Corporate Strategy

Code:

ESG0020

Acronym:

ECE

Keywords
Classification	Keyword
OFICIAL	Economics

Instance: 2013/2014 - 1S

Active?	Yes
Responsible unit:	Department of Industrial Engineering and Management
Course/CS Responsible:	Master in Services Engineering and Management

Cycles of Study/Courses

Acronym	No. of Students	Study Plan	Curricular Years	Credits UCN	Credits ECTS	Contact hours	Total Time
MESG	28	Syllabus since 2007/08	2	-	6	56	162
-	1	-	-	-	6	56	162

Teaching language

Portuguese

Objectives

This course unit aims to endow students with the basic skills to think strategically, to develop a specific business and corporate strategy, to understand the issues and hurdles of implementation, in order to play a role in a given company's competitiveness.

Learning outcomes and competences

At the end of this subject, students should be able to: - think strategically - understand the issues and hurdles of implementing a given strategy - design a specific business and corporate strategy - design a strategic implementation plan - define the controlling mechanisms for a given implementation plan.

Working method

Presencial

Pre-requirements (prior knowledge) and co-requirements (common knowledge)

EIG0035 Project Appraisal EIG0036 Human Resources Management EIG0034 General Management EIG0029 Operations Management EIG0028 Total Quality Management EIG0032 Financial Management EIG0030 Logistics Management EIG0031 Marketing

Program

1. Introduction and objectives; 2. Basic concepts: a. Company b. Enterprise, Strategic management, Competitiveness, etc; 3. Strategy formulation: a. The schools of strategic thinking/ strategy safari b. Positioning model vs. resource based model; 4. Business level strategy: a. Review of fundamental concepts and tools of analysis b. Review of strategies (cost, differentiation, focus) and chain value c. Chain value disarticulation d. MBOs: the example of Probos MBO about ProHolding; 5. Creation of value /EVA; 6. Corporate level strategy: a. Fundamental concepts b. Diversification/Portfolio Management c. Vertical integration and strategic outsourcing d. Acquisitions e. Internationalisation f. Collaborative strategy; 7. Strategy implementation/execution: a. Fundamental concepts b. Balanced ScoreCard: Mobil NM&R and Epoli examples c. “Leading the change”.

Mandatory literature

Hitt, Michael A.; Strategic management. ISBN: 0-324-11479-6

Complementary Bibliography

Grant, Robert M.; Contemporary strategy analysis. ISBN: 0-631-23136-6
Thompson, Jr., Arthur A.; Crafting and Executing Strategy. ISBN: 978-0-07-110756-3

Teaching methods and learning activities

Theoretical classes aim to endow students with the necessary conceptual, theoretical and methodological knowledge to discuss real cases in theoretical-practical classes. During the semester students have to prepare and present a case of strategic analysis based in a real company. Some sessions with guest managers will take place during the semester. Attendance to the sessions is compulsory.

Evaluation Type

Distributed evaluation with final exam

Assessment Components

Designation	Weight (%)
Exame	50,00
Trabalho de campo	50,00
Total:	100,00

Amount of time allocated to each course unit

Designation	Time (hours)
Estudo autónomo	28,00
Frequência das aulas	56,00
Trabalho de campo	56,00
Total:	140,00

Eligibility for exams

Assignment with 3 components: PE-Presentation of the enterprise, PMR-Presentation of the mid-term report, PFR-Presentation of the final report

Calculation formula of final grade

Final Mark= (0.05*PE+0.10*PMR+0.35*PFR)+0.50*Exame

Special assessment (TE, DA, ...)

Exam (50%) & Individual Assignment (50%)

Classification improvement

New Exam. Same distributed evaluation elements