Training that will elevate your skills to the highest professional level, with up-to-date information on the latest business techniques and approaches"

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 Re-learning 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 Harvard Business School case studies" 

The Advanced master’s degree in Senior Strategy Management is a tailor-made program that is delivered 100% online so that students can choose the time and place that best suits their availability, schedules and interests. A program that takes place over 24 months and is intended to be a unique and stimulating experience that lays the foundations for success as a manager and entrepreneur. 

A syllabus that is strategically designed to support your learning"

Syllabus

This Advanced master’s degree in Senior Strategy Management from TECH Global University is an intense program that prepares you to face challenges and business decisions both on a national and international level. Its content is designed to promote the development of managerial skills that enable more rigorous decision-making in uncertain environments. 

Over the course of 3,000 hours, you will analyze a multitude of practical cases through individual work, achieving intensive learning that will be very useful for your daily work. It is, therefore, an authentic immersion in real business situations.  

This Advanced master’s degree in Senior Strategy Management provides in-depth coverage of the main areas of business, and is designed to enable executives to understand business management from a strategic, international and innovative perspective. 

A plan focused on your professional improvement and that prepares the professional to achieve excellence in the field of management and business management.

A program that understands both its students' and their companies', needs through innovative content based on the latest trends, and supported by the best educational methodology and an exceptional faculty, which will provide them with the skills to solve critical situations in a creative and efficient way.  

This program takes place over 24 months and is divided into 17 modules:

Module 1. Leadership, Ethics, and CSR
Module 2. Strategic Direction 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, and Corporate Communication
Module 8. Innovation and Project Management
Module 9. Management and Strategy
Module 10. Strategic Development Methods
Module 11. Strategic Planning and Financial Management Control
Module 12. Organizational Behavior
Module 13. Strategic People Management
Module 14. Managerial Skills
Module 15. Strategy in Marketing Management
Module 16. Business Strategy and Operations Strategy
Module 17. Business and International Strategy

Where, When and How is it Taught?

TECH offers the possibility of taking this program completely online. Over the course of the 24 months, the student will be able to access all the contents of this program at any time, allowing them to self-manage their study time. 

Module 1. Leadership, Ethics, and CSR

1.1. Globalization and Governance  

1.1.1. Globalization and Trends: Market Internationalization
1.1.2. Economic Environment and Corporate Governance
1.1.3. Accountability

1.2. Leadership

1.2.1. Intercultural Environment
1.2.2. Leadership and Business Management
1.2.3. Management Roles and Responsibilities

1.3. Business ethics   

1.3.1. Ethics and Integrity
1.3.2. Ethical Behavior in Companies
1.3.3. Deontology, Codes of Ethics and Codes of Conduct
1.3.4. Fraud and Corruption Prevention

1.4. Sustainability 

1.4.1. Business and Sustainable Development
1.4.2. Social, Environmental, and Economic Impact 
1.4.3. The 2030 Agenda and the SDGs

1.5. Corporate Social Responsibility 

1.5.1. Corporate Social Responsibility
1.5.2. Roles and Responsibilities
1.5.3. Implementing Corporate Social Responsibility

Module 2. Strategic Direction and Executive Management

2.1. Organizational Analysis and Design

2.1.1. Organizational Culture
2.1.2. Organisational analysis
2.1.3. Designing the Organizational Structure

2.2. Corporate Strategy 

2.2.1. Corporate-Level Strategy
2.2.2. Types of Corporate-Level Strategies
2.2.3. Determining the Corporate Strategy
2.2.4. Corporate Strategy and Reputational Image 

2.3. Strategic Planning and Strategy Formulation

2.3.1. Strategic Thinking
2.3.2. Strategic Planning and Formulation
2.3.3. Sustainability and Corporate Strategy

2.4. Strategy Models and Patterns

2.4.1. Wealth, Value, and Return on Investments 
2.4.2. Corporate Strategy: Methodologies
2.4.3. Growing and Consolidating the Corporate Strategy

2.5. Strategic Management

2.5.1. Strategic Mission, Vision, and Values
2.5.2. The Balanced Scorecard
2.5.3. Analyzing, Monitoring, and Evaluating the Corporate Strategy
2.5.4. Strategic Management and Reporting

2.6. Implementing and Executing Strategy

2.6.1. Strategic Implementation: Objectives, Actions and Impacts
2.6.2. Supervision and Strategic Alignment
2.6.3. Continuous Improvement Approach

2.7. Executive Management

2.7.1. Integrating Functional Strategies into the Global Business Strategies
2.7.2. Management Policy and Processes
2.7.3. Knowledge Management

2.8. Analyzing and Solving Cases/Problems 

2.8.1. Problem Solving Methodology
2.8.2. Case Method 
2.8.3. Positioning and Decision-Making

Module 3. People and Talent Management

3.1. Organizational Behavior

3.1.1. Organizational Theory
3.1.2. Key Factors for Change in Organizations
3.1.3. Corporate Strategies, Types, and Knowledge Management

3.2. Strategic People Management

3.2.1. Job Design, Recruitment, and Selection
3.2.2. Human Resources Strategic Plan: Design and Implementation
3.2.3. Job Analysis: Design and Selection of People
3.2.4. Training and Professional Development

3.3. Management and Leadership Development

3.3.1. Management Skills: 21st Century Skills and Abilities
3.3.2. Non-Managerial Skills
3.3.3. Map of Skills and Abilities
3.3.4. Leadership and People Management

3.4. Change Management

3.4.1. Performance Analysis
3.4.2. Strategic Approach
3.4.3. Change Management: Key Factors, Process Design and Management
3.4.4. Continuous Improvement Approach

3.5. Negotiation and Conflict Management  

3.5.1. Negotiation Objectives: Differentiating Elements
3.5.2. Effective Negotiation Techniques
3.5.3. Conflicts: Factors and Types
3.5.4. Efficient Conflict Management: Negotiation and Communication

3.6. Executive Communication

3.6.1. Performance Analysis
3.6.2. Leading Change. Resistance to Change
3.6.3. Managing Change Processes
3.6.4. Managing Multicultural Teams

3.7. Team Management and People Performance

3.7.1. Multicultural and Multidisciplinary Environment
3.7.2. Team and People Management
3.7.3. Coaching and People Performance
3.7.4. Executive Meetings: Planning and Time Management

3.8. Knowledge and Talent Management

3.8.1. Identifying Knowledge and Talent in Organizations   
3.8.2. Corporate Knowledge and Talent Management Models  
3.8.3. Creativity and Innovation

Module 4. Economic and Financial Management

4.1. Economic Environment

4.1.1 Organizational Theory
4.1.2 Key Factors for Change in Organizations
4.1.3 Corporate Strategies, Types, and Knowledge Management

4.2. Executive Accounting

4.2.1 International Accounting Framework
4.2.2 Introduction to the Accounting Cycle
4.2.3 Company Financial Statements
4.2.4 Analysis of Financial Statements: Decision-Making

4.3. Budget and Management Control

4.3.1 Budgetary Planning 
4.3.2 Management Control: Design and Objectives 
4.3.3 Supervision and Reporting 

4.4. Corporate Tax Responsibility

4.4.1 Corporate Tax Responsibility
4.4.2 Tax Procedure: a Country-Case Approach

4.5. Corporate Control Systems

4.5.1 Types of Control
4.5.2 Regulatory Compliance
4.5.3 Internal Auditing
4.5.4 External Auditing

4.6. Financial Management 

4.6.1 Introduction to Financial Management 
4.6.2 Financial Management and Corporate Strategy
4.6.3 Chief Financial Officer (CFO): Managerial Skills

4.7. Financial Planning

4.7.1 Business Models and Financing Needs
4.7.2 Financial Analysis Tools
4.7.3 Short-Term Financial Planning
4.7.4 Long-Term Financial Planning

4.8. Corporate Financial Strategy

4.8.1 Corporate Financial Investments
4.8.2 Strategic Growth: Types

4.9. Macroeconomic Context

4.9.1 Macroeconomic Analysis
4.9.2 Economic Indicators
4.9.3 Economic Cycle

4.10. Strategic Financing

4.10.1 Banking Business: Current Environment
4.10.2 Risk Analysis and Management

4.11. Money and Capital Markets 

4.11.1 Fixed Income Market 
4.11.2 Equity Market 
4.11.3 Valuation of Companies 

4.12. Analyzing and Solving Cases/Problems

4.12.1 Problem Solving Methodology
4.12.2 Case Method

Module 5. Operations and Logistics Management 

5.1. Operations Management

5.1.1. Define the Operations Strategy   
5.1.2. Supply Chain Planning and Control   
5.1.3. Indicator Systems

5.2. Purchasing Management 

5.2.1. Stock Management   
5.2.2. Warehouse Management   
5.2.3. Purchasing and Procurement Management 

5.3. Supply Chain Management (I)

5.3.1. Costs and Efficiency of the Operations Chain
5.3.2. Change in Demand Patterns
5.3.3. Change in Operations Strategy

5.4. Supply Chain Management (II) Implementation

5.4.1. Lean Manufacturing/Lean Thinking 
5.4.2. Logistics Management   
5.4.3. Purchasing

5.5. Logistical Processes

5.5.1. Organization and Management by Processes  
5.5.2. Procurement, Production, Distribution   
5.5.3. Quality, Quality Costs, and Tools   
5.5.4. After-Sales Service

5.6. Logistics and Customers 

5.6.1. Demand Analysis and Forecasting   
5.6.2. Sales Forecasting and Planning
5.6.3. Collaborative Planning, Forecasting, and Replacement 

5.7. International Logistics

5.7.1. Customs, Export and Import processes
5.7.2. Methods and Means of International Payment
5.7.3. International Logistics Platforms

5.8. Competing through Operations 

5.8.1. Innovation in Operations as a Competitive Advantage in the Company 
5.8.2. Emerging Technologies and Sciences  
5.8.3. Information Systems in Operations

Module 6. Information Systems Management 

6.1. Information Systems Management

6.1.1. Business Information Systems
6.1.2. Strategic Decisions
6.1.3. The Role of the CIO

6.2. Information Technology and Business Strategy 

6.2.1. Company and Industry Sector Analysis   
6.2.2. Online Business Models
6.2.3. The Value of IT in a Company

6.3. IS Strategic Planning  

6.3.1. The Process of Strategic Planning   
6.3.2. Formulating the IS Strategy   
6.3.3. Strategy Implementation Plan

6.4. Information Systems and Business Intelligence

6.4.1. CRM and Business Intelligence
6.4.2. Business Intelligence Project Management
6.4.3. Business Intelligence Architecture

6.5. New ICT-Based Business Models

6.5.1. Technology-Based Business Models
6.5.2. Innovation Abilities
6.5.3. Redesigning the Value Chain Processes

6.6. E-Commerce

6.6.1. E-Commerce Strategic Plan
6.6.2. Logistics Management and Customer Service in E-Commerce
6.6.3. E-Commerce as an Opportunity for Internationalization

6.7. E-Business Strategies

6.7.1. Social Media Strategies
6.7.2. Optimizing Service Channels and Customer Support
6.7.3. Digital Regulation

6.8. Digital Business

6.8.1. Mobile e-Commerce
6.8.2. Design and Usability
6.8.3. E-Commerce Operations

Module 7. Commercial Management, Marketing, and Corporate Communication

7.1. Commercial Management 

7.1.1. Sales Management
7.1.2. Commercial Strategy
7.1.3. Sales and Negotiation Techniques
7.1.4. Management of Sales Teams

7.2. Marketing

7.2.1. Marketing and the Impact on the Company  
7.2.2. Basic Marketing Variables  
7.2.3. Marketing Plan  

7.3. Strategic Marketing Management

7.3.1. Sources of Innovation
7.3.2. Current Trends in Marketing  
7.3.3. Marketing Tools  
7.3.4. Marketing Strategy and Communication with Customers

7.4. Digital Marketing Strategy 

7.4.1. Approach to Digital Marketing   
7.4.2. Digital Marketing Tools    
7.4.3. Inbound Marketing and the Evolution of Digital Marketing

7.5. Sales and Communication Strategy

7.5.1. Positioning and Promotion  
7.5.2. Public Relations   
7.5.3. Sales and Communication Strategy

7.6. Corporate Communication

7.6.1. Internal and External Communication  
7.6.2. Communication Departments  
7.6.3. Communication Managers: Managerial Skills and Responsibilities

7.7. Corporate Communication Strategy

7.7.1. Corporate Communication Strategy    
7.7.2. Communication Plan  
7.7.3. Press Release/Clipping/Publicity Writing

Module 8. Innovation and Project Management

8.1. Innovation

8.1.1. Macro Concept of Innovation  
8.1.2. Types of Innovation  
8.1.3. Continuous and Discontinuous Innovation  
8.1.4. Training and Innovation  

8.2. Innovation Strategy

8.2.1. Innovation and Corporate Strategy  
8.2.2. Global Innovation Project: Design and Management   
8.2.3. Innovation Workshops  

8.3. Business Model Design and Validation

8.3.1. The Lean Startup Methodology  
8.3.2. Innovative Business Initiative: Stages  
8.3.3. Financing Arrangements  
8.3.4. Model Tools: Empathy Map, Canvas Model, and Metrics  
8.3.5. Growth and Loyalty  

8.4. Project Management

8.4.1. Innovation Opportunities   
8.4.2. Feasibility Study and Proposal Specification  
8.4.3. Project Definition and Design  
8.4.4. Project Execution  
8.4.5. Project Closure

Module 9. Management and Strategy

9.1. Strategic Thinking

9.1.1. The Strategy and its Purpose
9.1.2. Strategic Thinking and Strategist Skills
9.1.3. Lateral Thinking and Blue Ocean Strategy
9.1.4. Neuroscience Applied to Strategy

9.2. Strategic Decisions and Decision Makers

9.2.1. Corporate governance
9.2.2. Management Teams
9.2.3. Creating Value

9.3. Competitive Strategy 

9.3.1. Market Analysis
9.3.2. Sustainable Competitive Advantage
9.3.3. Return on Investment

9.4. Corporate Strategy 

9.4.1. Driving Corporate Strategy
9.4.2. Pacing Corporate Strategy
9.4.3. Framing Corporate Strategy

9.5. Planning and Strategy 

9.5.1. The Relevance of Strategic Direction in the Management Control Process
9.5.2. Analysis of the Environment and the Organization

9.6. Strategy Implementation

9.6.1. Indicator Systems and Process Approach
9.6.2. Strategic Map
9.6.3. Differentiation and Alignment

9.7. Strategic Analysis Models

9.7.1. Internal Analysis
9.7.2. External Analysis
9.7.3. Sources of Competitive Advantage in the Sector
9.7.4. Advantages, Disadvantages and Effectiveness of Strategic Analysis

9.8. Total Quality Management and Advanced Project Management

9.8.1. TQM (Total Quality Management)
9.8.2. Six Sigma as a Business Management System
9.8.3. EFQM Model

9.9. Lean Management

9.9.1. The Basic Principles of Lean Management
9.9.2. Improvement and Problem-Solving Groups
9.9.3. New Forms of Maintenance and Quality Management

9.10. Ethics and Strategic Management

9.10.1. Integration of Ethics and Strategy
9.10.2. Human Motivation and Ethics
9.10.3. Ethical Quality of Organizations

Module 10. Strategic Development Methods

10.1. Strategic Partnerships

10.1.1. Joint Ventures
10.1.2. Export Consortiums
10.1.3. Purchasing Centers
10.1.4. Other Types of Cooperation

10.2. Corporate Enterprise

10.2.1. Exploration of New Business Opportunities
10.2.2. Prototyping and In-house Development
10.2.3. Agents of Internal Change
10.2.4. Emerging Projects and Disruption

10.3. Strategic Innovation

10.3.1. Open Innovation and Triple Helix
10.3.2. Innovation Success and Failure Factors
10.3.3. Impact of Innovation Management on Business Performance
10.3.4. Creative Thinking and Design Thinking

10.4. Investment Policies

10.4.1. Company Valuation Methods
10.4.2. Strategy and Risk Control
10.4.3. Sources of Financing

10.5. Mergers and Acquisitions

10.5.1. Financial and Organizational Implications of Mergers and Acquisitions
10.5.2. Analysis and Evaluation of Synergies
10.5.3. Negotiation Techniques and Approaches

10.6. Diversification Strategies

10.6.1. Specialization vs. Diversification
10.6.2. Choice of Diversification Entry Mode
10.6.3. Business Diversification and Results
10.6.4. Business Portfolio Restructuring Strategies

Module 11. Strategic Planning and Financial Management Control

11.1. Management Control

11.1.1. Financial Policy and Growth
11.1.2. Information as a Management Control Tool
11.1.3. Management Control as a Planning and Management System
11.1.4. Functions of the Controller
11.1.5. Scope of Management Control

11.2. Financial Information and Management Decisions

11.2.1. Financial or Legal Accounting
11.2.2. Analytical or Cost Accounting
11.2.3. Control Accounting

11.3. Treasury Management

11.3.1. Accounting Working Capital and Required Working Capital
11.3.2. Calculation of Operating Cash Requirements
11.3.3. Credit Management
11.3.4. Fund, Wealth and Family Office Management

11.4. Cash Management

11.4.1. Bank Financing of Working Capital
11.4.2. Treasury Department Organization
11.4.3. Centralized Treasury Management

11.5. Planning and Control of Responsibility Centers

11.5.1. Design of a Management Control System
11.5.2. Management Control Deviations

11.6. The Process of Strategic Formulation and Planning

11.6.1. Formulation and Content of the Strategic Plan
11.6.2. Balanced Scorecard
11.6.3. Terminology and Basic Concepts

11.7. Organizational Planning

11.7.1. Business Units and Transfer Pricing
11.7.2. Manufacturing, Production, Support and Sales Centers
11.7.3. Roles and Responsibilities of Financial Management

11.8. Indicators as a Control Tool

11.8.1. Control Panel
11.8.2. Number and Format of Indicators
11.8.3. Strategic Planning

Module 12. Organizational Behavior

12.1. Organizational Behavior

12.1.1. Organizations
12.1.2. Organizational Theory
12.1.3. Organizations, People and Society
12.1.4. Historical Evolution of Organizational Behavior

12.2. Organizational Culture

12.2.1. Values and Organizational Culture
12.2.2. Key Components for Change in Organizations
12.2.3. The Evolution of Scientific Thought and the Organization as a System
12.2.4. Culture and Transformation

12.3. Organization Management

12.3.1. Levels and Managerial Qualities
12.3.2. The Function of Planning and Organization
12.3.3. The Function of Management and Control
12.3.4. The New Role of the HR Manager

12.4. Knowledge Management

12.4.1. Collective Intelligence vs. Knowledge Management
12.4.2. Perspectives and Tools for Knowledge Management
12.4.3. Collaborative Environments and Learning Communities

12.5. People in Organizations

12.5.1. Quality of Work Life and Psychological Well-Being
12.5.2. Work Teams and Meeting Management
12.5.3. Coaching and Team Management

12.6. Organizational Structure

12.6.1. Main Coordination Mechanisms
12.6.2. Departments and Organization Charts
12.6.3. Authority and Responsibility
12.6.4. Empowerment

Module 13. Strategic People Management

13.1. Strategic Leadership for Intangible Asset Economy

13.1.1. Cultural Alignment Strategies
13.1.2. Corporate and Differentiating Leadership
13.1.3. Change and Transformation Agent

13.2. Strategic Thinking and Systems

13.2.1. The Company as a System
13.2.2. Strategic Thinking Derived from Corporate Culture
13.2.3. The Strategic Approach From a People Management Perspective
13.2.4. Design and Implementation of Personnel Policies and Practices 

13.3. Strategic Organizational Design

13.3.1. Business Partners Model
13.3.2. Share Services
13.3.3. Outsourcing

13.4. HR Analytics

13.4.1. Big Data and Business Intelligence. (BI)
13.4.2. HR Data Analysis and Modeling
13.4.3. Designing and Development of a HR Plan

13.5. Strategic Leadership

13.5.1. Leadership Models
13.5.2. Coaching
13.5.3. Mentoring
13.5.4. Transformational Leadership

13.6. Audit and Strategic Control in People Management

13.6.1. Reasons for Auditing
13.6.2. Data Collection and Analysis Tools
13.6.3. Audit Report

Module 14. Managerial Skills

14.1. Public Speaking and Spokesperson Training

14.1.1. Interpersonal Communication
14.1.2. Communication Skills and Influence
14.1.3. Communication Barriers 

14.2. Communication and Leadership

14.2.1. Leadership and Leadership Styles
14.2.2. Motivation
14.2.3. Skills and Abilities of the Leader 2.0

14.3. Personal Branding

14.3.1. Strategies for Personal Brand Development
14.3.2. Personal Branding Laws
14.3.3. Tools for Creating Personal Brands

14.4. Team Management

14.4.1. Work Teams and Management Meetings
14.4.2. Managing Change Processes
14.4.3. Managing Multicultural Teams
14.4.4. Coaching

14.5. Negotiation and Conflict Resolution

14.5.1. Effective Negotiation Techniques
14.5.3. Interpersonal Conflicts
14.5.3. Intercultural Negotiation

14.6. Emotional Intelligence

14.6.1. Emotional Intelligence and Communication
14.6.2. Assertiveness, Empathy, and Active Listening
14.6.3. Self-Esteem and Emotional Language

14.7. Relational Capital: Coworking

14.7.1. Managing Human Capital
14.7.2. Performance Analysis
14.7.3. Managing Equality and Diversity
14.7.4. Innovation in People Management

14.8. Time Management

14.8.1. Planning, Organisation and Control
14.8.2. The Methodology of Time Management
14.8.3. Action Plans
14.8.4. Tools for Efficient Time Management

Module 15. Strategy in Marketing Management

15.1. Marketing Management

15.1.1. Positioning and Value Creation
15.1.2. Company's Marketing Orientation and Positioning
15.1.3. Strategic Marketing Operational Marketing
15.1.4. Objectives in Marketing Management
15.1.5. Integrated Marketing Communications

15.2. The Function of Strategic Marketing

15.2.1. Main Marketing Strategies
15.2.2. Segmentation, Targeting, and Positioning
15.2.3. Managing Strategic Marketing

15.3. Marketing Strategy Dimensions

15.3.1. Necessary Resources and Investments
15.3.2. Fundamentals of Competitive Advantage
15.3.3. The Company’s Competitive Behavior
15.3.4. Focus Marketing

15.4. New Product Strategy Development

15.4.1. Creativity and Innovation in Marketing
15.4.2. Generation and Filtering of Ideas
15.4.3. Commercial Viability Analysis
15.4.4. Development, Market Testing, and Commercialization

15.5. Pricing Policies

15.5.1. Short and Long-Term Aims
15.5.2. Types of Pricing
15.5.3. Factors that Affect Pricing

15.6. Promotion and Merchandising Strategies

15.6.1. Advertising Management
15.6.2. Communication and Media Plan
15.6.3. Merchandising as a Marketing Technique
15.6.4. Visual Merchandising

15.7. Distribution, Expansion, and Intermediation Strategies

15.7.1. Outsourcing of Sales Force and Customer Service
15.7.2. Commercial Logistics in Product and Service Sales Management
15.7.3. Sales Cycle Management

15.8. Developing the Marketing Plan

15.8.1. Analysis and Diagnosis
15.8.2. Strategic Decisions
15.8.3. Operational Decisions

Module 16. Business Strategy and Operations Strategy

16.1. New Scenarios in Supply Chain Management

16.1.1. Management in Multicultural Environments
16.1.2. Innovation in SCM
16.1.3. Orientation to Demand through Flexible Operations
16.1.4. Philosophies and Techniques Used in Japan

16.2. Global Vision of Supply Chain Management

16.2.1. SCM Opportunities and Threats
16.2.2. Strategic Supply Chain Design
16.2.3. Tendencies

16.3. Operations Strategy

16.3.1. Introduction to Strategy and Strategic Levels
16.3.2. Process Management
16.3.3. Stocks Management

16.4. Logistics Decision-Making

16.4.1. Analysis of Decisions
16.4.2. Global Operations Management and Planning
16.4.3. Risk Management in SC
16.4.4. Hard and Soft Decision-Making

16.5. Lean Operations Strategy

16.5.1. Strategic Synergies with Functional Areas
16.5.2. Logistics Operators
16.5.3. Process-Product Matrix

16.6. Strategic Purchasing Management

16.6.1. New Challenges in Purchasing, Sourcing and Procurement Management
16.6.2. Purchasing Function in Companies and in the Supply Chain
16.6.3. Purchasing Function as a Resource Provider
16.6.4. Legal Aspects of Purchasing Function

16.7. Strategic Sourcing

16.7.1. Supplier Selection and Development
16.7.2. Value Generation from Strategic Procurement
16.7.3. Logistic Operators in Procurement

16.8. Purchasing Strategy Design

16.8.1. Externalization 
16.8.2. Process Outsourcing
16.8.3. Globalization
16.8.4. Relocation

Module 17. Business and International Strategy

17.1. Business and International Strategy 

17.1.1. Internationalisation
17.1.2. Growth & Development in Emerging Markets
17.1.3. International Monetary System

17.2. Strategic Management of International Business 

17.2.1. Internationalization in the New World Order
17.2.2. The Influence of Culture on International Business
17.2.3. Market and Country Selection
17.2.4. Offshoring

17.3. Internationalization Strategies

17.3.1. Reasons and Requirements for Foreign Market Expansion
17.3.2. Strategic Partnerships in the International Expansion Process
17.3.3. Ways to Enter New International Markets

17.4. Internationalization Decisions

17.4.1. Market Research and Decision-Making
17.4.2. Choice of Location and Mode of Operation
17.4.3. Choice of the Appropriate Legal Form

17.5. Stages of the Internationalization Process

17.5.1. International Demand Analysis
17.5.2. Export Potential Diagnosis
17.5.3. Internationalization Planning
17.5.4. Export Stages

17.6. Internationalization by Type of Company

17.6.1. Product Companies and Service Companies
17.6.2. Internationalized Companies and Multinational Corporations
17.6.3. SMEs and their Internationalization Model

17.7. Obstacles to Internationalization

17.7.1. Legal Restrictions
17.7.2. Logistical, Financial and Commercial Obstacles
17.7.3. Obstacles to Direct Investment

17.8. Cross-Cultural Management

17.8.1. Cultural Dimension of International Management
17.8.2. Globalization in Business Management
17.8.3. Intercultural Leadership

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