniques of monitoring and deviation of objectives.
  • CE4: Know the existence, applications and limitations and use in the management of Information Systems for Decision Making.
  • CE5: Know how to manage management indicators to make business decisions based on them.
  • CE7: Know and know how to use innovation management techniques. Creation of temporary competitive advantages for innovation.
  • CE12:Understand the functional organization of the company. Interrelations between areas. Identify and understand the factors and dimensions that are part of the company at functional level and the characteristics of its administration system
  • CE14: Knowing the existence, applications and limitations of business information systems and their impact on decision making, competitiveness and speed of reaction.
  • CE17: Be able to perform a sectoral market analysis.
  • CE22: Be able to relate business management decision making to macroeconomic changes.
  • CE23: Knowing how to use negotiation and leadership techniques to lead teams of people in order to achieve specific business objectives that have been delegated.
  • CE29: Provide rationality and ethical commitment and social responsibility to business management. Know the concept of Corporate Social Responsibility.

Transversal Competences

  • CT1: Interpret, with the necessary means, relevant, reliable and structured information for decision making and problem solving.
  • CT2: Decision-making skills in changing environments due to technology.
  • CT3: Know how to use ICT technologies for management and for decision making.
  • CT5: Know and understand the necessary elements for the definition of an internationalization strategy of the company.
  • CT6: Communicate in an efficient, structured and orderly manner, the most relevant aspects of a Project.
  • CT7: Provide the student with the knowledge and skills necessary to interact in the international environment.
  • CT8: Facilitate the process of student integration to the professional business world.
  • CT9: Provide students with learning skills that allow them to continue studying autonomously.

Block 1. Fundamental concepts

Unit 1. The nature of strategic management

  • Introduction and objectives
  • Strategic management
  • The concept of strategic management
  • The levels of strategy and their communication
  • Strategy, general management and strategic management
  • The creating value as an objective of the company
  • Creating value and appropriation of value
  • Creating shared value and stakeholders
  • Sharing the creation of value in digital environments
  • The strategic framework of the company
  • CSR. Corporate Social Responsibility
  • List of references

Unit 2. Strategic management and the creation of temporary competitive advantages

  • Introduction and objectives
  • Operational strategy
  • The design of business operations
  • Operational strategy and innovation
  • The need for innovative capability in hyper-dynamic environments
  • A business innovation approach for digital transformation
  • List of Referencess

Block 2. Internal and external analysis and its tools

Unit 3. Analysis of the general environment

  • Introduction and objectives
  • The company’s general environment
  • Analysis of PESTEL variables
  • Projected PESTEL analysis or analysis of the future environment
  • Competitive intelligence and its tools
  • Porter’s Diamond Model or analysis of competitiveness in locations
  • List of References

Unit 4. Internal analysis

  • Introduction and objectives
  • Company identity and its strategic profile
  • The value chain in internal analysis
  • Benchmarking
  • SWOT analysis
  • The resources and capabilities perspective
  • What are resources and capabilities?
  • Resources and capabilities as a source for a competitive advantage
  • Strategic formulation and management of resources and capabilities
  • List of References

Block 3. Strategic Management Tools

Unit 5. Matrix methods

  • Introduction and objectives
  • BCG/NCF strategic planning tool
  • Growth-income matrix
  • McKinsey Matrix
  • Ansoff growth matrix
  • PTM matrix (Product, Technology, Market)
  • List of References

Unit 6. S curve tools

  • Introduction to S curve tools and their objectives
  • Time-Based Tool or competitive strategy according to the launch time
  • Tools for the S life curve of technology
  • Strategy in technological change and the limits of technology
  • Relation between technology and innovation and the product life cycle
  • Modified ADL Tool
  • The ADL Tool
  • List of References

Unit 7. Specific tools for diversification, differentiation and launching

  • Introduction and objectives
  • Knowledge Tree tool
  • Competitive profile tools
  • Canvas tool
  • List of References

Block 4. Strategic Control

Unit 8. Strategy formulation and implementation

  • Introduction and objectives
  • Strategy formulation
  • Strategic objectives
  • Business policies
  • Management by objectives
  • The Balanced Scorecard (BSC)
  • List of References

Unit 9. Change management

  • Introduction and objectives
  • Change management
  • Company culture and organization
  • Types of strategic change
  • Digital transformation
  • Friction implementing strategy
  • Best practices in implementing strategy
  • List of References

The different tasks and activities programmed during the semester have been developed with the goal of adapting the learning process to the different capabilities, necessities and interests of the students.

The activities included in the subject are:

  • Practical cases. Will provide the student with actual business situations that will need to analyse and, after that, make decisions, evaluate the consequences and alternatives. On the other hand, practical cases can be programmed in order that the student detects relevant situations, analyzes the complementary information, makes decisions in relation to the scenario that arises and proposes solutions or indicates how to improve the starting situation as final pedagogical objective.

    In the weekly program you can check when they start and when they should be submitted. On the other hand, in the virtual classroom you will find all the information necessary for its development.
  • Participation in events. These are scheduled events, every week of the academic term, such as virtual sessions.
Download the program

These activities are combined with the following aspects:

  • Personal Study
  • Tutoring. he tutoring class can be implemented through different tools and means. During the course of the subject, the teacher-tutor plans the individual tutoring on specific days for the resolution of academic-oriented doubts through “Consultation sessions”. Supplementing these sessions, students have also available the “Ask your teacher” forum through which they can formulate questions and check the corresponding answers on general aspects of the subject. Due to the very nature of the media used, there are no fixed schedules for the students.
  • Mandatory on-site final exam

The hours dedicated to each activity are detailed as follows:

Virtual sessions 15 hours 100%
Master classes 4 hours 0
Personal study of basic material 60 hours 0
Reading of complimentary material 32 hours 0
Realization of practical cases and self-evaluation tests 45 hours 0
Tutoring 16 hours 0
Collaborative work (forums and/or discussion groups) 7 hours 0
Final on-site exam 1 hour 100%
Total 180 hours -

You can personalize your study plan choosing the type of activity that best matches your profile. The tutor will advise you and help you elaborate your study plan. S/he will always be available to guide throughout the course.

Basic bibliography

The section Basic Bibliography is essential for the course. If any document (reading, article,…) is not available in the virtual classroom, you will have to find it by other means: UNIR bookshop, virtual library…

The necessary texts for the study of this subject have been elaborated by UNIR and are available in a digital format to consult, download or print inthe virtual classroom.

Complementary bibliography

  • Abell, D. F. (1980.). Defining the Business. Englewood Cliffs: Prentice-Hall.
  • Ansoff, H. I. (1976). La Estrategia de la Empresa. Pamplona: Universidad de Navarra.
  • Argenti, P. A. (2014). Comunicación Estratégica. España: Lid.
  • Caldas, M. E., Reyes Carrión, A, Heras, J. (2017). Lean Startup y plan de marketing (empresa e iniciativa emprendedora). Madrid: EDITEX.
  • Castro, J. M. (2016). Innovación comienza aquí. Mapa de las macrotendencias que señalan el futuro de su empresa. España: Libros de Cabecera.
  • Chiavenato, I. (2017). Planeación estratégica. Fundamentos y aplicaciones. Nueva York: Mcgraw Hill.
  • Macías, M. (2017). El camino para innovar: Cómo pasar de la idea al modelo de negocio creando valor para tus clientes. España: Ed. Planeta.
  • Remolins, E. (2017). Manual de supervivencia para dinosaurios empresariales: como desarrollar el ADN de la innovación en un mundo en cambio continuo. España: Libros de Cabecera.

The evaluation system is based on the following numerical chart:

0 - 4, 9 Suspenso (SS)
5,0 - 6,9 Aprobado (AP)
7,0 - 8,9 Notable (NT)
9,0 - 10 Sobresaliente (SB)

The grade is made up of two components:

The exam is done at the end of the four-month period and is ON-SITE and COMPULSORY. It comprises the 60% of the final grade and so that the grade obtained in this exam is added to the final grade it is obligatory to PASS it.

The continuous evaluation comprises the 40% of the final grade. This 40% of the final grade consists of the grades obtained in the different training activities carried out during the four-month period.

Student participation (sessions, forums) 0% - 40%
Study cases 0% - 40%
Self-evaluation test 0% - 40%
On-site final exam 60% - 60%

Trinidad Cortés Puya

Academic background: PhD in Human Geography from UCM (2002), EMBA from IESE Business School (2009) and Masters in Cultural Management from the UCM (2005). She has graduated from the International Faculty Program from IESE (2014) and the Senior Management Program from UNIR (2018)

Professional experience:20 years of experience as a higher education professional (lecturing, research, and management), and as a strategic marketing tourism consultant. As a lecturer, she has focused in Strategy, Business Environment, and Strategic Marketing.

Research lines: Senior Tourism / Sustainable Tourism / Strategic Marketing.

Studying online means you can organize your study as you wish, as long as you meet the due dates of the different assignments (activities, tasks and tests). In order to help you, we propose the following steps:

  1. From our online platform you will have access to each of the subjects you are enrolled. Apart from this, you can access to the Aula de información general. In this section, you have available all the documents on how to use the different tools included in the virtual classroom, how a subject is organized in UNIR. Remember that you will also have the possibility to organize your study plan with the tutor.
  2. Do not forget to check the weekly program. You will see which part of the content of the course you have to work on every week and when you should start preparing the case.
  3. After knowing your work for the week, go to Units in your virtual classroom. There, you will have access to the study material (theory and practice) from the unit you need to study throughout the week.
  4. Begin with the reading of the Key ideas of the unit, they constitute the content of the unit and the basic material of study. Check also the In deep section which contains supplementary material.
  5. Take time to complete the Practical Practical Cases and Test. In the subject Program we will detail when you can develop them.
  6. We strongly recommend to take part in the events of the course (On-site virtual classes). To know the exact date for each one of these events you must visit the communication media on the Virtual Classroom. Your teacher and your tutor will inform of the subjects news.

Please, take into account the following tips…

  • Whatever you study plan is, go often to the virtual classroom so that you are always up to date about the course and you are in contact with your teacher and your tutor.
  • Remember you are not alone: send an email to your tutor if you have any doubt. If you attend the online classes, you can also ask your teacher about the contents of the unit. Also, you can always write your doubts and questions about the contents in the Forum of each subject (Ask the teacher).
  • And, remember, you are studying online: your effort and perseverance are the key element to obtain good results. Don’t leave everything to the last minute!!!