Corporate Strategy

Code:

ESG0032

Acronym:

EE

Keywords
Classification	Keyword
OFICIAL	Economics

Instance: 2016/2017 - 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	25	Syllabus since 2007/08	2	-	6	49	162

Teaching language

English

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. Basic concepts

1. The Company
2. Strategy, strategic management, competitiveness, etc

2. Strategy formulation

1. Schools of strategic thinking/ strategy safari
2. Positioning model vs. resource based model based

3. Business level strategy

1. Revision of fundamental concepts and analysis tools (external and internal analysis, value chain, SWOT, etc)
2. Revision of strategies (cost, differentiation, focus)
3. Value Chain

Master Class: “Value Chain Disarticulation” (CMS)

Master Class: MBOs: example of Probos MBO over ProHolding (JRS)

4. Corporate level strategy

1. Fundamental concepts
2. Diversification/ Portfolio management
3. Vertical integration and strategic outsourcing
4. Mergers & Acquisitions
5. Internationalisation
6. Cooperative strategies

Master Class: Value creation/ EVA (JRS)

Master Class: Diversification/ Portfolio management (JRS)

5. Strategy implementation/execution

1. Fundamental concepts
2. Implications for the strategy and for the organizational structure
3. Leading change and change management

Master Class: Balanced ScoreCard: Mobil NM&R e Epoli exampls (JRS)

Master Class: “Leading the change” (CMS)

Master Class: “Execution: dealing with inertia, overcoming organisational dysfunctions, managing resources” (CMS)

Invited Professors:

CMS – Carlos Moreira da Silva

JRS – José Romão de Sousa

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 or case study. Some sessions/master classes with guest managers will take place during the semester. Attendance to the sessions/master classes 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

Group assignment, with final presentation and final report

Calculation formula of final grade

Final Mark= 0.50*Assignment+0.50*Exam

Special assessment (TE, DA, ...)

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

Classification improvement

New Exam. Same distributed evaluation elements