यह कार्यक्रम सीईओ को गतिशील और प्रतिस्पर्धी कारोबारी माहौल में दूरदर्शिता, अनुकूलनशीलता और रणनीतिक दृष्टिकोण के साथ नेतृत्व करने में सक्षम बनाएगा''

Why study at TECH?

TECH is the world's largest 100% online business school. It is an elite business school, with a model based on the highest academic standards. A world-class centre for intensive managerial skills training.   

TECH is a university at the forefront of technology, and puts all its resources at the student's disposal to help them achieve entrepreneurial success"     

At TECH Global University

Innovation

The university offers an online learning model that combines the latest educational technology with the most rigorous teaching methods. A unique method with the highest international recognition that will provide students with the keys to develop in a rapidly-evolving world, where innovation must be every entrepreneur’s focus. 

"Microsoft Europe Success Story", for integrating the innovative, interactive multi-video system.  

The Highest Standards

Admissions criteria at TECH are not economic. Students don't need to make a large investment to study at this university. However, in order to obtain a qualification from TECH, the student's intelligence and ability will be tested to their limits. The institution's academic standards are exceptionally high... 

95% of TECH students successfully complete their studies.

Networking

Professionals from countries all over the world attend TECH, allowing students to establish a large network of contacts that may prove useful to them in the future.

100,000+ executives trained each year, 200+ different nationalities.

Empowerment

Students will grow hand in hand with the best companies and highly regarded and influential professionals. TECH has developed strategic partnerships and a valuable network of contacts with major economic players in 7 continents.    

500+ collaborative agreements with leading companies.

Talent

This program is a unique initiative to allow students to showcase their talent in the business world. An opportunity that will allow them to voice their concerns and share their business vision. 

After completing this program, TECH helps students show the world their talent. 

Show the world your talent after completing this program. 

Multicultural Context

While studying at TECH, students will enjoy a unique experience. Study in a multicultural context. In a program with a global vision, through which students can learn about the operating methods in different parts of the world, and gather the latest information that best adapts to their business idea. 

TECH students represent more than 200 different nationalities. 

Learn with the best

In the classroom, TECH’s teaching staff discuss how they have achieved success in their companies, working in a real, lively, and dynamic context. Teachers who are fully committed to offering a quality specialization that will allow students to advance in their career and stand out in the business world. 

Teachers representing 20 different nationalities. 

TECH strives for excellence and, to this end, boasts a series of characteristics that make this university unique: 

Analysis

TECH explores the student’s critical side, their ability to question things, their problem-solving skills, as well as their interpersonal skills.    

Academic Excellence

TECH offers students the best online learning methodology. The university combines the Relearning methodology (the most internationally recognized postgraduate learning methodology) with Harvard Business School case studies. A complex balance of traditional and state-of-the-art methods, within the most demanding academic framework.      

Economy of Scale

TECH is the world’s largest online university. It currently boasts a portfolio of more than 10,000 university postgraduate programs. And in today's new economy, volume + technology = a ground-breaking price. This way, TECH ensures that studying is not as expensive for students as it would be at another university.   

At TECH, you will have access to the most rigorous and up-to-date case studies in the academic community”

The Executive MBA (CEO, Chief Executive Officer) is an exclusive program that is taught in a 100% online format. In this way, it is possible to personally choose the time and place that best suits different schedules, availability or interests. A program that takes place over 12 months and is intended to be a unique and stimulating experience that lays the foundation for professional success.

You will be able to implement the most current corporate strategies, such as Driving Corporate Strategy, Pacing Corporate Strategy and Framing Corporate Strategy” 

Syllabus

This curriculum offers a robust and diverse curricular structure, encompassing ten modules essential for executive development. Throughout 1,500 hours of education, the alumni will analyze a multitude of practical cases through individual and team work. It is, therefore, an authentic immersion in real business situations.   

First, the crucial role of ethical leadership and corporate responsibility in strategic decision making will be analyzed, and then delve into the formulation and implementation of effective business strategies to maintain competitiveness and sustainable growth. The importance of leading teams, promoting motivation and enhancing human capital as a fundamental driver for organizational success will also be explored in depth. 

Likewise, the student will be provided with tools and knowledge for the effective management of financial resources, examining process optimization and the supply chain. Likewise, you will immerse yourself in technological management, business strategy, marketing, corporate communication and market research. Finally, the Directive Management approach will be reinforced, synthesizing the skills for strategic decision making in challenging and dynamic business environments.

It is a scheme designed to suit the professional goals of the students, oriented towards development and training to excel in the field of business administration and management. The syllabus will be adapted to the needs of entrepreneurs and their companies, offering innovative content that is based on the latest currents, supported by a first-class educational methodology, Relearning, and an exceptional teaching staff. 

This Executive MBA takes place over 12 months and is divided into 10 modules:

Module 1. Leadership, Ethics and Social Responsibility in Companies
Module 2. Strategic Management and Executive Management
Module 3. People and Talent Management
Module 4. Economic and Financial Management
Module 5. Operations and Logistics Management
Module 6. Information Systems Management
Module 7. Commercial Management, Marketing, Strategic and Corporate Communications
Module 8. Market Research, Advertising and Commercial Management
Module 9. Innovation and Project Management
Module 10. Executive Management

Where, when, and how it is taught

TECH offers the possibility of developing this Executive MBA (Chief Executive Officer) completely online. 

Throughout the 12 months of the educational program, you will be able to access all the contents of this program at any time, allowing you to self-manage your study time. 

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 the Leader in Company Management 

1.3. Cross Cultural Management

1.3.1. Concept of Cross Cultural Management
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 Morality
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 CSR

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 Human Rights Matters

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. Strategy Formulation: Strategic Planning Process

2.4. Strategic Thinking 

2.4.1. The Company as a System
2.4.2. Concept of Organization

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 Ps of Strategy

2.8. Competitive Strategy

2.8.1. The 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 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 Human Resources Management
3.3.2. Strategic People Management

3.4. Evolution of Resources.An Integrated Vision 

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

3.5. Selection, Group Dynamics and HR 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 Skills

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

3.7. Performance Evaluation and Management

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

3.8. Training Management

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. Talent Map of 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. Identification, Training and Development of Talent
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 HR.
3.12.2. Personal Branding for HR Professionals.

3.13. Development of High-Performance Teams

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

3.14. Management Skills Development

3.14.1. What are Managerial Skills?
3.14.2. Skill Elements
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. Being Clear about the Objective
3.15.10. Order
3.15.11. Education

3.16. Change Management

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

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 Business Environment
3.18.2. Communication Departments
3.18.3. The Head of Communication of the Company The Profile of the Dircom

3.19. Human Resources Management and ORP Teams

3.19.1. Human Resources Management and Teams
3.19.2. Occupational Hazard 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 of 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. Company Assets
4.3.3. Company Liabilities
4.3.4. The Company's Net Worth
4.3.5. The Income Statement

4.4. From General Ledger 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 Budgetary Model
4.6.2. The Capital Budget
4.6.3. The Operating Budget
4.6.5. The Treasury Budget
4.6.6. Budget Monitoring

4.7. Treasury Management

4.7.1. Working Capital Fund and Working Capital Requirement
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 State's Work

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. Cash Flow Statement
4.9.5. Ratio Analysis

4.10. Financial Management

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

4.11. Financial Planning

4.11.1. Financial Planning Definition
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. Corporate Financing Financial Products

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. Business 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 Market
4.15.4. Foreign Exchange Market
4.15.5. Derivatives Markets

4.16. Financial Analysis and Planning

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

4.17. Analyzing and Solving Cases/Problems

4.17.1. Financial Information on Industry of Design and Textile, S.A. (INDITEX)

Module 5. Operations and Logistics Management

5.1. Operations Direction and Management

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

5.2. Industrial and Logistic Organization

5.2.1. Industrial Organization Department
5.2.2. Logistics Department

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

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. Type of Purchase
5.4.4. Managing a Company's Purchasing Efficiently
5.4.5. Stages of The Buying 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 System
5.6.3. Stock Management Techniques
5.6.4. Storage System

5.7. Strategic Purchasing Management

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

5.8. Typologies of the Supply Chain (SCM)

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 Supply Chain Management (SCM)
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. Integrated Supply Chain Problems.
5.10.4. Supply Chain 4.0.

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 Logistics Chains.
5.12.3. Indicators of Profitability and Efficiency of Logistics Chains

5.13. Process Management

5.13.1. Process Management
5.13.2. Process-based Approach: Process Map
5.13.3. Process Management Improvements

5.14. Distribution and Transport Logistics

5.14.1. Supply Chain Distribution
5.14.2. Transport 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 (CPFR)

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

5.18. Competitiveness in Operations

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

5.19. Quality Management

5.19.1. Internal and External Clients
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 and Technological Environments
6.1.3. Technological Environment and Its Impact on Companies

6.2. Information Systems and Technologies 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 the Company
6.4.3. Expert Managers in Information Systems: Roles and Functions

6.5. Information Technology Strategic Planning

6.5.1. Information Systems and Corporate Strategy
6.5.2. Information Technology Strategic Planning
6.5.3. Phases for Information Systems Strategic Planning

6.6. Information Systems for Decision-Making

6.6.1. Business Intelligence
6.6.2. Data Warehouse
6.6.3. Balanced Scorecard (BSC)

6.7. Exploring the Information

6.7.1. Relational Database 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 Analysis of BBDD and Report Composition

6.8. Enterprise 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
6.9.3. BI in the Different Departments of the Company
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. Corporate Management Applications
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. Major Technology Trends 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 Business
6.15.3. Keys to Implementing Corporate IT Outsourcing Projects

Module 7. Commercial Management, Marketing, Strategic and Corporate Communications

7.1. Commercial Management

7.1.1. Conceptual Framework of Commercial Management
7.1.2. Commercial Strategy and Planning 
7.1.3. The Role of Commercial 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. Objectives of Digital Marketing and e-Commerce
7.4.2. Digital Marketing and Media Employed
7.4.3. E-Commerce General Context
7.4.4. e-Commerce Categories
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. Design and Creation of 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 Brand Reputation
7.6.2. Branded Content and Storytelling

7.7. Digital Marketing Strategy

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

7.8. Digital Marketing to Attract and Retain Customers

7.8.1. Loyalty and Engagement Strategies using 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 to Create an Online Marketing Plan
7.10.3. Advantages of Having an Online Marketing Plan

7.11. Blended Marketing

7.11.1. What is Inbound Marketing?
7.11.2. Differences between Online and Offline Marketing
7.11.3. Aspects to Consider in the Blended Marketing Strategy
7.11.4. Features of a Blended Marketing Strategy
7.11.5. Recommendations in Blended Marketing
7.11.6. The 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. Function 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 HR
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 the 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. Market Research: Historical Origin
8.1.2. Analysis and Evolution of the Conceptual Framework of Market 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. Stages of Market Research Implementation
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 Market International Research

8.7. Feasibility Studies

8.7.1. Concept and Usefulness
8.7.2. Layout of Viability Study
8.7.3. Development of Viability Study

8.8. Advertising

8.8.1. Historical Antecedents 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. Trends and Challenges of Advertising

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. Operational 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 Function of Commercial Management
8.12.2. Systems for Analyzing the Commercial Competitive Situation of the Company/Market
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. Analytics and Decision-Making Tools
8.14.4. Human Behavior in Decision-Making

8.15. Direction and Management of the Sales Network

8.15.1. Sales Management. Sales Direction
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. Commercial Process Management. Control and Assistance to the Work of the Sales Representatives Based on the Information

8.16. Implementing the Commercial Function

8.16.1. Hiring of Own Sales Representatives and Commercial Agents
8.16.2. Controlling Commercial Activity
8.16.3. The Code of Ethics of Commercial 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. Key Account Manager
8.17.3. Key Account Management Strategy

8.18. Financial and Budgetary Management

8.18.1. The Breakeven Point
8.18.2. Sales Budget Management Control and 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 Innovation Intelligence
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 Development of Startups
9.3.4. The Role of the Project Manager in a Startup

9.4. Business Model Design and Validation

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

9.5. Project Management

9.5.1. Project Management: 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. The Concept of Change Management
9.6.2. Change Management Process
9.6.3. The Implementation of Change

9.7. Project Communication Management

9.7.1. Project Communications Management
9.7.2. Key Concepts for Communications Management
9.7.3. Emerging Trends
9.7.4. Team Adaptations
9.7.5. Planning Communications Management
9.7.6. Manage Communications
9.7.7. Monitoring Communications

9.8. Traditional and Innovative Methodologies

9.8.1. Innovative Methodologies
9.8.2. Basic Principles of the 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. The 10 Main Reasons Why Startups Fail
9.3.4. Legal Aspects

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. Risk Management Plan Contents

Module 10. Executive Management

10.1. General Management

10.1.1. The Concept of General Management
10.1.2. The Role of the CEO
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 Organizations
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. Education
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. Emotional Communication and Self-esteem

10.9. Personal Branding

10.9.1. Strategies to Develop Personal Branding
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. Capacities and Challenges of the Leader
10.10.3. Managing Change Processes
10.10.4. Managing Multicultural Teams 
10.10.5. Project Closure

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