Become a leader capable of starting your own company and provide your consulting services internationally"

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 center 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 Global University

Innovation

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.

Networking

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, representing 200+ different nationalities.

Empowerment

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.

Talent

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. 

Multicultural Context

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: 

Analysis

TECH explores the student’s critical side, their ability to question things, their problem-solving skills, as well as their interpersonal skills.    

Academic Excellence

TECH offers students the best online learning methodology. The university combines the Relearning method (postgraduate learning methodology with the best international valuation) with the Case Study. Tradition and vanguard in a difficult balance, and in the context of the most demanding educational itinerary. 

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 the most rigorous and up-to-date case analyses in academia” 

This Postgraduate diploma in Business and Strategy Consulting has been developed following a cutting-edge methodology. It has a series of educational 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" 

Syllabus

In this Postgraduate diploma in Business and Strategy Consulting, students will find an internationally recognized program, which will allow them to access new knowledge through online learning.  

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 other hand, they will be able to work as an independent Business Consultant.  

Therefore, throughout the 450 hours of studying, 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 with the current reality of the sector in depth, as well as the services that are demanded and the different types of consulting firms that exist. Therefore, students will gain valuable knowledge to take a step further in the industry and work on their own as a consultant, CFO or CEO of a company.  

In short, this program will become an excellent tool to obtain a consultant qualification with international validity. Through innovative content based on the latest market trends, this syllabus is adapted to the needs of professionals, presented in a completely online format   

This Postgraduate diploma takes place 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 studying 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 them to self-manage study time.

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 Classification
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

1.4.1.  Audit
1.4.2. Tax / Legal
1.4.3. Risks and Regulatory Compliance
1.4.4. Technology
1.4.5. Surgery

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
1.7.2. 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

1.9.1. Preparation
1.9.2. Analysis and Diagnosis
1.9.3. Action Plan
1.9.4. Application or Implementation
1.9.5. Termination
1.9.6. Other Concepts and Modalities: Co-Definition, "Agile".

1.10. Organization of a Consulting Firm

1.10.1. Management
1.10.2. Sectors
1.10.3. Functions
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

2.1.1.1. Phases of Strategic Thinking
2.1.1.2. Ambition vs. Exstrategy

2.1.2. Competitive Environment and Sector Analysis

2.1.2.1. Concepts and Methods
2.1.2.2. Differentiators

2.1.3. Phases of a Strategy

2.1.3.1. Key Stages in Strategic Business Management

2.2. The Strategic Cycle

2.2.1. Elements of Strategic Planning

2.2.1.1. Sector Analysis
2.2.1.2. Diagnosis
2.2.1.3. The Projection
2.2.1.4. 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

2.3.1. Competitors

2.3.1.1. Competitor Analysis
2.3.1.2. Source of Differentiation

2.3.2. Suppliers

2.3.2.1. Analysis of Main Suppliers
2.3.2.2. Suppliers Are Essential for Business
2.3.2.3. Alternatives and Bargaining Power. Business vs. Supplier

2.3.3. Customers:

2.3.3.1. Customer Analysis
2.3.3.2. The Purchasing Process and Decision Models

2.3.4. Substitutes

2.3.4.1. Products, Services or Customer Alternatives
2.3.4.2. Market Positioning of Alternatives

2.3.5. Entry Barriers

2.3.5.1. 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

2.5.1.1. Macroeconomics and Sectoral Behavior in Business Cycles

2.5.2. The Base Case

2.5.2.1. Situation Analysis in Case of Failure to Act
2.5.2.2. Projecting a Base Case
2.5.2.3. Challenging Convictions

2.5.3. Market Trend Analysis

2.5.3.1. Sector Trends
2.5.3.2. Geographical Trends
2.5.3.3. Innovation

2.5.4. Elaboration of Scenarios

2.5.4.1. Scenario Input Assumptions
2.5.4.2. Scenario Modeling
2.5.4.3. Stress-Testing of Scenarios. Strategic Resilience

2.6. Strategic Choices

2.6.1. Creation of An Initiative Portfolio

2.6.1.1. Growth in Core Businesses
2.6.1.2. International Expansion
2.6.1.3. New Sources of Growth
2.6.1.4. Operational Improvements

2.6.2. Prioritization of Initiatives

2.6.2.1. Measuring Impact
2.6.2.2. Understanding Resource Needs
2.6.2.3. Prioritization Matrices

2.6.3. The Choice of Strategy

2.6.3.1. Top-Down Strategic Formulation
2.6.3.2. Communication.
2.6.3.3. Measurement

2.7. Launching, Implementing and Review of a Strategy

2.7.1. Launching the Strategy

2.7.1.1. Launching of a Strategic Program
2.7.1.2. Strategic Plan Structure and its Initiatives
2.7.1.3. The People in Charge of the Initiatives
2.7.1.4. The Objectives of the Strategy and Initiatives

2.7.2. The Strategy Office

2.7.2.1. The Team of a Strategy Office
2.7.2.2. The Monitoring of the Implementation of the Strategy, The Governance Model
2.7.2.3. Elements of Successful Strategic Implementation

2.7.3. The Strategic Review

2.7.3.1. Vuca Environments
2.7.3.2. The Strategy Review Process

2.8. Management and Its Role in Strategy

2.8.1. The Role of Top Management in Strategic Decision Making

2.8.1.1. The Role of the Ceo
2.8.1.2. The Role of the First Line N-1
2.8.1.3. The Role of Middle Management

2.8.2. The Organization

2.8.2.1. 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

2.9.1.1. Economies of Scale
2.9.1.2. International Projection as a Basis for Differentiation
2.9.1.3. Global Risk Management

2.9.2.  Expansion To Other Markets

2.9.2.1. Expansion in the Core Business To Other Markets
2.9.2.2. Forms of Entry Into Other Markets
2.9.2.3. 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

2.10.1.1. Main Sources of Value of a Corporate Strategy
2.10.1.2. Inorganic vs. Organic Growth

2.10.2. Inorganic vs. Organic Growth

2.10.2.1. 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"