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. Residual value. 6.5. Shareholders value.

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. 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. Setting aspirations and direction. 2. Strategy under uncertainty. 3. The strategy process: A disruptive business models. 4. How to convert strategy into operating. 5. 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. Balanced scorecard. 6. Case study.

• KAPLAN, R. and NORTON, D. (1995). Having trouble with your strategy? Then, map it. Harvard Business Rev. on Advances in Strategy. Harvard Business School Publ.Corp.
• JONES, T. and ATKINSON, H. (2012). Strategic Managerial Accounting. Hospitality, Tourism & Events Applications. Goodfellow Publishers Ltd.
• BET-DAVID, PATRICK (2020). Your Next Five Moves: Master the Art of Business Strategy. Simon & Schuster.

Activitats d'avaluació:

Evaluation systems

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.

For Continuous Evaluation, a minimum of 80 % class attendance is required, regardless of any justification for non-attendance. Only those absences which are reported by the Academic Board of Directors will not be counted as non-attendance. Students who do not meet the attendance requirement will lose the benefits and partial grades of Continuous Evaluation and must sit a global evaluation, without any further re-sit.
In the event that a non-attendance reported by the Academic Board of Directors affects an assessment activity, an alternative will be considered to the extent that the activity requires it.

In the case of students with special needs and whose situation has been communicated by the Academic Direction, an appropriate adaptation of the evaluation will be considered in order to guarantee equal opportunities.

The final marks of Continuous Evaluation will be communicated before the end of the teaching period, and in any case before the Global Evaluation period begins.

Both in Continuous Evaluation and in Global Evaluation there is an option of re-evaluation (re-sit) if the passing grade is not reached; the conditions are detailed below.

Any fraudulent practice in any of the evaluable exercises, presentations, tests, exams, etc. will result in a zero fail mark in the subject and the student will not be entitled to any further re-evaluation for this course.

The official timetables for the global exams and re-evaluation exams of EUHT StPOL undergraduate subjects (January, April and May) are binding, and no time or date will be modified for any personal reasons (e.g. driving licence exam, private travel, common illness, etc.). In any event, modifications must be previously authorised by the Academic Director and will only be made for very serious reasons of health or force majeure.

The final mark of this subject consists of the following elements:
70% Module 1
30% Module 2

To pass the subject (both in continuous evaluation and in global evaluation), it is necessary to pass both elements. In case of not passing any, the student must do the re-evaluation corresponding to that element.

In case of not reaching a minimum grade of 5 in each element at the end of the evaluations, the lowest grade (or n.p., if applicable) will be the final grade, and the student fails to pass the subject.

In the event of not passing the subject not even by means of re-evaluation, partial grades will only be kept for the following year, with a pass mark of 5.0. Beyond that time the entire subject content will have to be recovered.

Continuous Assessment:
According to the current regulations of the school (minimum class attendance required of 80% in each module).

Global Assessment:
Students repeating the subject have the right to do a Final exam and a re-sit assessment.

Re-sit assessment:
The students who lose the right of the continuous assessment and those who fail any one of the different types of assessment (continuous or global) will have to do the re-sit exam.
Module 2 re-sit marks will be pass (5) or not passed.

Criteris específics de la nota «No Presentat»:
A student who fails to sit at least one of the exams mentioned above (continuous / global / re-sit) will be qualified “No presentat”.

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

Tutorial meetings can be requested by sending an e-mail directly to the teacher of the subject. Tutorials may be carried out either in person or remotely through an appropriate channel.

During the class hour, all necessary instructions will be given to follow up on the subject. If necessary, an e-mail will be sent to the whole class or to the students concerned.

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.