With this 100% online Advanced master’s degree, you will execute innovative financial strategies that optimize profitability and operational efficiency” 

In a business environment characterized by globalization and economic uncertainty, Senior Financial Management is crucial to ensure the viability and growth of companies. CFOs play a key role in strategic decision making, investment planning, risk management and maximizing shareholder value. Therefore, experts need to incorporate into their practice the most modern techniques to successfully guide organizations towards economic sustainability, using advanced analytical and decision-making tools. 

In this context, TECH presents a revolutionary Advanced master’s degree in Senior Financial Management. Designed by leaders in this field, the academic itinerary will delve into subjects ranging from the fundamentals of executive management or methods to significantly optimize financial accounting to the early identification of risks such as market volatility or currency fluctuations. Graduates will therefore be equipped with the necessary skills to make strategic financial decisions, manage resources efficiently and ensure long-term financial stability. 

The methodology of this program reinforces its innovative character. TECH offers a 100% online educational environment, adapted to the needs of professionals who want to advance in their careers. It also employs the Relearning methodology, based on the repetition of key concepts to fix knowledge. In this way, the combination of flexibility and a robust pedagogical approach makes it highly accessible. In addition, experts will have access to a didactic library with a variety of multimedia resources in different formats such as interactive summaries, explanatory videos and infographics. In addition, it includes exhaustive Masterclasses given by a prestigious International Guest Director. 

A renowned International Guest Director will give intensive Masterclasses that will delve into the latest innovations in the field of Senior Financial Management” 

This Advanced master’s degree in Senior Financial Management contains the most complete and up-to-date program on the market. The most important features include:

• The development of practical cases presented by experts in Senior Financial Management 
• The graphic, schematic, and practical contents with which they are created, provide scientific and practical information on the disciplines that are essential for professional practice 
• Practical exercises where the self-assessment process can be carried out to improve learning 
• Its special emphasis on innovative methodologies in financial practice 
• Theoretical lessons, questions to the expert, debate forums on controversial topics, and individual reflection assignments 
• Content that is accessible from any fixed or portable device with an Internet connection 

You will be able to manage the company's capital structure, optimizing the mix between debt and equity to maximize financial efficiency” 

The teaching staff includes professionals belonging to the field of Finance, who bring to this program the experience of their work, as well as recognized specialists from leading companies and prestigious universities. 

The multimedia content, developed with the latest educational technology, will provide the professional with situated and contextual learning, i.e., a simulated environment that will provide an immersive learning experience designed to prepare for real-life situations. 

This program is designed around Problem-Based Learning, whereby the student must try to solve the different professional practice situations that arise throughout the program. For this purpose, the professional will be assisted by an innovative interactive video system created by renowned and experienced experts. 

You will handle advanced techniques such as discounted cash flow analysis to evaluate investment projects"

A syllabus based on the revolutionary Relearning methodology that will allow you to consolidate complex concepts with efficiency and dynamism"

Through this university program, professionals will acquire a comprehensive understanding of the fundamentals of Senior Financial Management. To this end, the curriculum will delve into subjects ranging from the particularities of executive management or sophisticated techniques for market research to the implementation of cutting-edge technological tools for early detection of financial risks.

You will master international financial regulations, which will allow you to ensure both legal compliance and the implementation of good governance practices” 

Module 1. Leadership, Ethics and Social Responsibility in Companies 

1.1. Globalization and Governance 

1.1.1. Governance and Corporate Governance 
1.1.2. The Fundamentals of Corporate Governance in Companies 
1.1.3. The Role of the Board of Directors in the Corporate Governance Framework 

1.2. Leadership 

1.2.1. Leadership. A Conceptual Approach 
1.2.2. Leadership in Companies 
1.2.3. The Importance of Leaders in Business Management 

1.3. Cross-Cultural Management 

1.3.1. Cross-Cultural Management Concept 
1.3.2. Contributions to Knowledge of National Cultures 
1.3.3. Diversity Management 

1.4. Management and Leadership Development 

1.4.1. Concept of Management Development 
1.4.2. Concept of Leadership 
1.4.3. Leadership Theories 
1.4.4. Leadership Styles 
1.4.5. Intelligence in Leadership 
1.4.6. The Challenges of Today's Leader 

1.5. Business Ethics 

1.5.1. Ethics and Morals 
1.5.2. Business Ethics 
1.5.3. Leadership and Ethics in Companies 

1.6. Sustainability 

1.6.1. Sustainability and Sustainable Development 
1.6.2. The 2030 Agenda 
1.6.3. Sustainable Companies 

1.7. Corporate Social Responsibility 

1.7.1. International Dimensions of Corporate Social Responsibility 
1.7.2. Implementing Corporate Social Responsibility 
1.7.3. The Impact and Measurement of Corporate Social Responsibility 

1.8. Responsible Management Systems and Tools 

1.8.1. CSR: Corporate Social Responsibility
1.8.2. Essential Aspects for Implementing a Responsible Management Strategy 
1.8.3. Steps for the Implementation of a Corporate Social Responsibility Management System 
1.8.4. Tools and Standards of Corporate Social Responsibility 

1.9. Multinationals and Human Rights 

1.9.1. Globalization, Multinational Corporations and Human Rights 
1.9.2. Multinational Corporations and International Law 
1.9.3. Legal Instruments for Multinationals in the Field of Human Rights 

1.10. Legal Environment and Corporate Governance 

1.10.1. International Rules on Importation and Exportation 
1.10.2. Intellectual and Industrial Property 
1.10.3. International Labor Law 

Module 2. Strategic Management and Executive Management  

2.1. Organizational Analysis and Design 

2.1.1. Conceptual Framework 
2.1.2. Key Elements in Organizational Design 
2.1.3. Basic Organizational Models 
2.1.4. Organizational Design: Typologies 

2.2. Corporate Strategy 

2.2.1. Competitive Corporate Strategy 
2.2.2. Types of Growth Strategies 
2.2.3. Conceptual Framework 

2.3. Strategic Planning and Strategy Formulation 

2.3.1. Conceptual Framework 
2.3.2. Elements of Strategic Planning 
2.3.3. Strategic Formulation: Process of Strategic Planning 

2.4. Strategic Thinking 

2.4.1. The Company as a System 
2.4.2. Organization Concept 

2.5. Financial Diagnosis 

2.5.1. Concept of Financial Diagnosis 
2.5.2. Stages of Financial Diagnosis 
2.5.3. Assessment Methods for Financial Diagnosis 

2.6. Planning and Strategy 

2.6.1. The Plan from a Strategy 
2.6.2. Strategic Positioning 
2.6.3. Strategy in Companies 

2.7. Strategy Models and Patterns 

2.7.1. Conceptual Framework 
2.7.2. Strategic Models 
2.7.3. Strategic Patterns: The Five P’s of Strategy 

2.8. Competitive Strategy 

2.8.1. Competitive Advantage 
2.8.2. Choosing a Competitive Strategy 
2.8.3. Strategies Based on the Strategic Clock Model 
2.8.4. Types of Strategies according to the Industrial Sector Life Cycle 

2.9. Strategic Management 

2.9.1. The Concept of Strategy 
2.9.2. The Process of Strategic Management 
2.9.3. Approaches in Strategic Management 

2.10. Strategy Implementation 

2.10.1. Indicator Systems and Process Approach 
2.10.2. Strategic Map 
2.10.3. Strategic Alignment 

2.11. Executive Management 

2.11.1. Conceptual Framework of Executive Management 
2.11.2. Executive Management. The Role of the Board of Directors and Corporate Management Tools 

2.12. Strategic Communication 

2.12.1. Interpersonal Communication  
2.12.2. Communication Skills and Influence  
2.12.3. Internal Communication  
2.12.4. Barriers to Business Communication 

Module 3. People and Talent Management  

3.1. Organizational Behavior 

3.1.1. Organizational Behavior. Conceptual Framework 
3.1.2. Main Factors of Organizational Behavior 

3.2. People in Organizations 

3.2.1. Quality of Work Life and Psychological Well-Being 
3.2.2. Work Teams and Meeting Management 
3.2.3. Coaching and Team Management 
3.2.4. Managing Equality and Diversity 

3.3. Strategic People Management 

3.3.1. Strategic Management and Human Resources 
3.3.2. Strategic People Management 

3.4. Evolution of Resources. An Integrated Vision 

3.4.1. The Importance of Human Resources 
3.4.2. A New Environment for People Management and Leadership 
3.4.3. Strategic Human Resources Management 

3.5. Selection, Group Dynamics and Human Resources Recruitment 

3.5.1. Approach to Recruitment and Selection 
3.5.2. Recruitment 
3.5.3. The Selection Process 

3.6. Human Resources Management by Competencies 

3.6.1. Analysis of the Potential 
3.6.2. Remuneration Policy 
3.6.3. Career/Succession Planning 

3.7. Performance Evaluation and Performance Management 

3.7.1. Performance Management 
3.7.2. Performance Management: Objectives and Process 

3.8. Management of Training 

3.8.1.  Learning Theories 
3.8.2. Talent Detection and Retention 
3.8.3. Gamification and Talent Management 
3.8.4. Training and Professional Obsolescence 

3.9. Talent Management 

3.9.1. Keys for Positive Management 
3.9.2. Conceptual Origin of Talent and Its Implication in the Company 
3.9.3. Map of Talent in the Organization  
3.9.4. Cost and Added Value 

3.10. Innovation in Talent and People Management 

3.10.1. Strategic Talent Management Models 
3.10.2. Talent Identification, Training and Development 
3.10.3. Loyalty and Retention  
3.10.4. Proactivity and Innovation 

3.11. Motivation 

3.11.1. The Nature of Motivation  
3.11.2. Expectations Theory 
3.11.3. Needs Theory 
3.11.4. Motivation and Financial Compensation 

3.12. Employer Branding 

3.12.1. Employer Branding in Human Resources 
3.12.2. Personal Branding for Human Resources Professionals 

3.13. Developing High-Performance Teams 

3.13.1. High-Performance Teams: Self-Managed Teams 
3.13.2. Methodologies for the Management of High-Performance Self-Managed Teams 

3.14. Management Skills Development 

3.14.1. What are Manager Competencies?  
3.14.2. Elements of Competencies  
3.14.3. Knowledge  
3.14.4. Management Skills  
3.14.5. Attitudes and Values in Managers  
3.14.6. Managerial Skills 

3.15. Time Management 

3.15.1. Benefits 
3.15.2. What Can Be the Causes of Poor Time Management? 
3.15.3. Time 
3.15.4. Time Illusions  
3.15.5. Attention and Memory 
3.15.6. State of Mind 
3.15.7. Time Management 
3.15.8. Being Proactive 
3.15.9. Be Clear About the Objective 
3.15.10. Order 
3.15.11. Planning 

3.16. Change Management 

3.16.1. Change Management 
3.16.2. Type of Change Management Processes 
3.16.3. Stages or Phases in the Change Management Process 

3.17. Negotiation and Conflict Management 

3.17.1. Negotiation  
3.17.2. Conflict Management  
3.17.3. Crisis Management 

3.18. Executive Communication 

3.18.1. Internal and External Communication in the Corporate Environment  
3.18.2. Communication Departments  
3.18.3. The Person in Charge of Communication of the Company. The Profile of the Dircom 

3.19. Human Resources Management and Occupational Health and Safety Teams 

3.19.1. Management of Human Resources and Teams 
3.19.2. Occupational Risk Prevention 

3.20. Productivity, Attraction, Retention and Activation of Talent 

3.20.1. Productivity  
3.20.2. Talent Attraction and Retention Levers 

3.21. Monetary Compensation vs. Non-Cash 

3.21.1. Monetary Compensation vs. Non-Cash  
3.21.2. Wage Band Models  
3.21.3. Non-Cash Compensation Models  
3.21.4. Working Model  
3.21.5. Corporate Community  
3.21.6. Company Image  
3.21.7. Emotional Salary  

3.22. Innovation in Talent and People Management 

3.22.1. Innovation in Organizations 
3.22.2. New Challenges in the Human Resources Department 
3.22.3. Innovation Management 
3.22.4. Tools for Innovation 

3.23. Knowledge and Talent Management 

3.23.1. Knowledge and Talent Management 
3.23.2. Knowledge Management Implementation 

3.24. Transforming Human Resources in the Digital Era 

3.24.1. The Socioeconomic Context 
3.24.2. New Forms of Corporate Organization 
3.24.3. New Methodologies 

Module 4. Economic and Financial Management  

4.1. Economic Environment 

4.1.1. Macroeconomic Environment and the National Financial System 
4.1.2. Financial Institutions 
4.1.3. Financial Markets 
4.1.4. Financial Assets 
4.1.5. Other Financial Sector Entities 

4.2. Company Financing 

4.2.1. Sources of Financing 
4.2.2. Types of Financing Costs 

4.3. Executive Accounting 

4.3.1. Basic Concepts  
4.3.2. The Company's Assets  
4.3.3. The Company's Liabilities  
4.3.4. The Company's Net Worth  
4.3.5. Results Research  

4.4. Management Accounting to Cost Accounting 

4.4.1. Elements of Cost Calculation 
4.4.2. Expenses in General Accounting and Cost Accounting 
4.4.3. Costs Classification 

4.5. Information Systems and Business Intelligence 

4.5.1. Fundamentals and Classification 
4.5.2. Cost Allocation Phases and Methods 
4.5.3. Choice of Cost Center and Impact 

4.6. Budget and Management Control 

4.6.1. The Budget Model  
4.6.2. Capital Budget 
4.6.3. The Operating Budget  
4.6.5. The Treasury’s Budget  
4.6.6. Budget Monitoring  

4.7. Treasury Management 

4.7.1. Accounting Working Capital and Required Working Capital 
4.7.2. Calculation of Operating Cash Requirements 
4.7.3. Credit Management 

4.8. Corporate Tax Responsibility 

4.8.1. Basic Tax Concepts  
4.8.2. Corporate Income Tax  
4.8.3. Value Added Tax  
4.8.4. Other Taxes Related to Commercial Activity  
4.8.5. The Company as a Facilitator of the Work of the State  

4.9. Corporate Control Systems 

4.9.1. Analysis of Financial Statements  
4.9.2. The Company's Balance Sheet  
4.9.3. The Profit and Loss Statement  
4.9.4. The Statement of Cash Flows  
4.9.5. Ratio Analysis  

4.10. Financial Management 

4.10.1. The Company's Financial Decisions  
4.10.2. The Financial Department  
4.10.3. Cash Surpluses  
4.10.4. Risks Associated with Financial Management  
4.10.5. Financial Administration Risk Management  

4.11. Financial Planning 

4.11.1. Definition of Financial Planning 
4.11.2. Actions to Be Taken in Financial Planning 
4.11.3. Creation and Establishment of the Business Strategy  
4.11.4. The Cash Flow Table 
4.11.5. The Working Capital Table 

4.12. Corporate Financial Strategy 

4.12.1. Corporate Strategy and Sources of Financing  
4.12.2. Financial Products for Corporate Financing  

4.13. Macroeconomic Context 

4.13.1. Macroeconomic Context 
4.13.2. Relevant Economic Indicators 
4.13.3. Mechanisms for the Control of Macroeconomic Magnitudes 
4.13.4. Economic Cycles  

4.14. Strategic Financing 

4.14.1. Self-Financing  
4.14.2. Increase in Equity  
4.14.3. Hybrid Resources  
4.14.4. Financing Through Intermediaries  

4.15. Money and Capital Markets 

4.15.1. Money Market  
4.15.2. Fixed Income Market  
4.15.3. Equity Markets  
4.15.4. The Foreign Exchange Market  
4.15.5. The Derivatives Market  

4.16. Financial Analysis and Planning 

4.16.1. Analysis of the Balance Sheet 
4.16.2. Income Statement Analysis 
4.16.3. Profitability Analysis 

4.17. Analyzing and Solving Cases/Problems 

4.17.1. Financial Information on Industria de Diseño y Textil, S.A. (INDITEX) 

Module 5. Operations and Logistics Management  

5.1. Operations Direction and Management 

5.1.1. The Role of Operations  
5.1.2. The Impact of Operations on the Management of Companies  
5.1.3. Introduction to Operations Strategy  

5.2. Industrial Organization and Logistics  

5.2.1. Industrial Organization Department 

5.3. Structure and Types of Production (MTS, MTO, ATO, ETO...)   

5.3.1. Production System 
5.3.2. Production Strategy   
5.3.3. Inventory Management System 
5.3.4. Production Indicators  

5.4. Structure and Types of Procurement   

5.4.1. Function of Procurement  
5.4.2. Procurement Management 
5.4.3. Types of Purchases  
5.4.4. Efficient Purchasing Management of a Company  
5.4.5. Stages of the Purchase Decision Process  

5.5. Economic Control of Purchasing  

5.5.1. Economic Influence of Purchases 
5.5.2. Cost Centers  
5.5.3. Budget 
5.5.4. Budgeting vs. Actual Expenditure 
5.5.5. Budgetary Control Tools 

5.6. Warehouse Operations Control  

5.6.1. Inventory Control 
5.6.2. Location Systems 
5.6.3. Stock Management Techniques 
5.6.4. Storage Systems 

5.7. Strategic Purchasing Management 

5.7.1. Business Strategy 
5.7.2. Strategic Planning 
5.7.3. Purchasing Strategies 

5.8. Supply Chain Typology

5.8.1. Supply Chain 
5.8.2. Benefits of Supply Chain Management 
5.8.3. Logistical Management in the Supply Chain 

5.9. Supply Chain Management 

5.9.1. The Concept of Management of the Supply Chain 
5.9.2. Costs and Efficiency of the Operations Chain 
5.9.3. Demand Patterns 
5.9.4. Operations Strategy and Change 

5.10. Interactions Between the SCM and All Other Departments 

5.10.1. Interaction of the Supply Chain  
5.10.2. Interaction of the Supply Chain. Integration by Parts 
5.10.3. Supply Chain Integration Problems  
5.10.4. Supply Chain 

5.11. Logistics Costs  

5.11.1. Logistics Costs 
5.11.2. Problems with Logistics Costs 
5.11.3. Optimizing Logistic Costs   

5.12. Profitability and Efficiency of Logistics Chains: KPIs  

5.12.1. Logistics Chain 
5.12.2. Profitability and Efficiency of the Logistics Chain 
5.12.3. Indicators of Profitability and Efficiency of the Supply Chain 

5.13. Process Management 

5.13.1. Process Management  
5.13.2. Process-Based Approach: Process Mapping  
5.13.3. Improvements in Process Management  

5.14. Distribution and Transportation Logistics 

5.14.1. Distribution in the Supply Chain  
5.14.2. Transportation Logistics  
5.14.3. Geographic Information Systems as a Support to Logistics  

5.15. Logistics and Customers 

5.15.1. Demand Analysis       
5.15.2. Demand and Sales Forecast  
5.15.3. Sales and Operations Planning 
5.15.4. Participatory planning, forecasting and replenishment 

5.16. International Logistics 

5.16.1.  Export and Import Processes  
5.16.2. Customs  
5.16.3. Methods and Means of International Payment 
5.16.4. International Logistics Platforms 

5.17. Outsourcing of Operations 

5.17.1. Operations Management and Outsourcing  
5.17.2. Outsourcing Implementation in Logistics Environments  

5.18. Competitiveness in Operations 

5.18.1. Operations Management  
5.18.2. Operational Competitiveness  
5.18.3. Operations Strategy and Competitive Advantages  

5.19. Quality Management 

5.19.1. Internal and External Customers 
5.19.2. Quality Costs 
5.19.3. Ongoing Improvement and the Deming Philosophy 

Module 6. Information Systems Management 

6.1. Technological Environment 

6.1.1. Technology and Globalization  
6.1.2. Economic Environment and Technology  
6.1.3. Technological Environment and Its Impact on Companies  

6.2. Information Systems in Companies  

6.2.1. The Evolution of the IT Model 
6.2.2. Organization and IT Departments 
6.2.3. Information Technology and Economic Environment 

6.3. Corporate Strategy and Technology Strategy  

6.3.1. Creating Value for Customers and Shareholders 
6.3.2. Strategic IS/IT Decisions 
6.3.3. Corporate Strategy vs. Technological and Digital Strategy 

6.4. Information Systems Management 

6.4.1. Corporate Governance of Technology and Information Systems 
6.4.2. Management of Information Systems in Companies  
6.4.3. Expert Managers in Information Systems: Roles and Functions  

6.5. Information Technology Strategic Planning 

6.5.1. Information Technology Strategic Planning 
6.5.3. Phases of Information Systems Strategic Planning 

6.6. Information Systems for Decision-Making 

6.6.1. Business Intelligence 
6.6.2. Data Warehouse 
6.6.3. BSC or Balanced Scorecard 

6.7. Exploring the Information 

6.7.1. SQL: Relational Databases. Basic Concepts 
6.7.2. Networks and Communications 
6.7.3. Operational System: Standardized Data Templates  
6.7.4. Strategic System: OLAP, Multidimensional Model and Graphical Dashboards 
6.7.5. Strategic DB Analysis and Report Composition 

6.8. Corporate Business Intelligence 

6.8.1. The World of Data 
6.8.2. Relevant Concepts 
6.8.3. Main Characteristics 
6.8.4. Solutions in Today's Market 
6.8.5. Overall Architecture of a BI Solution 
6.8.6. Cybersecurity in BI and Data Science 

6.9. New Business Concept   

6.9.1. Why BI? 
6.9.2. Obtaining Information 
6.9.4. Reasons to Invest in BI 

6.10. BI Tools and Solutions

6.10.1. How to Choose the Best Tool? 
6.10.2. Microsoft Power BI, MicroStrategy and Tableau 
6.10.3. SAP BI, SAS BI and Qlikview 
6.10.4. Prometheus 

6.11. BI Project Planning and Management

6.11.1. First Steps to Define a BI Project
6.11.2. BI Solution for the Company 
6.11.3. Requirements and Objectives  

6.12. Corporate Management Applications  

6.12.1. Information Systems and Corporate Management  
6.12.2. Applications for Corporate Management  
6.12.3. Enterprise Resource Planning or ERP Systems  

6.13. Digital Transformation 

6.13.1. Conceptual Framework of Digital Transformation  
6.13.2. Digital Transformation; Key Elements, Benefits and Drawbacks 
6.13.3. Digital Transformation in Companies  

6.14. Technology and Trends 

6.14.1. Main Trends in the Field of Technology that are Changing Business Models  
6.14.2. Analysis of the Main Emerging Technologies  

6.15. IT Outsourcing 

6.15.1. Conceptual Framework of Outsourcing  
6.15.2. IT Outsourcing and its Impact on the Business  
6.15.3. Keys to Implement Corporate IT Outsourcing Projects 

Module 7. Commercial Management, Strategic Marketing and Corporate Communications 

7.1. Commercial Management 

7.1.1. Conceptual Framework of Commercial Management 
7.1.2. Business Strategy and Planning 
7.1.3. The Role of Sales Managers 

7.2. Marketing  

7.2.1. The Concept of Marketing 
7.2.2. The Basic Elements of Marketing 
7.2.3. Marketing Activities in Companies 

7.3. Strategic Marketing Management 

7.3.1. The Concept of Strategic Marketing 
7.3.2. Concept of Strategic Marketing Planning 
7.3.3. Stages in the Process of Strategic Marketing Planning 

7.4. Digital Marketing and E-Commerce 

7.4.1. Digital Marketing and E-Commerce Objectives   
7.4.2. Digital Marketing and Media Used  
7.4.3. E-Commerce. General Context  
7.4.4. Categories of E-Commerce  
7.4.5. Advantages and Disadvantages of E-Commerce versus Traditional Commerce 

7.5. Managing Digital Business 

7.5.1. Competitive Strategy in the Face of the Growing Digitalization of the Media 
7.5.2. Designing and Creating a Digital Marketing Plan  
7.5.3. ROI Analysis in a Digital Marketing Plan  

7.6. Digital Marketing to Reinforce a Brand 

7.6.1. Online Strategies to Improve Your Brand's Reputation 
7.6.2. Branded Content and Storytelling 

7.7. Digital Marketing Strategy 

7.7.1. Defining the Digital Marketing Strategy  
7.7.2. Digital Marketing Strategy Tools  

7.8. Digital Marketing to Attract and Retain Customers  

7.8.1. Loyalty and Engagement Strategies through the Internet 
7.8.2. Visitor Relationship Management 
7.8.3. Hypersegmentation 

7.9. Managing Digital Campaigns 

7.9.1. What Is a Digital Advertising Campaign? 
7.9.2. Steps to Launch an Online Marketing Campaign 
7.9.3. Mistakes in Digital Advertising Campaigns 

7.10. Online Marketing Plan 

7.10.1. What Is an Online Marketing Plan? 
7.10.2. Steps in Creating an Online Marketing Plan 
7.10.3. Advantages of Having an Online Marketing Plan 

7.11. Blended Marketing 

7.11.1. What Is Blended Marketing? 
7.11.2. Differences Between Online and Offline Marketing 
7.11.3. Aspects to Be Taken into Account in the Blended Marketing Strategy 
7.11.4. Characteristics of a Blended Marketing Strategy 
7.11.5. Recommendations in Blended Marketing 
7.11.6. Benefits of Blended Marketing 

7.12. Sales Strategy  

7.12.1.  Sales Strategy 
7.12.2. Sales Methods 

7.13. Corporate Communication  

7.13.1. Concept 
7.13.2. The Importance of Communication in the Organization 
7.13.3. Type of Communication in the Organization 
7.13.4. Functions of Communication in the Organization 
7.13.5. Elements of Communication 
7.13.6. Communication Problems 
7.13.7. Communication Scenarios 

7.14. Corporate Communication Strategy  

7.14.1. Motivational Programs, Social Action, Participation and Training with Human Resources 
7.14.2. Internal Communication Support and Tools 
7.14.3. Internal Communication Plan 

7.15. Digital Communication and Reputation 

7.15.1. Online Reputation  
7.15.2. How to Measure Digital Reputation?  
7.15.3. Online Reputation Tools  
7.15.4. Online Reputation Report  
7.15.5. Online Branding 

Module 8. Market Research, Advertising and Commercial Management 

8.1. Market Research 

8.1.1. Marketing Research: Historical Origin  
8.1.2. Analysis and Evolution of the Conceptual Framework of Marketing Research  
8.1.3. Key Elements and Value Contribution of Market Research  

8.2. Quantitative Research Methods and Techniques 

8.2.1. Sample Size  
8.2.2. Sampling  
8.2.3. Types of Quantitative Techniques   

8.3. Qualitative Research Methods and Techniques 

8.3.1. Types of Qualitative Research 
8.3.2. Qualitative Research Techniques 

8.4. Market Segmentation 

8.4.1. Market Segmentation Concept  
8.4.2. Utility and Segmentation Requirements  
8.4.3. Consumer Market Segmentation  
8.4.4. Industrial Market Segmentation  
8.4.5. Segmentation Strategies  
8.4.6. Segmentation Based on Marketing Mix Criteria  
8.4.7. Market Segmentation Methodology 

8.5. Research Project Management 

8.5.1. Market Research as a Process 
8.5.2. Planning Stages in Market Research 
8.5.3. Execution Stages in Marketing Research 
8.5.4. Managing a Research Project  

8.6. International Market Research  

8.6.1. International Market Research 
8.6.2. International Market Research Process 
8.6.3. The Importance of Secondary Sources in International Market Research 

8.7. Feasibility Studies    

8.7.1. Concept and Usefulness 
8.7.2. Outline of a Feasibility Study 
8.7.3. Development of a Feasibility Study 

8.8. Publicity 

8.8.1. Historical Background of Advertising  
8.8.2. Conceptual Framework of Advertising; Principles, Concept of Briefing and Positioning  
8.8.3. Advertising Agencies, Media Agencies and Advertising Professionals  
8.8.4. Importance of Advertising in Business 
8.8.5. Advertising Trends and Challenges  

8.9. Developing the Marketing Plan  

8.9.1. Marketing Plan Concept 
8.9.2. Situation Analysis and Diagnosis 
8.9.3. Strategic Marketing Decisions 
8.9.4. Operating Marketing Decisions 

8.10. Promotion and Merchandising Strategies 

8.10.1. Integrated Marketing Communication 
8.10.2. Advertising Communication Plan 
8.10.3. Merchandising as a Communication Technique 

8.11. Media Planning  

8.11.1. Origin and Evolution of Media Planning   
8.11.2. Media  
8.11.3. Media Plan  

8.12. Fundamentals of Commercial Management  

8.12.1. The Role of Commercial Management 
8.12.2. Systems of Analysis of the Company/Market Commercial Competitive Situation 
8.12.3. Commercial Planning Systems of the Company 
8.12.4. Main Competitive Strategies 

8.13. Commercial Negotiation 

8.13.1. Commercial Negotiation   
8.13.2. Psychological Issues in Negotiation 
8.13.3. Main Negotiation Methods 
8.13.4. The Negotiation Process 

8.14. Decision-Making in Commercial Management 

8.14.1. Commercial Strategy and Competitive Strategy 
8.14.2. Decision Making Models 
8.14.3. Decision-Making Analytics and Tools 
8.14.4. Human Behavior in Decision Making 

8.15. Sales Network Management 

8.15.1. Sales Management  
8.15.2. Networks Serving Commercial Activity 
8.15.3. Salesperson Recruitment and Training Policies 
8.15.4. Remuneration Systems for Own and External Commercial Networks 
8.15.5. Management of the Commercial Process. Control and Assistance to the Work of the Sales Representatives Based on the Information 

8.16. Implementing the Commercial Function 

8.16.1. Recruitment of Own Sales Representatives and Sales Agents 
8.16.2. Controlling Commercial Activity  
8.16.3. The Code of Ethics of Sales Personnel 
8.16.4. Compliance with Legislation 
8.16.5. Generally Accepted Standards of Business Conduct 

8.17. Key Account Management 

8.17.1. Concept of Key Account Management   
8.17.2. The Key Account Manager 
8.17.3. Key Account Management Strategy  

8.18. Financial and Budgetary Management  

8.18.1. The Break-Even Point 
8.18.2. The Sales Budget. Control of Management and of the Annual Sales Plan 
8.18.3. Financial Impact of Strategic Sales Decisions 
8.18.4. Cycle Management, Turnover, Profitability and Liquidity 
8.18.5. Income Statement 

Module 9. Innovation and Project Management 

9.1. Innovation  

9.1.1. Introduction to Innovation  
9.1.2. Innovation in the Entrepreneurial Ecosystem  
9.1.3. Instruments and Tools for the Business Innovation Process 

9.2. Innovation Strategy 

9.2.1. Strategic Intelligence and Innovation  
9.2.2. Innovation from Strategy  

9.3. Project Management for Startups 

9.3.1. Startup Concept 
9.3.2. Lean Startup Philosophy 
9.3.3. Stages of Startup Development 
9.3.4. The Role of a Project Manager in a Startup 

9.4. Business Model Design and Validation 

9.4.1. Conceptual Framework of a Business Model  
9.4.2. Business Model Design and Validation  

9.5. Project Direction and Management 

9.5.1. Project Management and Direction: Identification of Opportunities to Develop Corporate Innovation Projects  
9.5.2. Main Stages or Phases in the Direction and Management of Innovation Projects  

9.6. Project Change Management: Training Management 

9.6.1. Concept of Change Management 
9.6.2. The Change Management Process 
9.6.3. Change Implementation 

9.7. Project Communication Management 

9.7.1. Project Communications Management 
9.7.2. Key Concepts for Project Communications Management 
9.7.3. Emerging Trends 
9.7.4. Adaptations to Equipment 
9.7.5. Planning Communications Management 
9.7.6. Managing Communications 
9.7.7. Monitoring Communications 

9.8. Traditional and Innovative Methodologies 

9.8.1. Innovative Methodologies 
9.8.2. Basic Principles of Scrum 
9.8.3. Differences between the Main Aspects of Scrum and Traditional Methodologies 

9.9. Creation of a Startup 

9.3.1. Creation of a Startup  
9.3.2. Organization and Culture 
9.3.3. Top Ten Reasons Why Startups Fail 

9.10. Project Risk Management Planning 

9.10.1. Risk Planning 
9.10.2. Elements for Creating a Risk Management Plan 
9.10.3. Tools for Creating a Risk Management Plan 
9.10.4. Content of the Risk Management Plan 

Module 10. Executive Management 

10.1. General Management  

10.1.1. The Concept of General Management  
10.1.2. The General Manager's Action 
10.1.3. The CEO and Their Responsibilities 
10.1.4. Transforming the Work of Management 

10.2. Manager Functions: Organizational Culture and Approaches 

10.2.1. Manager Functions: Organizational Culture and Approaches 

10.3. Operations Management  

10.3.1. The Importance of Management 
10.3.2. Value Chain 
10.3.3. Quality Management 

10.4. Public Speaking and Spokesperson Education 

10.4.1. Interpersonal Communication 
10.4.2. Communication Skills and Influence 
10.4.3. Communication Barriers 

10.5. Personal and Organizational Communications Tools 

10.5.1. Interpersonal Communication 
10.5.2. Interpersonal Communication Tools 
10.5.3. Communication in the Organization 
10.5.4. Tools in the Organization 

10.6. Communication in Crisis Situations 

10.6.1. Crisis 
10.6.2. Phases of the Crisis 
10.6.3. Messages: Contents and Moments 

10.7. Preparation of a Crisis Plan 

10.7.1. Analysis of Possible Problems 
10.7.2. Planning 
10.7.3. Adequacy of Personnel 

10.8. Emotional Intelligence  

10.8.1. Emotional Intelligence and Communication 
10.8.2. Assertiveness, Empathy and Active Listening 
10.8.3. Self-Esteem and Emotional Communication 

10.9. Personal Branding 

10.9.1. Strategies for Personal Brand Development 
10.9.2. Personal Branding Laws 
10.9.3. Tools for Creating Personal Brands 

10.10. Leadership and Team Management 

10.10.1. Leadership and Leadership Styles 
10.10.2. Leader Capabilities and Challenges 
10.10.3. Managing Change Processes 
10.10.4. Managing Multicultural Teams 

Module 11. Management and Leadership Development 

11.1. People in Organizations 

11.1.1. Quality of Work Life and Psychological Well-Being 
11.1.2. Work Teams and Meeting Management 
11.1.3. Coaching and Team Management 
11.1.4. Managing Equality and Diversity 

11.2. Talent Management 

11.2.1. Managing Human Capital 
11.2.2. Environment, Strategy and Metrics 
11.2.3. Innovation in People Management 

11.3. Management and Leadership Development 

11.3.1. Leadership and Leadership Styles 
11.3.2. Motivation 
11.3.3. Emotional Intelligence 
11.3.4. Skills and Abilities of the Leader 2.0 
11.3.5. Efficient Meetings 

11.4. Change Management 

11.4.1. Performance Analysis 
11.4.2. Leading Change. Resistance to Change 
11.4.3. Managing Change Processes 
11.4.4. Managing Multicultural Teams 

11.5. Strategic Communication 

11.5.1. Interpersonal Communication 
11.5.2. Communication Skills and Influence 
11.5.3. Internal Communication and Comprehensive Communication Plan 
11.5.4. Barriers to Business Communication 

11.6. Negotiation and Conflict Management 

11.6.1. Effective Negotiation Techniques 
11.6.2. Interpersonal Conflicts 
11.6.3. Intercultural Negotiation 

Module 12. Marketing Management and Operations 

12.1. Marketing Management 

12.1.1. The Customer Relationship Cycle 
12.1.2. Individualization vs. Standardization 
12.1.3. CRM Applications and Data Mining 

12.2. Strategy and Marketing Plan 

12.2.1. Market Research 
12.2.2. Digital Marketing and Integrated Communications 
12.2.3. Mobile Marketing 

12.3. Customer Relationship Management 

12.3.1. Market Selection, Target and Product Positioning 
12.3.2. Marketing Plan Creation 
12.3.3. Distribution Chain Design and Management 

12.4. Internationalization Strategies and Global Marketing 

12.4.1. The Customer Relationship Cycle 
12.4.2. Individualization vs. Standardization 
12.4.3. CRM Applications and Data Mining 

12.5. Commercial and Sales Management 

12.5.1. Sales Campaign Planning 
12.5.2. Commercial and Sales Team Organization 
12.5.3. Salesperson Recruitment and Training Policies 

12.6. Supply Chain Management 

12.6.1. Costs and Efficiency of the Operations Chain 
12.6.2. Change in Demand Patterns 
12.6.3. Change in Operations Strategy 
12.6.4. Logistical Processes 

12.7. Competing through Operations 

12.7.1. Innovation in Operations as a Competitive Advantage in the Company 
12.7.2. Emerging Technologies and Sciences 
12.7.3. Information Systems in Operations 

12.8. Business Information Systems 

12.8.1. Project Management 
12.8.2. Social Media Management and Digital Business 
12.8.3. Business Intelligence 

Module 13. Financial Accounting 

13.1. Financial Accounts: Components and Formulation 

13.1.1. Balance Sheet, Income Statement and Financial Statement Notes 
13.1.2. Statement of Changes in Equity 
13.1.3. Cash Flow Statement 
13.1.4. Financial Annual Accounts Formulation Rules 
13.1.5. Financial Statement Templates 

13.2. Assessment Criteria 

13.2.1. Historical Cost 
13.2.2. Fair Value 
13.2.3. Net Realizable Value 
13.2.4. Utilization Value 
13.2.5. Book or Carrying Value 
13.2.6. Creative Accounting 

13.3. Property, Plant and Equipment and Intangible Assets 

13.3.1. Regulations and Method of Acquisition 
13.3.2. Amortization 
13.3.3. Impairment or Disposal Losses 
13.3.4. Real Estate Investments 

13.4. Financial Instruments 

13.4.1. Financial Assets 
13.4.2. Financial Liabilities 
13.4.3. Risk Assessment, Identification and Management 
13.4.4. Hedging and Trading 
13.4.5. Equity Instruments Accounting 

13.5. Equity Study and Valuation 

13.5.1. Equity on the Balance Sheet 
13.5.2. Grants, Donations and Legacies 
13.5.3. Equity and Adjustments for Changes in Value 

13.6. Restructuring Operations 

13.6.1. Mergers 
13.6.2. Demergers 
13.6.3. Non-Monetary Contributions 
13.6.4. Value Exchanges 

13.7. Income Tax 

13.7.1. Corporate Income Tax Structure 
13.7.2. Calculation and Recording of the Accrued Corporate Income Tax Expense 
13.7.3. Permanent and Temporary Differences 

13.8. Foreign Currency Accounting 

13.8.1. Functional and Presentation Currency 
13.8.2. Valuation of Monetary and Non-Monetary Items 
13.8.3. Temporary Transaction Differences in Foreign Currencies 

Module 14. Executive Accounting 

14.1. Fundamentals of Management Accounting 

14.1.1. Management Accounting Objectives 
14.1.2. Qualitative Characteristics of Accounting Information 
14.1.3. Management Accounting Evolution 

14.2. Management Accounting to Cost Accounting 

14.2.1. Elements of Cost Calculation 
14.2.2. Stock in General Accounting and Cost Accounting 
14.2.3. Expense in General Accounting and Cost Accounting 
14.2.4. Costs Classification 

14.3. Cost-Volume of Operations-Benefit Analysis 

14.3.1. Characteristics and Assumptions of the Cost-Volume-Profit Method 
14.3.2. Break-Even Point 
14.3.3. Safety Margin 
14.3.4. Uncertainty Situations in the Cost-Volume-Profit Analysis 

14.4. Information Systems and Business Intelligence 

14.4.1. Fundamentals and Classification 
14.4.2. Cost Allocation Phases and Methods 
14.4.3. Choice of Cost Center and Impact 

14.5. Direct Costing 

14.5.1. Analytical Results of Direct Costing as a Management Tool 
14.5.2. Fixed and Variable Costs: Classification 
14.5.3. Semi-Gross Margin for Productivity Study 
14.5.4. Analytical Balance Sheet Study 

14.6. Budget Control 

14.6.1. Budget Planning and Control 
14.6.2. Operational Budgets 
14.6.3. Budgeting Methods 
14.6.4. Budget Control and Deviations 

14.7. Standard Costs 

14.7.1. Definition and Types of Standard Costs 
14.7.2. Flexible Budgeting of Indirect Costs 
14.7.3. Total Cost Center and Full Costs Model 
14.7.4. Variances in Standard Costs Approach 

14.8. Decision-Making in Management Accounting 

14.8.1. Organization of Production and Costs for Decision Making 
14.8.2. Analysis of Economic-Financial Statements and Their Impact on Business Decisions 
14.8.3. Financial Information for Decision-Making in the Short and Long Term 
14.8.4. Dealing with Uncertainty in Decision-Making 
14.8.5. Planning and Cost Analysis for Competitive Advantage 

Module 15. Strategic Planning and Management Control 

15.1. Management Control 

15.1.1. Financial Policy and Growth 
15.1.2. Information as a Management Control Tool 
15.1.3. Management Control as a Planning and Management System 
15.1.4. Functions of the Controller 
15.1.5. Scope of Management Control 

15.2. Financial Information and Management Decisions 

15.2.1. Financial or Legal Accounting 
15.2.2. Analytical or Cost Accounting 
15.2.3. Control Accounting 

15.3. Treasury Management 

15.3.1. Accounting Working Capital and Required Working Capital 
15.3.2. Calculation of Operating Cash Requirements 
15.3.3. Credit Management 
15.3.4. Management of Funds, Wealth and Family Offices 

15.4. Cash Management 

15.4.1. Bank Financing of Working Capital 
15.4.2. Treasury Department Organization 
15.4.3. Centralized Treasury Management 

15.5. Planning and Control of Responsibility Centers 

15.5.1. Design of a Management Control System 
15.5.2. Management Control Deviations 

15.6. The Process of Strategic Formulation and Planning 

15.6.1. Formulation and Content of the Strategic Plan 
15.6.2. Balanced Scorecard 
15.6.3. Terminology and Basic Concepts 

15.7. Organizational Planning 

15.7.1. Business Units and Transfer Pricing 
15.7.2. Manufacturing, Production, Support and Sales Centers 
15.7.3. Roles and Responsibilities of the MBA in Financial Management (CFO, Chief Financial Officer) 

15.8. Indicators as a Control Tool 

15.8.1. Control Panel 
15.8.2. Number and Format of Indicators 
15.8.3. Strategic Planning 

Module 16. Banking and Financial Markets 

16.1. The Economic Environment and Financial Markets 

16.1.1. Measuring Financial Activity 
16.1.2. Main Financial Aggregates 
16.1.3. Markets and the Control of Financial Flows 
16.1.4. The Current Financial Crisis 

16.2. Banking Management 

16.2.1. Securitizations 
16.2.2. Derivatives and Structured Products 
16.2.3. Syndicated Financing 
16.2.4. Study of the Profitability Obtained 

16.3. Financial Instruments and Markets 

16.3.1. Fixed Income. Valuation and Pricing 
16.3.2. Equities 
16.3.3. Derivatives 
16.3.4. Investment Funds 

16.4. Financial Analysis and Planning 

16.4.1. Analysis of the Balance Sheet 
16.4.2. Income Statement Analysis 
16.4.3. Profitability Analysis 

16.5. Financial Products 

16.5.1. Public and Mixed Fixed Income Assets 
16.5.2. Equity Assets 
16.5.3. Derivative Financial Products 
16.5.4. Structured Financial Products 

16.6. Collective Investment 

16.6.1. Collective Investment Financial Products 
16.6.2. International Collective Investment 

16.7. Portfolio Management 

16.7.1. Portfolio Theory 
16.7.2. Fixed Income and Equity Management Styles 
16.7.3. Mixed Portfolio Management Styles 
16.7.4. Asset Allocation Techniques 

16.8. Private Banking 

16.8.1. Private Banking or Wealth Management 
16.8.2. Retail and Institutional Investment 
16.8.3. Differential Assets and Structures 

Module 17. Financial Risk and Corporate Finance 

17.1. Financial Management and Corporate Finance 

17.1.1. Business Management and Value Creation 
17.1.2. Capital Structure and Financial Leverage 
17.1.3. Weighted Average Cost of Capital 
17.1.4. Capital Asset Pricing Model and Other Models 

17.2. Company Valuation Methods 

17.2.1. Dividend Discount 
17.2.2. Flow Discounting 
17.2.3. Comparable Multiples 

17.3. Corporate Operations 

17.3.1. Mergers 
17.3.2. Acquisition 
17.3.3. Mergers and Acquisitions 
17.3.4. Tax Regime for Restructuring Operations 

17.4. Studying Other Types of Companies 

17.4.1. Unlisted Companies 
17.4.2. SMEs 
17.4.3. Family Businesses 
17.4.4. Foundations and Non-Profit Organizations 
17.4.5. Social Economy Enterprise 

17.5. Strategy and Risk Control 

17.5.1. Management Control Systems 
17.5.2. Risks and Internal Control 
17.5.3. Review and Audit of the Control System 
17.5.4. Financial Risk Management 

17.6. Risk, Profitability and Indebtedness 

17.6.1. Economic Profitability and Financial Profitability 
17.6.2. Financial Profitability and Indebtedness 
17.6.3. Risk and Profitability 

17.7. Sources of Financing 

17.7.1. Bank Financing 
17.7.2. Issuance of Debentures and Securitization of Assets 
17.7.3. Private Equity and Venture Capital 
17.7.4. Subsidies and Fiscal Support 

17.8. Corporate Transactions and Bankruptcy 

17.8.1. Declaration of Bankruptcy and its Effects 
17.8.2. Settlement and Liquidation Phases 
17.8.3. International Tender 
17.8.4. Scoring the Tender 
17.8.5. Conclusion and Reopening of the Tender 

Module 18. Feasibility of the Investment Projects 

18.1. Investments in a Company 

18.1.1. Concept and Classification 
18.1.2. Stages in Investment Project Analysis 
18.1.3. Investment as a Financial Operation 

18.2. Economic Valuation Methods 

18.2.1. Recovery Period 
18.2.2. Total and Average Cash Flow per Committed Monetary Unit 
18.2.3. Net Present Value and Internal Rate of Return 
18.2.4. Discounted Payback Period and Rate of Return 
18.2.5. Expected NPV Return 

18.3. Cost of Capital 

18.3.1. Cost of Borrowed Resources 
18.3.2. Cost of Preferred Stock 
18.3.3. Cost of Equity Calculation 
18.3.4. Calculation of the Total Cost of Capital 

18.4. Investment Diagnosis, Planning and Control 

18.4.1. Financial Planning 
18.4.2. Real Estate Planning 
18.4.3. Tax Planning 

18.5. Technical Analysis and Fundamental Analysis 

18.5.1. Definition and Scope of Application 
18.5.2. Study of Graphs and Trends 
18.5.3. Sector and Stock Market Research in Fundamental Analysis 
18.5.4. Ratios and Fundamental Analysis 

18.6. Investment Analysis in a Risky Environment 

18.6.1. Discount Rate Adjustment 
18.6.2. Reduction of Cash Flows to Certainty Conditions 
18.6.3. Scenario Simulation 

18.7. Cash Flows in Investment Projects 

18.7.1. Financial Modeling 
18.7.2. Discounted Cash Flows 
18.7.3. Analysis of Working Capital Cash Flows 
18.7.4. Taxes and Inflation 

18.8. Stock Markets 

18.8.1. Companies' Access to the Stock Exchange 
18.8.2. International Stock Exchanges Operation 
18.8.3. Stock Market Indexes 

Module 19. Ethical-Legal-Fiscal 

19.1. Corporate Practice 

19.1.1. Structural Corporate Modifications 
19.1.2. Dissolution, Liquidation and Insolvency Proceedings 
19.1.3. General Meeting and Board of Directors 

19.2. Tax Practice 

19.2.1. Analysis of Corporate Tax Obligations 
19.2.2. General Tax Legal Framework 
19.2.3. Reports on the Review of Administrative Acts 

19.3. Labor Relations Practice 

19.3.1. Hiring Policy and Compensation Policy 
19.3.2. Corporate Restructuring and Succession 
19.3.3. Redundancies and Compensation 
19.3.4. Social and Labor Non-Compliance 
19.3.5. Collective Bargaining 

19.4. Corporate Income Tax 

19.4.1. Applicable Regulations 
19.4.2. Discrepancies Between Accounting and Tax Regulations 
19.4.3. Special Regimes 

19.5. Value Added Tax 

19.5.1. Applicable Regulations 
19.5.2. Place of Realization of the Taxable Event, Accrual and Taxable Base 
19.5.3. Tax Rates 
19.5.4. Special Regimes 

19.6. Responsible Finance and Investment 

19.6.1. Financial Inclusion 
19.6.2. Sustainability and Responsibility of the Financial Manager 
19.6.3. Transparency in Information 
19.6.4. Finance and Responsible Investment 
19.6.5. Social Economy, Cooperativity and Corporate Social Responsibility 

19.7. Business Ethics 

19.7.1. Ethical Conduct in the Company 
19.7.2. Deontology and Ethical Codes 
19.7.3. Fraud and Conflicts of Interest 

19.8. Legal Environment and Corporate Governance 

19.8.1. International Rules on Importation and Exportation 
19.8.2. Intellectual and Industrial Property 
19.8.3. International Labor Law 

Module 20. International Finance 

20.1. Business & International Strategy 

20.1.1. Internationalization 
20.1.2. Globalization 
20.1.3. Growth & Development in Emerging Markets 
20.1.4. International Monetary System 

20.2. Foreign Exchange Market 

20.2.1. Foreign Exchange Transactions 
20.2.2. The Forward Foreign Exchange Market 
20.2.3. Derivative Instruments for Hedging Exchange Rate and Interest Rate Risks 
20.2.4. Currency Appreciation and Depreciation 

20.3. International Payment and Collection Methods 

20.3.1. Bills, Personal Check and Bank Check 
20.3.2. Transfer, Payment Order and Remittance 
20.3.3. Documentary Clauses and Credits 
20.3.4. Factoring, International Swap and Other Means 

20.4. Financing Operations in International Markets 

20.4.1. Incoterms 
20.4.2. Derivative Instruments to Hedge Possible Fluctuations in the Price of Raw Materials 
20.4.3. Export Credits With Official Support 
20.4.4. Hedging with Swap Contracts 
20.4.5. The OECD Consensus 

20.5. International Financial Institutions 

20.5.1. The Fund for the Internationalization of the Company 
20.5.2. The World Bank Group 
20.5.3. The Inter-American Development Bank 
20.5.4. Caribbean Development Bank 

20.6. Formation of Exchange Rates 

20.6.1. Interest Rate Parity Theory 
20.6.2. Theory of Exchange Rate Expectations 
20.6.3. Purchasing Power Parity (PPP) Theory 
20.6.4. Capital Market Balance 

20.7. Debt Conversion Programs 

20.7.1. Legal Framework 
20.7.2. Operation 
20.7.3. Conversion of Debt into Public Investments 
20.7.4. Conversion of Debt into Private Investments 

20.8. International Stock Market 

20.8.1. Wall Street Market (New York) 
20.8.2. Gold Market 
20.8.3. World External Debt 
20.8.4. Paris Club 
20.8.5. ADR and GDR Securities Market 

Module 21. Startup Creation and Financing 

21.1. Creation of a Startup 

21.1.1. From the Idea to the Business Model 
21.1.2. Partners 
21.1.3. Legal Considerations 
21.1.4. Organization and Culture 
21.1.5. Capital, Risk and Entrepreneurial Management 

21.2. Startup Financial Management and Administration 

21.2.1. Introduction to Financial Management in Startup Companies 
21.2.2. Financial Metrics for Startups 
21.2.3. Financial Planning: Projection Models and Their Interpretation 
21.2.4. Valuation Methods 
21.2.5. Legal Aspects 

21.3. The Business Plan 

21.3.1. Content 
21.3.2. Introduction 
21.3.3. SWOT 
21.3.4. The Canvas Model 

21.4. Growth Phases in Startup Companies 

21.4.1. Seed Phase 
21.4.2. Startup Phase 
21.4.3. Growth Phase 
21.4.4. Consolidation Phase 

21.5. Financing Startups 

21.5.1. Bank Financing 
21.5.2. Subsidies 
21.5.3. Seed Capital and Accelerators. Business Angels. 
21.5.4. Venture Capital. IPO 
21.5.5. Public to Private Partnership 

21.6. National and International Venture Capital and Seed Capital Entities 

21.6.1. International Venture Capital Entities 
21.6.2. Private Investors: Caixa Capital Risc. Bstartup 
21.6.3. FOND-ICO Global 
21.6.4. Accelerators: Wayra, Lanzadera and Plug & Play 

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