545-0140/01 – Strategic management (SMNG)
| Gurantor department | Department of Economics and Control Systems | Credits | 4 |
| Subject guarantor | Ing. Igor Černý, Ph.D. | Subject version guarantor | Ing. Igor Černý, Ph.D. |
| Study level | undergraduate or graduate | Requirement | Compulsory |
| Year | 2 | Semester | summer |
| | Study language | Czech |
| Year of introduction | 2017/2018 | Year of cancellation | 2022/2023 |
| Intended for the faculties | HGF | Intended for study types | Follow-up Master |
Subject aims expressed by acquired skills and competences
Students will be able to characterize the basic principles of corporate strategy and strategic management Students will be able to formulate the basic tools of strategic analysis of the company Students will be able to use their knowledge to decide on the suitability of a specific analysis of the company Students will be able to apply their theoretical knowledge to proposals to improve the strategic position of the company
Teaching methods
Lectures
Tutorials
Summary
Compulsory literature:
PEARCE, J. G., SCHOLES, K., WHITTINGTON, R. [i]Exploring corporate strategy.[/i] Prentice Hall, 2008
Recommended literature:
PEARCE, J., ROBINSON, R. [i]Strategic management.[/i] McGraw-Hill, 2010.
Additional study materials
Way of continuous check of knowledge in the course of semester
Elaboration of a semester project and passing a written exam.
E-learning
For communication beyond the framework of in-person training camps, the Moodle learning management system (lms.vsb.cz) is used, through which communication is enabled not only between the teacher and students, but also between students.
Other requirements
Continuous preparation for hours of practice.
Active participation in exercises.
Prerequisities
Subject has no prerequisities.
Co-requisities
Subject has no co-requisities.
Subject syllabus:
1. Introduction and essence of strategic management - activities realized within the frame of strategic management, characteristics of the current strategic management.
2. Mission (mission) and the strategic objectives of the organization - the definition of the mission, the importance of practical problems. Defining strategic objectives, targets properties, ensuring not to conflict objectives at different levels of management.
3. Strategic analysis of the company surroundings - objective of the analysis area, business area structure analysis methods surroundings. PEST Analysis - the main macro factors and their impact on business.
4. Porter's five forces model - finish its applications to identify the factors affecting the intensity of forces. Life cycle analysis of industry - and phase characteristics of the different stages and methods of their determination. Analysis of competing groups - definition of competing groups, the main characters for their identification, how to create maps of competing groups. Future scenarios around the company.
5. Analysis of the internal potential of the company - aim and methods of analysis, definition of audit resources and the process of its implementation. Analysis of key competencies - the definition of key competencies, target and implementation process of the analysis. Analysis of the value chain - definition, implementation objective analysis. Benchmarking - the definition and types of benchmarking, target and implementation process.
6. SWOT analysis - objective analysis and implementation process, determine the strategic position of the company, the choice of an appropriate strategy. - Levels of strategic management in the enterprise - defined levels of strategic management and relevant strategies, content strategies at different levels.
7. Strategic alternatives at company level - characteristics of growth / expansion, stabilization, reduction / defensive attitude, mold growth. Basic strategies at the enterprise level - characteristics of concentration, market development, product development, innovation, horizontal integration, vertical integration, Joint Venture, focused diversification, diversification compound, rearrangement, reduction and disposal.
8. Entry strategies of companies in foreign markets - types of strategies, their definitions, examples, advantages and disadvantages. Export and import operations (relations, contracts of exclusive sales, dealership, brokerage and agency relationships, Piggyback, direct export, export alliance). Forms low capital investment (licensed stores, franchising, management contracts, processing operations, production cooperation). Capital investment to foreign markets (acquisition, merger, Greenfield Investment, Joint Venture, Strategic Alliance)
9. A strategy based on the analysis of the portfolio company - the goal of portfolio analysis firm, BCG matrix and its characteristics, the definition of groups of fields, strategies appropriate for each of the groups, the process of implementation BCG analysis.
10. Porter's competitive strategy - defining assumptions and strategies to achieve leadership in cost, differentiation strategy and focus strategy. - A strategy based on life-cycle analysis of industry - strategies appropriate for the stage of birth / introduction, growth, maturity / maturity / aging decline.
11. Functional strategy - the main subject of interest marketing strategy, finance, manufacturing, human resources, research and development. Evaluation and selection strategy - the characteristics of the basic criteria for evaluation of the strategy, suitability, feasibility and acceptability.
12. Financial and economic evaluation of business strategies - objectives, progress and outcomes financially economic evaluation strategies. The use of multi-criteria decision making in strategic management - the application of multi-criteria decision making in strategic management, process application methods multi-criteria decision-making methods for determining materiality criteria and preferential arrangement options.
13. The implementation strategy of the company - ways to make a strategy requiring a change in organizational structures and their characteristics.
14. Strategic control and strategic audit - compared to "classic" and strategic control, basic forms of strategic control and their characteristics. Strategic audit - concept, purpose and nature of the audit.
Conditions for subject completion
Occurrence in study plans
Occurrence in special blocks
Assessment of instruction