The world's largest school of business”
Why study at TECH?
Training that will elevate your skills to the highest professional level, with up-to-date information on the latest business techniques and approaches"
Why study at TECH?
TECH is the world's largest 100% online business school. It is an elite business school, with a model based on the highest academic standards. A world-class centre for intensive managerial skills training.
TECH is a university at the forefront of technology, and puts all its resources at the student's disposal to help them achieve entrepreneurial success"
At TECH Technological University
The university offers an online learning model that combines the latest educational technology with the most rigorous teaching methods. A unique method with the highest international recognition that will provide students with the keys to develop in a rapidly-evolving world, where innovation must be every entrepreneur’s focus.
"Microsoft Europe Success Story", for integrating the innovative, interactive multi-video system.
|The Highest Standards|
Admissions criteria at TECH are not economic. Students don't need to make a large investment to study at this university. However, in order to obtain a qualification from TECH, the student's intelligence and ability will be tested to their limits. The institution's academic standards are exceptionally high...
95% of TECH students successfully complete their studies.
Professionals from countries all over the world attend TECH, allowing students to establish a large network of contacts that may prove useful to them in the future.
100,000+ executives trained each year, 200+ different nationalities.
Students will grow hand in hand with the best companies and highly regarded and influential professionals. TECH has developed strategic partnerships and a valuable network of contacts with major economic players in 7 continents.
500+ collaborative agreements with leading companies.
This program is a unique initiative to allow students to showcase their talent in the business world. An opportunity that will allow them to voice their concerns and share their business vision.
After completing this program, TECH helps students show the world their talent.
Show the world your talent after completing this program.
While studying at TECH, students will enjoy a unique experience. Study in a multicultural context. In a program with a global vision, through which students can learn about the operating methods in different parts of the world, and gather the latest information that best adapts to their business idea.
TECH students represent more than 200 different nationalities.
Learn with the best
In the classroom, TECH’s teaching staff discuss how they have achieved success in their companies, working in a real, lively, and dynamic context. Teachers who are fully committed to offering a quality specialization that will allow students to advance in their career and stand out in the business world.
Teachers representing 20 different nationalities.
TECH strives for excellence and, to this end, boasts a series of characteristics that make this university unique:
TECH explores the student’s critical side, their ability to question things, their problem-solving skills, as well as their interpersonal skills.
TECH offers students the best online learning methodology. The university combines the Re-learning methodology (the most internationally recognized postgraduate learning methodology) with Harvard Business School case studies. A complex balance of traditional and state-of-the-art methods, within the most demanding academic framework.
Economy of Scale
TECH is the world’s largest online university. It currently boasts a portfolio of more than 10,000 university postgraduate programs. And in today's new economy, volume + technology = a ground-breaking price. This way, TECH ensures that studying is not as expensive for students as it would be at another university.
At TECH you will have access to Harvard Business School case studies"
Structure and content
This Postgraduate Diploma in Business and Strategy Consulting has been developed following a cutting-edge methodology. It has a series of didactic contents that were designed by experts in the area, so that the student can accurately understand the multiple approaches of the program.
Enroll now in this Postgraduate Diploma and you will be able to understand the business planning process from the ground up"
In this Postgraduate Diploma in Business and Strategy Consulting students will find an international reference program, which will allow them to access a set of knowledge in an online way.
These contents are designed to enhance students' managerial skills, enabling them to develop and execute a strategy plan that will help them to achieve the objectives of any company that requires their services. Or, on the contrary, to work as an independent Business Consultant .
Thus, throughout the 450 hours of training, the student will have access to multiple case studies presented by experts in the industry. They will also have multiple practical examples and real cases that will help consolidate the information.
The syllabus of this Postgraduate Diploma deals in depth with the current reality of the sector, the services that are demanded and the different types of consulting firms that exist. Thus, the graduating student will have valuable knowledge to take a step further in the industry and exercise on his or her own as a consultant, CFO or CEO of a company.
In short, this program will become an excellent tool to obtain a consultant degree with international validity. Through innovative content based on the latest market trends, this syllabus is adapted to the needs of professionals, presenting a completely online modality.
This Postgraduate Diploma is developed over 6 months and is divided into 3 modules:
Module 1 Business consulting and the role of the consultant
Module 2 Strategy
Module 3 Marketing and sales in consulting
Where, When and How is it Taught?
TECH offers the possibility of developing this Postgraduate Diploma in Business Consulting and Strategy completely online. During the 6 months of specialization, the student will be able to access all the contents of this program at any time, which will allow the student to self-manage study time.
Relates advertising and public relations in a coherent manner with other social and human sciences.
Module 1. Business consulting and the role of the consultant
1.1. The business reality that business consulting is oriented to
1.1.1. Company classificationClasificación de empresas
1.1.2. Corporate structure
1.1.3. Competitive advantages and business survival
1.2. Evolution, change and transformation
1.2.1. Disruptive environment
1.2.2. Transformation levers
1.2.3. Change accelerators
1.3. Types of consulting services
1.3.1. Consulting services
1.3.2. Specific business consulting services
1.3.3. A view of consulting by sector of activity
1.4. Integration of business consulting with other professional services
1.4.2. Tax / Legal
1.4.3. Risks and regulatory compliance
1.5. Internal vs. external consulting
1.5.1. Perspectives and fields of action
1.5.2. Reasons for selection
1.5.3. Capabilities and accelerators
1.6. Types of companies providing consulting services
1.6.1. Consulting firms by area of service provision
1.6.2. Specialized consulting firms
1.6.3. Graphical overview and market trends
1.7. Consultant roles, skills and competencies
1.7.1. Functions and Skills
1.8. Recruitment Modalities
1.8.1. "Project closed"
1.8.2. Time & Materials
1.8.3. Outsourcing and Bodyshopping
1.8.4. Other modalities
1.9. Execution: phases of the consultancy
1.9.2. Analysis and diagnosis
1.9.3. Action Plan
1.9.4. Application or implementation
1.9.6. Other concepts and modalities: co-definition, "agile".
1.10. Organization of a consulting firm
1.10.4. By geographic vision of application scope: local, regional, global
Module 2. Strategy
2.1. The strategy
2.1.1. Elements or components of the business strategy
220.127.116.11. Phases of strategic thinking
18.104.22.168. Ambition vs. Exstrategy
2.1.2. Competitive environment and sector analysis
22.214.171.124. Concepts and methods
2.1.3. Phases of a strategy
126.96.36.199. Key stages in strategic business management
2.2. The strategic cycle
2.2.1. Elements of strategic planning
188.8.131.52. Sector analysis
184.108.40.206. The projection
220.127.116.11. Strategic choices
2.2.2. Strategy definition and implementation
2.2.3. The strategy review process: analysis and considerations
2.3. Sector analysis - Porter's 5 Forces
18.104.22.168. Competitor analysis
22.214.171.124. Source of differentiation
126.96.36.199. Analysis of main suppliers
188.8.131.52. Suppliers are essential for business
184.108.40.206. Alternatives and bargaining power. Business vs. Supplier
220.127.116.11. Customer analysis
18.104.22.168. The purchasing process and decision models
22.214.171.124. Products, services or customer alternatives
126.96.36.199. Market positioning of alternatives
2.3.5. Entry barriers
188.8.131.52. Analysis of barriers to entry in relation to the business.
2.4. Diagnosis of the organization
2.4.1. Competitive differentiation Analysis of the portfolio of products and services
2.4.2. Profitability analysis, strengths and weaknesses. Analysis of capacities in the main markets
2.5. Strategic projection
2.5.1. Market and macroeconomic forecasts
184.108.40.206. Macroeconomics and sectoral behavior in business cycles
2.5.2. The base case
220.127.116.11. Situation analysis in case of Failure to act
18.104.22.168. Projecting a base case
22.214.171.124. Challenging convictions
2.5.3. Market trend analysis
126.96.36.199. Sector trends
188.8.131.52. Geographical trends
2.5.4. Elaboration of scenarios
184.108.40.206. Scenario input assumptions
220.127.116.11. Scenario modeling
18.104.22.168. Stress-testing of scenarios. Strategic resilience
2.6. Strategic choices
2.6.1. Creation of an initiative portfolio
22.214.171.124. Growth in core businesses
126.96.36.199. International expansion
188.8.131.52. New sources of growth
184.108.40.206. Operational improvements
2.6.2. Prioritization of initiatives
220.127.116.11. Measuring impact
18.104.22.168. Understanding resource needs
22.214.171.124. Prioritization matrices
2.6.3. The choice of strategy
126.96.36.199. Top-down strategic formulation
2.7. Launching, implementing and review of a strategy
2.7.1. Launching the strategy
188.8.131.52. Launching of a strategic program
184.108.40.206. Strategic plan structure and its initiatives
220.127.116.11. The people in charge of the initiatives
18.104.22.168. The objectives of the strategy and initiatives
2.7.2. The strategy office
22.214.171.124. The team of a strategy office
126.96.36.199. The monitoring of the implementation of the strategy, the governance model
188.8.131.52. Elements of successful strategic implementation
2.7.3. The strategic review
184.108.40.206. VUCA environments
220.127.116.11. The strategy review process
2.8. Management and its role in strategy
2.8.1. The role of top management in strategic decision making
18.104.22.168. The role of the CEO
22.214.171.124. The role of the first line N-1
126.96.36.199. The role of Middle Management
2.8.2. The organization
188.8.131.52. Strategic alignment of the organization
2.8.3. Culture and its importance in the implementation of the strategy
2.9. International expansion
2.9.1. Advantages of multinationals
184.108.40.206. Economies of scale
220.127.116.11. International projection as a basis for differentiation
18.104.22.168. Global risk management
2.9.2. Expansion to other markets
22.214.171.124. Expansion in the core business to other markets
126.96.36.199. Forms of entry into other markets
188.8.131.52. Location of activities
2.9.3. Organization and expansion models
2.10. Inorganic growth as a source of value
2.10.1. Corporate Estrategy vs. Competitive Strategy
184.108.40.206. Main sources of value of a corporate strategy
220.127.116.11. Inorganic vs. organic growth
2.10.2. Inorganic vs. organic growth
18.104.22.168. Synergies as a source of value for corporate strategy vs. Portfolio management
2.10.3. Assessment of success or failure in growth models
Module 3. Marketing and sales in consulting
3.1. The marketing and sales function in consulting
3.1.1. Marketing and positioning
3.1.2. Relationship between marketing and sales
3.1.3. Selling in consulting
3.2. Turning an idea into a market proposition
3.2.1. The Process
3.2.2. The offer
3.2.3. Validation and feasibility
3.2.4. Market size: TAM, SAM, SOM
3.2.5. The target customer
3.2.6. Market Case
3.3. Structuring the sales process
3.3.1. The general structure in the sales process
3.3.2. The Sales Funnel
3.3.3. Phases and milestones of each part of the process
3.4. The origination process
3.4.1. Sources of origination
3.4.2. The opportunity
3.4.3. Next steps
3.5. Qualifying opportunities
3.5.1. Your customer's business
3.5.2. Opportunity qualification: process and criteria
3.5.3. The importance of generating value
3.6. Interaction with different Stakeholders
3.6.1. The buyer and the rest of the intervening parties
3.6.2. Interaction with them: strategies
3.6.3. Human interaction profiles: the importance of tailoring the message to the audience
3.7. Key components of a proposal
3.7.1. Structure and minimum content
3.7.2. Executive summary
3.7.3. Scope and risk management
3.8. The importance of value generation in a market proposal
3.8.1. How to talk about value?
3.8.2. Difference between value and price
3.8.3. Different pricing models: implications and risks
3.9. Negotiation and closing process
3.9.1. Usual steps in a negotiation
3.9.2. The importance of generating alternatives
3.9.3. Risk and contract management
3.10. Leading a sales process
3.10.1. Duration and management of the sales process
3.10.2. Technology in the sales process
3.10.3. Follow-up of the process
3.10.4. The importance of feedback
Will you take up the challenge? Join a program that will help you get out of your comfort zone and take your career to the next level"