1. 1. Strategic financial planning.
1.1. Main goals.
1.2. How to implement planning.
1.4. Financing alternatives and possible decisions.
2. 2. Business finance.
2.1. Introduction and objectives.
2.2. Revenue management.
2.3. Investment Budget.
2.4. Sources of finance.
3. 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).
4. 4. Case study I.
4.1. Case study Hotel Anextia.
4.2. Strategic viability and profitability analysis.
4.3. Proposals and conclusions.
5. 5. Case study II.
5.1. Case study Newness Hotel.
5.2. Strategic viability and profitability analysis.
5.3. Proposals and conclusions.
6. 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.
7. 7. Strategic company´s valuation.
7.1. The Weighted Average Cost of Capital (WACC).
7.2. Cost of equity funds.
7.3. Risk factor.
7.5. Other value indicators: the multiples (PER, PBV, PSR).
8. 8. Case study III.
8.1. Case study to develop (students).
8.2. Group presentations.
8.3. Summary of key points.
9. 9. Strategic Management.
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.
The final marks of Continuous Evaluation will be communicated before the end of the teaching period (January 17, 2020), 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.
• Continuous assessment. According to the current regulations of the school (minimum class attendance required of 80%; this means that a maximum of 3 sessions – 7.5 hours -- may be missed in total).
• Final exam of the whole subject. For those who cannot do the continuous assessment, due to a lack of attendance (obligatory 80%) or who have failed the continuous assessment.
• Re-sit assessment. The students repeating the subject have the right to do the Final exam and a re-sit assessment.
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”.
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.