
Business Strategy
Code: 108230Credits: 6
| Degree programme | Type | Course |
|---|---|---|
| Aeronautical Management | OB | 3 |
Contact lecturer
- Name :
- Guillem Perdrix Vidal
- Email :
- guillem.perdrix@uab.cat
Teaching staff
- Roger Pladellorens Pertegaz
Group languages
You can consult this information at the end of the document.
Prerequisites
None
Objectives
Develop learning activities and the application of knowledge in the areas of strategy and business management.
At the end of the course, the student must be able to:
- Understand and know how to evaluate the main concepts of strategy.
- Perform an internal and external analysis of the company.
- Interrelate strategic decisions with all functional areas of the company.
In the marketing section, the main concepts of the subject are introduced so that students can develop the fundamental
knowledge and the specific competencies required in this business area.
Upon completion of the course, students should be able to:
- Understand and evaluate the main concepts and tools of marketing.
- Recognize the importance of marketing within the company and in society.
- Conduct an internal and external analysis of a company and determine a diagnosis of its commercial situation.
- Understand the different competitive marketing strategies.
- Relate marketing and commercial decisions to the decisions made in the other functional areas of the company.
Learning outcomes
- KM06 (Relate the fundamental concepts of business management necessary to understand, develop and evaluate the processes of the systems present in the aeronautical sector.) Relate the fundamental concepts of business management necessary to understand, develop and evaluate the processes of the systems present in the aeronautical sector.
- KM08 (Relate the principles of business strategy to business models in the aeronautical sector, evaluating their impact on the sustainability and profitability of the sector.) Relate the principles of business strategy to business models in the aeronautical sector, evaluating their impact on the sustainability and profitability of the sector.
Contents
1. Business Strategy:
Concept of business policy or strategy.
Contents of business strategy.
The strategic process.
2. Strategic Diagnosis:
External analysis: Concept and levels of the environment. - Analysis of the general environment.
Analysis of the sectoral environment and competition. - Demand segmentation.
Internal analysis: Functional and strategic profile analysis. - Value chain.
Analysis of resources and capabilities. - Benchmarking.
3. Business Strategies:
Nature and sources of competitive advantage.
Analysis of competitive advantage in cost and differentiation. Life cycle.
Strategies for emerging, mature, and declining sectors. - Innovation strategies.
4. Corporate Strategies:
Directions of strategic development.
Corporate strategies of: diversification, vertical integration, internationalization, and cooperation.
MARKETING
1) Fundamentals of Marketing: Basic Concepts.
2) Commercial Planning.
3) Marketing Research.
4) Markets and Demand.
5) Market Segmentation and Positioning.
6) Introduction to the Marketing Mix.
Learning activities and methodology
| Title | Hours | ECTS | Learning outcomes |
|---|---|---|---|
| Ejercises | 15 | 0.6 | KM06, KM08 |
| Theory classes | 30 | 1.2 | KM06, KM08 |
| Study, readings, and analysis | 80 | 3.2 | KM06, KM08 |
| Exercises and Assignments | 20 | 0.8 | KM06, KM08 |
| Seminars | 5 | 0.2 | KM06, KM08 |
Teacher-students relationship
The general and relevant information about the subject that details the contents of the teaching guide, such as the dates of continuous assessment and dates and conditions of the work assignments, will be published on the virtual campus (or equivalent site) and may be subject to changes of programming for reasons of adaptation to possible incidents; the virtual campus will always be informed about these changes as it is understood that the virtual campus is the usual mechanism for exchanging information between teacher and student.
Languages
The classes will be done mostly in Catalan or Spanish, although the appearance of terms in English is very common. The written material or support for the subject (notes, bibliography, references, or even statements of practices, exercises, or cases) can be provided either in Catalan or Spanish or in English, and in this case the use of the English language It can be not exceptional but usual. All tests and exams will be written in Catalan or Spanish. The answers to the tests and the exercises can be delivered (and if applicable) indistinctly in Catalan, Spanish, or English.
Lectures, cases, seminars, and sessions for solving exercises
It is these sessions that present the basic contents that students need to enter into the topics that make up the program. At the same time, they will indicate the possible ways to complete or deepen the information received in these sessions.
During the sessions, the case method can also be used as a teaching tool, depending on the degree of participation of the students. These sessions can be complemented by seminars, workshops, and conferences conducted or supervised by the teaching team.
During the course, teamwork and the collaborative exchange of information and tools for solving problems will be encouraged. However, the final learning process must be individual, highlighted by the autonomous activity of each student, who will have to complement and enrich the work initiated in the course's directed sessions. The supervised activity, around regular tutorials and sporadic consultations, carried out during the course, is also an indispensable tool in the acquisition of the knowledge that the subject provides.
Use of Artificial Intelligence (AI)
Restricted use: For this subject, the use of AI is permitted exclusively in support tasks, such as bibliographic or information searches, text correction or translations, and similar. The student must identify which parts have been generated with this technology, specify the tools used and include a critical reflection on how these have influenced the process and the final result of the activity. The lack of transparency in the use of AI in this assessable activity will be considered a lack of academic honesty and may lead to a partial or total penalty in the grade of the activity, or greater sanctions in serious cases. The use of AI is not permitted in exams.
Assessment
Continuous assessment activities
| Title | Weight | Hours | ECTS | Learning outcomes |
|---|---|---|---|---|
| Participation, Exercises, and Assignments | 35% | 0 | 0 | KM06, KM08 |
| Exam | 55% | 0 | 0 | KM06, KM08 |
| Seminars | 10% | 0 | 0 | KM06, KM08 |
This subject does not foresee a single evaluation system.
The evaluation of the subject takes into account the following elements:
- Participation, Exercises, and Assignments (35%): Problem-based learning exercises, case discussions, individual or team work, class presentations of results, and other tests that may be determined. Class participation will also be valued.
- Exam (55%)
- Seminars (10%)
Bibliography
- GRANT, R.M. (2006): Dirección estratégica. Madrid: Civitas.
- JOHNSON, G., SCHOLES, K. y WHITTINGTON, R. (2006): Dirección estratégica (7ª ed.). Madrid: Pearson
Prentice Hall.
- DE-JUAN-VIGARAY, MARÍA : "Fundamentos de Marketing", Ed. Publicacions de la Universitat d´Alacant, 2017.
Software
Not necessary.
Course groups and languages
The information provided is provisional until November 30. After this date, you will be able to consult the language of each group through this link. To access the information, you will need to enter the course CODE
| Type of teaching | Group | Language | Semester | Shift |
|---|---|---|---|---|
| (TE) Theory | 11 | Catalan | first semester | afternoon |
| (PAUL) Classroom practices | 11 | Catalan | first semester | afternoon |
| (SEM) Seminars | 11 | Catalan | first semester | afternoon |
| (SEM) Seminars | 12 | Catalan | first semester | afternoon |