Strategic Management and Decision Making

Strategic Management and Decision Making will equip students with the concepts, skills, and experience to make choices that will set their business apart from others, create unique value, and result in sustainable competitive advantage. The course will condense some 50 years of exceptional thinking into practical tools that can be applied to any business, illustrated by numerous contemporary examples. More importantly, students will develop practical skills of application, analysis, and decision-making through the use of case studies from multiple sectors and geographies. Finally, each day will include an interesting and challenging group activity designed to build valuable problem-solving and teamworking skills.

Acquired skills

  • Use evidence-based decision-making in addressing real-world, practice-relevant issues
  • Understand how businesses create value and sustainable competitive advantage
  • Analyse business environments at macro- and industry level
  • Make trade-off choices between strategic options based on rational processes
  • Use a comprehensive toolkit of ideas to generate multiple perspectives of issues and opportunities
  • Work collaboratively with others to analyse management problems from a strategic perspective
  • Develop a highly ethical view of how to do business

General information

Course term: 121.07. - 01.08.

Available seats: 12

Price: 850 €

Category: Bussiness & Marketing

Status: Early Bird

Deadline: 30.04.2025

Description

This course will suit students seeking to progress in management to positions where they can influence the strategy of the whole business, but it also has much to offer those seeking the insights to develop innovative solutions to complex questions facing businesses of any size.

Schedule

  • Day 1Day 1: Introduction to Strategy and Decision Making • Course learning outcomes, structure, and assessment • What is strategy? • The case study method • Value networks: how businesses create value • Definitions of strategy: purpose; process; and output • Group Activity: The Best Movie of 2023
  • Day 2Day 2: Strategic Positioning: understanding the environment and creating value • External analysis: PESTEL; and Porter’s Five Forces model • Competitive positioning and sustainable competitive advantage • Porter’s Generic Strategies: differentiation; leadership; and hybrids • The Value Proposition and Value Chain • Rational and non-rational decision-making • Example: McDonalds • Case study: JetBlue (1) • Group Activity: Desert Survival
  • Day 3Day 3: Strategic fit • Five tests of a good strategy • Lines of defence: tailored value chain; trade-off choices; and activity systems • Levels of planning and decision-making • Example: IKEA • Case Study: JetBlue (2) • Group Activity: Ferrari
  • Day 4Day 4: The Resource-Based View • Internal analysis: The McKinsey 7-S Model; and organisational culture • Resources: heterogeneity; tangibility; rent; and immobility • Competencies and core competencies: the VRIO Test • Example: CarMax • Case Study: CEMEX (1) • Group Activity: The Kansas City Chiefs
  • Day 5Day 5: Dynamic Capabilities • Competencies: integration, building, and reconfiguration • Organisational learning • Routines: sensing; seizing; and transforming competencies • Example: Grace Manufacturing • Case Study: CEMEX (2) • Group Activity: Aldi
  • Day 6Day 6: Blue Ocean: making the competition irrelevant • Strategic drift and path dependency • Challenging the assumptions of competition: value innovation • Process: Buyer Utility Mapping; Four Actions Framework; and the Strategy Canvas • Example: Cirque du Soleil • Case Study: Citizen M Hotels • Group Activity: Czech-US
  • Day 7Day 7: Disruptive Innovation • Dominant design and component and architectural innovation • Why businesses fail: cognitive limits and disruptive innovation • Christensen’s Theory of Disruption • Strategic direction: Ansoff Growth Matrix; and Lynch Expansion Method Matrix • Example: British Airways • Case Study: Blockbuster and Netflix • Group Activity: Coca-Cola
  • Day 8Day 8: Corporate Strategy • Purpose: composition; coordination; and value • How parents add value to strategic business units: the Ashridge Parenting Model • Planning and control: BCG Matrix; and GE Multifactor Matrix • Diversification: growth; risk; and value • Example: Saab • Case study: Esquel • Group Activity: Friends and Enemies
  • Day 9Day 9: Business Ethics • Ethical decision-making: theory and practice • The Shareholder View: businesses behaving badly • The Triple Bottom Line and Stakeholder View • The role of business in society and Corporate Social Responsibility • Examples: Uber • Case Study: Football and Gambling • Group Exercise: Starbucks
  • Day 10Day 10: Presentation of Group Project

Course is running: Monday - Friday, 9:00 - 14:00

Lecturer

Mike Robinson

CV

UWE Bristol

Lecturer and Entrepreneur

Bio

Mike Robinson is a Senior Lecturer at UWE Bristol, where he teaches strategy, decision-making, and enterprise. Before joining UWE, he enjoyed a 35-year career across industry and local government. Most of this involved senior leadership and advisory roles in the aviation industry, where he worked for British Airways in the UK and Central Europe, before becoming Director of IATA’s Airline Consulting Practice in Geneva. Later establishing his own boutique advisory business, Mike has advised some 100 airlines, airports, and related businesses on all six continents, with projects ranging from start-up airlines, business clients as diverse as Airport Coordination, London Southend Airport, and Turkish Airlines.

Course outline

Grading:

The course will have three weighted points of assessment. Feedback will be provided on each element.

  • • Individual essay (30%): students must submit a 1,000-word essay in which they reflect on their learning experience during the course in a systematic and structured way.
  • • Group project (40%): students must work in groups on a contemporary business case study and apply concepts taught on the course to offer recommendations on the strategy to be pursued.
  • • Classroom contribution (30%): students will be evaluated by the tutor based on their engagement with the subject matter and their participation in case study work in the classroom.

Credits

You will receive an official Certificate of Attendance upon completion of your course. Please inform the organizing staff if you require any extra supplements, such as Transcript of Records. The student is eligible to receive up to 5 ECTS credits, however please follow the instructions here and consult the acknowledgment process with your university in advance.

Course time total 125 hours

  1. Course runs 2 weeks Monday to Friday 9:00-14:00
  2. Total time of in-class work = 50hours
  3. Preliminary assignment = 10hours
  4. Preparation = 65hours

Price

Course fee includes the course itself, application fee, study materials, afternoon/evening social activities and events, welcome and goodbye drink as part of the graduation party. Other expenses, such as meals, accommodation, insurance, personal expenses, public transportation ticket, extra activities (such as trips outside of town over the weekend and entrance fees), and required equipment (i.e. pencils, paper for illustrations) are not included in the price.

Please note, after the 30th of April 2025 there will be a late enrollment fee charged in the amount of 50EUR on top of the course fee.

Terms and Conditions - Cancellation fees

Costs of living in Prague

Accommodation

For accommodation options, please visit the dedicated page

*Program/Course Outline is subject to change.

Prerequisites

  • Intermediate level of English (at least B1/B2)