CORPORATE STRATEGY

Single discipline educational activity

Course Sheet

Course code:

SA17

Academic Year of enrolment:

2019

Year of supply:

2019/2020

Type of Course:

Characterising

Degree:

Course of 2nd Cycle Degree in MANAGEMENT AND ECONOMICS

Disciplinary Sector:

Business Administration

Location:

PESCARA

Credits:

Programme Year:

Professor and Collaborators:

DI BERARDINO DANIELA

Cycle:

First four months

Hours of classroom activity:

Individual study hours:

171

Prerequisites:

Although no prerequisites are required, knowledge of the basic concepts of business administration is recommended, with particular reference to the following topics: economic and financial measures, income and net equity, financial statements, organizational structure.

Objectives

The teaching activity pursues the general objective of the course of study to provide knowledge and skills regarding the strategic management of the firm. Through the study of strategic analysis approaches, the techniques and tools for planning and control, the decision-making and forecasting models, the course aims to provide students with the knowledge of the terminology and operational tools to understand the strategic problems and develop decision-making skills.
EXPECTED LEARNING OBJECTIVES
At the end of the course the student must possess knowledge and skills concerning the diagnosis of problems and business management in a strategic perspective. The objective is to contribute to the training of a professional figure assigned to the management functions related to strategic planning and control, to the international development, to the development of financial growth strategies in private companies, both as an internal profile and as a consultant or entrepreneur. The course proposes to transmit the following skills and knowledge:
KNOWLEDGE AND UNDERSTANDING:
- understand the theoretical models and operational tools of strategic analysis and perspective analysis;
- understand the theoretical models and tools useful for the development of forecasts and decisions;
- understand the methods for developing business plans;
- understand the strategic dynamics of the sectors;
- refine decisions in situations of risk and uncertainty, orientating themselves to specific objectives;
- know-how to draw up a profit plan linked to the company strategy.
MAKING JUDGEMENTS:
- to interpret the business problems (eg. the reduction of the market share) of companies operating in different sectors (industry and services) through strategic approaches and tools (eg. Porter's 5 forces framework, Herfindahl index ..) ;
- linking business problems to strategic decisions;
- to interpret the theoretical models through concrete business cases;
- to evaluate the effectiveness of strategic decisions.
COMMUNICATION:
- ability to transmit technical language;
- transmission capacity of the logical path followed in decision-making process;
- ability to persuade and coordinate in a team;
- ability to transmit problems and strategic solutions considered more effective.

Contents

STRATEGIC DECISION-MAKING LEVELS
STRATEGIC MANAGEMENT
BUSINESS STRATEGY AND COMPETITIVE ADVANTAGE
CORPORATE STRATEGY
FINANCIAL STRATEGY AND PROFIT PLANNING
STRATEGIC MANAGEMENT IN MULTIBUSINESS FIRMS
SECTOR DYNAMICS
COMPETITIVE DYNAMICS
STRATEGIC CONTROL
CASE STUDY

Extended Syllabus

STRATEGIC DECISIONAL LEVELS: functional criterion and hierarchical criterion
STRATEGIC MANAGEMENT: phases and tools of strategic analysis (analysis of the environment, analysis of the sector, analysis of competitors, analysis of company resources)
BUSINESS STRATEGY AND COMPETITIVE ADVANTAGE: the concept of strategic business unit, cost and differentiation advantage, competitive strategies
CORPORATE STRATEGY: value-based strategies, network strategies, product-market strategies, portfolio strategies
FINANCIAL STRATEGY AND PROFIT PLANNING: the development of a profit plan, sector and market indices, the development of forecasts
MULTIBUSINESS FIRMS: integration and diversification strategies, portfolio strategies, portfolio matrixes
DYNAMICS OF THE SECTOR: strategies in the different phases of the life cycle of the sector, strategies of concentrated, fragmented and niche sectors
COMPETITIVE DYNAMICS: strategies of attack, defense, internationalization
STRATEGIC CONTROL
case study

Recommended Bibliography

GALEOTTI M., GARZELLA S. (a cura di), GOVERNO STRATEGICO DELL'AZIENDA, Giappichelli Editore, Torino, 2013
Other supporting material provided by teacher in the e-learning platform
The business game manual, www.umc2.it, provided in the e-learning platform.

Methods of Provision

Conventional

Teaching Methods

The course includes 54 hours of lessons divided into 4 weekly lessons of 2 hours and will be organized in modules of lectures, business games, analysis of case studies and company testimonies. During the course, a business game will be proposed. The game, to be carried out in groups, consists in managing a virtual business operating in a realistic competitive market, taking strategic and operational decisions and assessing their effectiveness in a timely manner. This method makes it possible to verify the understanding of the topics covered and the transversal skills related to communication and teamwork. Furthermore, seminars will be held with executives and professionals, in order to transmit the knowledge of the strategic analysis and decision models adopted by firms.
Course attendance is optional.

Evaluation methods

Verification of learning:

The assessment of the knowledge and skills described in the Expected Learning Outcomes Section will take place with the business game, a written exam and a subsequent oral exam.
The business game doesn't give a vote, but 2 points for the winner.
The written test consists of 30 questions concerning the program. The written test lasts 2 hours and includes closed questions and 2 open questions;the text is followed by an oral examination, not mandatory, on the remaining topics of the program not verified in the written (max 4 points).
The final score is expressed in thirtieths.
The method of examining non-attending students is the same as for attending students.

Contacts/More Information

Erasmus students must contact the teacher for their teaching materials.

Università degli Studi
"G. d'Annunzio"

Chieti - Pescara

Aree