Estudia

• Dissenyar, controlar i millorar els processos de planificació i organització l'activitat turística i hotelera
• Adquirir coneixements bàsics i interdisciplinaris en relació amb el turisme i l'hostaleria
• Dissenyar i aplicar processos i estratègies comunicatives en els diversos àmbits de treball, seleccionant i utilitzant les tecnologies de la informació i la comunicació més adequades
• Desenvolupar la capacitat de diagnosticar i resoldre problemes mitjançant la recerca d'informació de diferents fonts per tal de prendre les decisions més encertades
• Identificar i seleccionar documentació jurídica actualitzada mitjançant la utilització de bases de dades jurídiques i compendis legislatius

1. Module 1

2. 1. Strategic financial planning. 1.1. Main goals. 1.2. How to implement planning. 1.3. Diagnosis. 1.4. Financing alternatives and possible decisions.

3. 2. Business finance. 2.1. Introduction and objectives. 2.2. Revenue management. 2.3. Investment Budget. 2.4. Sources of finance.

4. 3. How to implement strategic forecast. 3.1. Operating Income forecasted (Operating Profit). 3.2. Cash Flow projections (Financial needs). 3.3. Capital Budget (Applications and Sources of financing). 3.4. Balance Sheet forecasted (Stability degree).

5. 4. Case study I. 4.1. Case study Hotel Anextia. 4.2. Strategic viability and profitability analysis. 4.3. Proposals and conclusions.

6. 5. Case study II. 5.1. Case study Newness Hotel. 5.2. Strategic viability and profitability analysis. 5.3. Proposals and conclusions.

7. 6. Strategic company´s valuation. 6.1. Building successful strategies. 6.2. Main valuation methodologies. 6.3. Discounted Cash Flow (D.C.F.). 6.4. Shareholders value: the multiples (PER, PBV, PSR).

8. 7. Strategic company´s valuation. 7.1. The Weighted Average Cost of Capital (WACC). 7.2. Cost of equity funds. 7.3. Risk factor. 7.4. Goodwill. 7.5. Other value indicators: the multiples (PER, PBV, PSR).

9. 8. Case study III "project-based learning" (PBL). 8.1. Case study to develop (students). 8.2. Group presentations. 8.3. Summary of key points.

10. Module 2

11. 2.1. Mental Models: How to make intelligent decisions. 1. What are mental models? 2. Learning to think better. 3. Main mental models.

12. 2.2. The strategy journey. 1. The logical structure of a good strategy. 2. How to identify a bad strategy. Why do companies apply bad strategies? 3. Strategy under uncertainty. 4. Sources of power in a good strategy. 5. Thinking like a strategist. 6. The science of a strategy. 7. Case study.

13. 2.3 How to develop a business strategy toolkit. 1. 6 steps to develop a value-based business strategy. 2. SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis. 3. OKR (Objectives and Key Results). 4. PEST (political, economic, socio-cultural, and technological) analysis. 5. Case study.

14. 2.4. The execution process. 1. The challenge. 2. The four steps of execution: a. How to focus on the important things. b. The leverage discipline. c. The scoreboard. d. Control and monitoring. 3. Stages of change. 4. Case study.

• Damodaran, A. (2023). Valuation: Measuring and Managing the Value of Enterprises. Pearson.
• Hamel, G., & Prahalad, C. K. (2022). Corporate Strategy: Theory and Practice. McGraw-Hill.
• Mintzberg, H., Ahlstrand, C., & Lampel, J. (2024). Strategic Management and Business Strategy: Concepts, Theories, and Applications. Pearson.
• Thompson, A. A., Strickland, A. J., & Gamble, J. E. (2023). Business Strategy: Text and Cases. McGraw-Hill.

Activitats d'avaluació:

General conditions for assessment

1. Assessment system
? Continuous assessment (mandatory)
? Global assessment (only in special cases):
? For repeating courses from previous years.
? In cases approved by the Academic Directorate.

2. Attendance required for continuous assessment
? Minimum 80% attendance in classes
? No justified absences for theory classes. Only absences accepted by the Academic Directorate are valid.
? If an accepted absence affects an assessment, an alternative will be offered.
? Results of the continuous assessment will be shared before the end of the teaching period.

3. Second chance (reassessment)
? Mandatory for students who fail or do not meet the attendance requirement.
? Exam dates will not be changed (except for serious, documented reasons).
? Examples of invalid reasons: driving test, travel, mild illness.

4. Support for special needs
? If a student has special needs, the Academic Directorate will inform the teaching staff.
? Assessment will be adapted to ensure equal opportunities.

5. ZERO tolerance for cheating
? If a student cheats in any assessment --> Fail (grade 0) with no second chance.
? A disciplinary process will begin.

6. Submission of assignments
? Deadline: maximum 24 hours after the original due date.
? More than 24 hours late --> Grade 0.
? Less than 24 hours late --> Maximum grade of the assignment: 5 (if passed).
? Teachers may apply stricter rules.


The subject modules

The final grade is made up of the following modules:
? 30% Module 1
? 70% Module 2
? To pass the subject, it is mandatory to pass all modules (in continuous or global assessment).
? If any module is not passed, the reassessment of that module is required.

Minimum grade requirement per module
? Each module must have a minimum grade of 5.0.
? If one or more modules are below 5.0, the final grade will be the lowest grade obtained or “Not Presented” (N.P.), and the subject will be failed.

Module grade retention
? A passed module will be retained for the next academic year, recorded with a grade of 5.0.
? In the following year, it will not be possible to improve the grade of a passed module.
? If the subject remains pending after one academic year, all modules must be repeated.


Continuous Assessment

? Minimum attendance is 80% of the classes.
? The evaluation activities of each module are shown in the table.
? Students who do not pass a module (fail mark or lack of attendance) will have to take the re-sit assessment of this module.
If they do not take the re-sit, the final grade will be “Not Presented” (N.P.).


Global Assessment

? Attendance is not required.
? Module 1: Written exam on the classroom content (100% of the module).
? Module 2: Written exam on the classroom content (100% of the module).
? Students who fail any of the exams will be re-evaluated in the re-sit assessment of the module.
If they do not take the re-sit, the final grade will be “Not Presented” (N.P.).


Re-sit assessment

? The re-sit exam is mandatory for students who:
? do not meet the attendance requirement for continuous assessment
? or fail any type of assessment (continuous or global)
? The maximum grade in the re-sit exam is 5 out of 10 for each module.

Criteris específics de la nota «No Presentat»:
If a student fails the subject and does not take the reassessment test(s), the final grade will be “Not Presented” (N.P.).

Avaluació única:
The ordinary evaluation system is Continuous Evaluation for all students. Global Evaluation (no class attendance required) is limited to students from previous courses and, in some very special cases, students who are explicitly authorized by the Academic Board of Directors to undergo global evaluation in this subject.

Requisits mínims per aprovar:
Per considerar superada l’assignatura, caldrà obtenir una qualificació mínima de 5.0

Students can send an email to the teaching staff to request a meeting. The tutorial can take place either in person or online.

All necessary information will be explained during class. If needed, an email will also be sent to the whole group or to the relevant students.
Students must contact EUHT StPOL and teachers exclusively through the institutional email. The institution does not take responsibility for communications made through other digital channels.

The course Strategic Management integrates the whole previously acquired knowledge in management; with a strong base in managerial finance we will develop new tools to face different business situations and environments to take appropriate strategic decisions from the business perspective.

The methodology followed is eminently practical, combining the introduction of theoretical concepts and criteria with practical application to the cases studies based on real company problems, to be discussed and solved in class.

We focus on the "learning by doing" approach, so it is essential that students not only understand the concepts, but mainly its practical applicability. In this sense, each class session is structured dynamically, combining explanations of basic concepts, work in small groups and the final joint debate on the main conclusions of case studies, as well as highlight possible clarifications.