Educational guide
IDENTIFYING DATA 2024_25
Subject COMPETITIVE STRATEGIES Code 00508027
Study programme
0508 - G.ADMINISTRACIÓN Y DIR.DE EMPRESAS
Descriptors Credit. Type Year Period
6 Compulsory Third Second
Language
Castellano
Prerequisites
Department DIREC.Y ECONOMIA DE LA EMPRESA
Coordinador
JIMENEZ PARRA , BEATRIZ
E-mail bjimp@unileon.es
jlgodd@unileon.es
Lecturers
GODOS DÍEZ , JOSÉ LUIS DE
JIMENEZ PARRA , BEATRIZ
Web http://
General description To deepen the theoretical and practical aspects of business strategies: mission, strategic analysis, business strategies and competitive dynamics.
Tribunales de Revisión
Tribunal titular
Cargo Departamento Profesor
Presidente DIREC.Y ECONOMIA DE LA EMPRESA GONZALEZ ALVAREZ , NURIA
Secretario DIREC.Y ECONOMIA DE LA EMPRESA CABEZA GARCIA , LAURA
Vocal DIREC.Y ECONOMIA DE LA EMPRESA FERNANDEZ GAGO , ROBERTO
Tribunal suplente
Cargo Departamento Profesor
Presidente DIREC.Y ECONOMIA DE LA EMPRESA MIGUEL DAVILA , JOSE ANGEL
Secretario DIREC.Y ECONOMIA DE LA EMPRESA HERRERA ENRIQUEZ , DANNY LILIANA
Vocal DIREC.Y ECONOMIA DE LA EMPRESA MUÑOZ DOYAGUE , MARIA FELISA

Competencias
Code  
A19188
A19190
B5846
B5848
B5850
B5851
B5852
B5853
B5854
B5857
B5858
C1 CMECES1 That students have demonstrated possession and understanding of knowledge in an area of study that is based on general secondary education, and is usually found at a level that, although supported by advanced textbooks, also includes some aspects that involve knowledge from the cutting edge of their field of study
C2 CMECES2 That students know how to apply their knowledge to their work or vocation in a professional manner and possess the skills that are usually demonstrated through the development and defense of arguments and the resolution of problems within their area of study.
C3 CMECES3 That students have the ability to gather and interpret relevant data (normally within their area of study) to make judgments that include reflection on relevant issues of a social, scientific or ethical nature.
C5 CMECES5 That students have developed those learning skills necessary to undertake further studies with a high degree of autonomy

Learning aims
Competences
A19188
A19190
 B5846
B5852
 C1
A19188
A19190
 B5846
B5848
B5852
B5854
B5857
B5858
 C1
C3
A19188
A19190
 B5846
B5848
B5852
B5853
B5854
B5858
 C2
C3
A19188
A19190
 B5846
B5848
B5851
B5852
B5857
 C1
C3
A19188
A19190
 B5846
B5848
B5852
B5854
B5857
 C1
C3
C5
A19188
A19190
 B5846
B5848
B5850
B5852
B5853
B5857
B5858
 C3
C5
A19188
A19190
 B5846
B5848
B5850
B5852
B5853
B5854
B5857
B5858
 C1
C3
C5
A19188
A19190
 B5846
B5848
B5850
B5852
B5853
B5857
 C1
C3
A19188
A19190
 B5846
B5848
B5850
B5852
B5853
B5854
B5857
B5858
 C1
C3
C5

Contents
Topic Sub-topic
Introduction to Strategic Management TOPIC 1. Nature of strategic management
1.1. Introduction
1.2. Concept of strategy
1.3. Determinants of the competitive position
1.4. Strategic decisions
1.5. Strategic business units
1.6. Levels of strategy
1.7. The strategy formation process
1.8. Evolution of strategic thinking

TOPIC 2. Mission, values and results
2.1. Introduction
2.2. Companies´ objectives
2.3. Financial perspective (shareholder approach)
2.4. Strategic perspective (stakeholder approach)
2.5. Mission, vision, values and strategic goals
Strategic Analysis TOPIC 3. Analysis of the institutional environment
3.1. Introduction
3.2. Contextualisation of the environment and the concept of institutional environment
3.3 Strategic profile and reports on different dimensions of the institutional environment
3.4. Agglomeration economies: Porter's diamond, industrial districts and technology parks
3.5. Competition defense regulations
3.6. Analysis of the institucional environment at a future time: Scenario method and Delphi method

TOPIC 4. Analysis of the competitive environment
4.1. Introduction
4.2. Industrial economics and the S-B-R model
4.3. Definition of competitive environment
4.4. Analysis of the industry structure: Porter's 5 Forces Model
4.5. Extension of sector analysis model

TOPIC 5. Analysis of resources and capacities
5.1. Introduction
5.2. Resource-based view
5.3 Concept of resources and capabilities
5.4. Identification of resources and capabilities
5.5. Valuation of resources and capabilities: the VRIO model
5.6. Implications of the analysis of resources and capabilities
Competitive Strategies TOPIC 6. Competitive advantage
6.1. Introduction
6.2. Competitive strategy
6.3. Competitive advantage
6.4. Elements for the analysis of the competitive position

TOPIC 7. Cost leadership strategy
7.1. Introduction
7.2. Sources of cost advantage
7.3. Implementation of the cost leadership strategy

TOPIC 8. Differentiation strategy
8.1. Introduction
8.2. Basic concepts: preferences and attributes, differentiation and competition, product positioning, opportunities for differentiation
8.3. Sources of the differentiation advantage
8.4. Implementation of the differentiation strategy
8.5. Extending Porter's generic strategies: The Strategic Clock Model

Planning
Methodologies  ::  Tests
  Class hours Hours outside the classroom Total hours
22 48 70
 
12 7 19
0 25 25
 
Lecture 20 10 30
 
Mixed tests 6 0 6
 
(*)The information in the planning table is for guidance only and does not take into account the heterogeneity of the students.

Methodologies
Methodologies   ::  
  Description
Face-to-face teaching-learning activities, led by the teacher: theoretical classes with master classes and expository-participatory activities.
Teaching-learning activities monitored by the teacher: case studies and practical work, group activities, presentations, and tutorials.
Activities in which students organise their own work: individual and group work.
Lecture The master class sessions will be developed on the basis of the teacher's presentations, who will present and explain the main objectives of each subject, supported by examples of real cases. For this purpose, students will have at their disposal readings (notes, articles) and transparencies with the contents of each session. During these sessions, the teacher will try to encourage the active participation of the students, both in terms of possible doubts or comments that may arise and questions that the teacher may ask with the aim of enriching the presentation.

Personalized attention
 
Mixed tests
Description
Group or collective tutorials will take place in the classroom following the distribution and breakdown indicated by the teacher. In them, the activities that are requested will be followed up and potencial doubts about them will be resolved.

Moreover, there will be individual virtual tutorials and traditional tutorials for any queries that students may have about the theoretical-practical content of the subject and which will be assessed in the theoretical-practical tests or, in general, about any question related to the subject.

Assessment
  Description Qualification
Case studies/practical activities: active participation in classes and submission of written exercises in the form and on the date indicated by the teacher on the case studies or other proposed activities. Sometimes they will be done individually and sometimes they will be activities to be carried out in groups. La valoración de la participación activa en clase y de las actividades entregadas por escrito propuestas supondrán el 30% de la calificación final de la asignatura.
Mixed tests 1. There will be two written theoretical-practical tests to be held in the classroom and consisting of 10 short-answer questions (each question will be worth a maximum of 1 point) to assess knowledge and understanding of the subject matter.

2. Practical questionnaires in the classroom, throughout the course, aimed at assessing the continuous acquisition of content. 		1. Las dos pruebas teórico-prácticas supondrán el 60% de la calificación final, siendo necesario que el alumno alcance una nota media mínima de 4 puntos (escala 0-10) entre los dos exámenes y, a su vez, que la nota en cada uno de los exámenes sea de, al menos, de 3 puntos (escala 0-10).

2. La totalidad de los cuestionarios prácticos realizados supondrán el 10% de la nota de la asignatura.
 
Other comments and second call

In order to pass the course, the student must obtain a grade higher or equal to 5 points (scale 0-10), once the grades obtained in each of the components of the course have been added together, after applying the corresponding weighting.

In the second ordinary exam, the student may recover the part corresponding to the two theoretical-practical tests, as well as the part of the practical cases/activities that the teacher considers can be recovered. The practical questionnaires cannot be made up in the extraordinary exams.

On the other hand, students who choose to sit the December exam will have to take a theoretical-practical exam which will have a weight of 100% of the mark for the subject.

No material may be handled during the tests, with the exception of exchange students whose native language is not Spanish, who may use a dictionary. The possession and use of mobile and/or electronic devices is strictly forbidden during the tests. The simple possession of such devices, as well as unauthorised notes, books, folders or other materials during the assessment tests, will result in immediate withdrawal from the exam, expulsion from the exam and a failing grade, and the incident will be reported to the Academic Authority of the Centre so that they can take the actions set out in the Guidelines for Action in Cases of Plagiarism, Copying or Fraud in Exams or Assessment Tests, approved by the Standing Committee of the Governing Board on 29 January 20

Sources of information
Access to Recommended Bibliography in the Catalog ULE

Basic

Ghemawat, P. (2007). Estrategia y el panorama empresarial. Pearson Education, Madrid (2ª Edición).

Grant, R.M. (2014). Dirección estratégica: Conceptos, técnicas y aplicaciones. Thomson-Civitas, Madrid (8ª Edición).

Guerras Martín, L.A. y Navas López, J.E. (2022). La dirección estratégica de la empresa: Teoría y aplicaciones. Thomson-Civitas, Madrid (6ª Edición).

Guerras Martín, L.A. y Navas López, J.E. (2018). Fundamentals of strategic management. Civitas (2ª Edición).

Navas López, J.E. y Guerras Martín, L.A. (2023). Fundamentos de dirección estratégica de la empresa. Thomson-Civitas, Madrid (3ª Edición).

Rothaermel, F. T. (2023). Strategic Management. Concepts & Cases. McGraw-Hill (6ª Edición).

Ventura Victoria, J. (2008). Análisis estratégico de la empresa. Paraninfo Cengage Learning, Madrid (1ª Edición).

Walker, G.y Madsen, T. (2016). Modern competitive strategy. McGraw-Hill, Londres (4ª Edición).
Complementary

Barney, J.B. (2011). Gaining and sustaining competitive advantage. Prentice Hall, Upper Saddle River, Nueva Jersey (4ª Edición).

Barney, J.B. y Hesterly, W. (2019). Strategic management and competitive advantage: concepts and cases. Pearson Prentice-Hall (6ª Edición).

Baye, M.R. (2006). Economía de empresa y estrategia empresarial. McGraw-Hill (5ª Edición).

Besanko, D.; Dranove, D.; Shanley, M. (2017). Economics of strategy. John Wiley & Sons, Nueva York (7ª Edición).

Brickley, J.A.; Smith, C.W. y Zimmerman, J.L (2021). Economía empresarial y arquitectura de la organización (7ª Edición).

Fernández Sánchez, E.y Ramírez Alesón, M. (2021). Fundamentos para la toma de decisiones estratégicas de la empresa. Editorial Pirámide. Madrid.

Hill, CW. y Jones, G.R. (2005). Administración estratégica: Un enfoque integrado. McGraw-Hill, Mexico (6ª Edición).

Hitt, M.A.; Ireland, R.D. y Hoskisson, R.E. (2023). Strategic management: Concepts and cases. South Western College Pub (4ª Edición).

Johnson, G.; Scholes, K. y Whittington, R. (2006). Dirección Estratégica. Pearson - Prentice-Hall Internacional, Madrid (7ª Edición).

Porter, M.E. (2015). Estrategia competitiva: Técnicas para el análisis de los sectores industriales y de la competencia. C.E.C.S.A., México (2ª Edición).

Thomson, A.A. Peteraf, M.A.; Gamble, J.E. y Strickland, A.J. (2023). Administración Estratégica. McGraw Hill, México (23ª Edición).

Saloner, G.; Shepard, A. y Podolny, J. (2005). Administración estratégica. Limusa Wiley, México (1ª Edición).

Revistas académicas

Universia Business Review (http://ubr.universia.net)

Harvard Deusto Business Review (http://www2.e-deusto.com/cdrevistasw/hdbr.htm)

Emprendedores (http://www.emprendedores.es)

Actualidad Económica (http://www.actualidadeconomica.com)

Alta Dirección (http://www.altadireccion.es)

Otros materiales de apoyo:

Cuentos estratégicos de la web de Guerras Martín y Navas López: https://www.guerrasynavas.com/cuentos.htm

Recursos electrónicos

Vídeos de apoyo: https://www.guerrasynavas.com/videos.htm; https://www.youtube.com/user/GuerrasyNavas2007/videos

Web de la Universidad de León: www.unileon.es

Herramienta Web de apoyo a la docencia virtual de la Universidad de León: Moodle

Webs de prensa: www.elmundo.es; www.expansión.com; www.cincodias.com

Recommendations


Subjects that it is recommended to have taken before
PRINCIPLES OF BUSINESS ADMINISTRATION / 00508003
 
Other comments
Note: The programme, the teaching methodology and the assessment and grading systems may undergo modifications, of which students will be notified sufficiently in advance by the usual means. In addition, the assessment and grading systems may be subject to exceptional situations that will be suitably assessed by the teacher.