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Advanced Diploma in Strategic Management

Advanced Diploma in Strategic Management

Course Synopsis

Course Duration: 12 Months

Course Academic: Peter Hastier

Category: Business

Students: 51

Prequisite: Associate / Bachelors

Assessment: 12

Diploma: Level 7

Code: 793

Language: English

Lessons: 10

Course Details

The objective of this course is to provide students with an in-depth knowledge of the concept of strategic management. It complements other subjects such as Entrepreneurship, Strategic Marketing, and Globalisation of Enterprise just to name a few. This complementarity is based on the need that all executives and entrepreneurs have for making strategically sound decisions about the future of their enterprise. This is an advanced course in strategic management and the curriculum reflects that.

COURSE TEXTBOOK

CRAFTING & EXECUTING STRATEGY: THE QUEST FOR COMPETITIVE ADVANTAGE: CONCEPTS AND CASES
Author: Arthur Thompson
View: See Amazon here
Publisher: McGraw-Hill Higher Education
Print ISBN: 9781259732782, 1259732789
eText ISBN: 9781259732782, 1259732789
Edition: 21th
Price: Free for Wült students

COURSE CURRICULUM

SSM U1 - Strategy and strategic management: an overview

Part 1: What is strategy and identifying a company’s strategy

Part 2: Strategy and the quest for competitive advantage

Part 3: The relationship between a company’s strategy and its business model

Part 4: Why are crafting and executing strategy important?

SSM U2 - The managerial process of crafting and executing strategy

Part 1: Developing a strategic vision (vision, mission, values)

Part 2: Setting objectives

Part 3: Crafting a strategy (especially the strategy-making hierarchy)

Part 4: Implementing and executing the chosen strategy

Part 5: Evaluating performance and initiating corrective adjustments

Part 6: Corporate governance

SSM U3 - Evaluating a company’s external environment

Part 1: Relevant components of a company’s external environment

Part 2: Thinking strategically about the industry and competitive environment

Part 3: How strong are competitive forces? – Porter’s model of five competitive forces

Part 4: Strategic group maps

SSM U4 - Evaluating a company’s resources and competitiveness

Part 1: The company’s present strategy

Part 2: Strengths and weaknesses and SWOT analysis

Part 3: The concept of the value chain of a company,

Part 4: Competitive strength assessments

SSM U5 - The five generic competitive strategies

Part 1: Low cost provider strategies

Part 2: Broad differentiation strategies

Part 3: Focused or market niche strategies (low cost and differentiation)

Part 4: Best-cost provider strategies

SSM U6 - Beyond competitive strategy

Part 1: Competitive attack

Part 2: Merger and acquisition strategies

Part 3: Vertical integration strategies

Part 4: Outsourcing strategies

Part 5: Strategic alliances and partnership

SSM U7 - Strategies for Competing in International Markets

Part 1: Why enter foreign markets

Part 2: Strategic options for entering and competing in international markets

Part 3: Strategic approaches to international expansion

Part 4: Gaining and attaining competitive advantage in the international arena

Part 5: Competing in the markets of developing countries

SSM U8 - Diversification: strategies for managing a group of businesses

Part 1: When to diversify and building shareholder value – the ultimate justification

Part 2: Strategies for entering new businesses

Part 3: Related versus unrelated diversification (core ideas mainly)

Part 4: Evaluating business-unit competitive strength (nine-cell matrix)

SSM U9 - Building an organisation capable of good strategy execution

Part 1: A framework: The principal managerial components of the strategy

Part 2: Deciding which value chain activities to perform internally

Part 3: Determining the degree of authority and independence

Part 4: Adopting best practice and striving for continuous improvement

Part 5: Installing information and operating systems

SSM U10 - Corporate culture and leadership

Part 1: Identifying the key features of a company’s corporate culture

Part 2: Leading the strategy execution process

SSM U11 - Assignment & Exam

Part 1: Essay Assignment

Part 2: Final Exam

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Academic Lead: Peter Hastier

Tuition Options

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Tuition: € 2499
Enrolment Fee: € 89
Textbook fee: € 0
Monthly: € 0
Exam fee: € 129

2. Monthly

Enrolment Fee: € 89
Deposit: € 699
Tuition: € 399 (6 months)
Textbook fee: € 0
Exam fee: € 129

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