This University Course in Business Consulting Strategy is designed to cover all the relevant contents in this administrative and economic field. Thus, over 6 weeks, the professional will be able to deepen in this area from 1 specialized module, divided into 10 topics, through which he/she will specialize and prepare to experience a significant advance in his/her career as a consultant.

Apply the best business consulting strategies and help companies in all sectors achieve success for companies in all sectors" 

Syllabus

The current situation, exacerbated by the pandemic, requires companies to make a very precise analysis of their economic and administrative situation. More and more companies are aware of this, which is why one of the most sought-after professional profiles is that of business consultant. 

For this reason, TECH has developed the contents of this Postgraduate Certificate in Business Consulting Strategy in response to the situation of recent years. Thus, this program contains all the relevant elements to execute different strategic techniques in this area. 

Thus, this degree program provides an in-depth study of issues such as the strategic cycle, sector analysis, organizational diagnosis, scenario development, market trend analysis, launching, implementing and reviewing a strategy, management and its role in strategy, and international expansion, among many others. 
This Postgraduate Certificate is developed over 6 weeks and consists of in 1 module:

Module 1 Business Consulting Strategy

Where, When and How is it Taught?

TECH offers the possibility of developing this Postgraduate certificate in Business Consulting Strategy fully online. During the 6 weeks of the 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 his or her study time. 

Module 1. Business Consulting Strategy

1.1. The strategy

1.1.1. Elements or components of the business strategy

1.1.1.1. Phases of strategic thinking
1.1.1.2. Ambition vs. Strategy

1.1.2. Competitive environment and sector analysis

1.1.2.1. Concepts and methods
1.1.2.2. Differentiators

1.1.3. Phases of a strategy

1.1.3.1. Key stages in strategic business management

1.2. The strategic cycle

1.2.1. Elements of strategic planning

1.2.1.1. Sector analysis
1.2.1.2. Diagnosis
1.2.1.3. The projection
1.2.1.4. Strategic choices

1.2.2. Strategy definition and implementation
1.2.3. The strategy review process: analysis and considerations

1.3. Sector analysis - Porter's 5 Forces

1.3.1. Competitors

1.3.1.1. Competitor analysis
1.3.1.2. Source of differentiation

1.3.2. Suppliers

1.3.2.1. Analysis of main suppliers
1.3.2.2. Suppliers are essential for business
1.3.2.3. Alternatives and Negotiation bargaining power vs.. Supplier

1.3.3. Customers:

1.3.3.1. Customer analysis
1.3.3.2. The purchasing process and decision models

1.3.4. Substitutes

1.3.4.1. Products, services or customer alternatives
1.3.4.2. Market positioning of alternatives

1.3.5. Entry barriers

1.3.5.1. Analysis of barriers to entry in relation to the business.

1.4. Diagnosis of the organization

1.4.1. Competitive differentiation Analysis of the portfolio of products and services
1.4.2. Profitability analysis, strengths and weaknesses. Analysis of capacities in the main markets

1.5. Strategic projection

1.5.1. Market and macroeconomic forecasts

1.5.1.1. Macroeconomics and sectoral behavior in business cycles

1.5.2. The base case

1.5.2.1. Situation analysis in case of Failure to act
1.5.2.2. Projecting a base case
1.5.2.3. Challenging convictions

1.5.3. Market trend analysis

1.5.3.1. Sector trends
1.5.3.2. Geographical trends
1.5.3.3. Innovation

1.5.4. Elaboration of scenarios

1.5.4.1. Scenario input assumptions
1.5.4.2. Scenario modeling
1.5.4.3. Stress-testing of scenarios. Strategic resilience

1.6. Strategic choices

1.6.1. Creation of an initiative portfolio

1.6.1.1. Growth in core businesses
1.6.1.2. International expansion
1.6.1.3. New sources of growth
1.6.1.4. Operational improvements

1.6.2. Prioritization of initiatives

1.6.2.1. Measuring impact
1.6.2.2. Understanding resource needs
1.6.2.3. Prioritization matrices

1.6.3. The choice of strategy

1.6.3.1. Top-down strategic formulation
1.6.3.2. Communication.
1.6.3.3. Measurement

1.7. Launching, implementing and review of a strategy

1.7.1. Launching the strategy

1.7.1.1. Launching of a strategic program
1.7.1.2. Strategic plan structure and its initiatives
1.7.1.3. The people in charge of the initiatives
1.7.1.4. The objectives of the strategy and initiatives

1.7.2. The strategy office

1.7.2.1. The team of a strategy office
1.7.2.2. The monitoring of the implementation of the strategy, the governance model
1.7.2.3. Elements of successful strategic implementation

1.7.3. The strategic review

1.7.3.1. VUCA environments
1.7.3.2. The strategy review process

1.8. Management and its role in strategy

1.8.1. The role of top management in strategic decision making    

1.8.1.1. The role of the CEO
1.8.1.2. The role of the first line N-1
1.8.1.3. The role of Middle Management

1.8.2. The organization

1.8.2.1. Strategic alignment of the organization

1.8.3. Culture and its importance in the implementation of the strategy

1.9. International expansion

1.9.1. Advantages of multinationals

1.9.1.1. Economies of scale
1.9.1.2. International projection as a basis for differentiation
1.9.1.3. Global risk management

1.9.2. Expansion to other markets

1.9.2.1. Expansion in the core business to other markets
1.9.2.2. Forms of entry into other markets
1.9.2.3. Location of activities

1.9.3. Organization and expansion models

1.10. Inorganic growth as a source of value

1.10.1. Corporate Estrategy vs. Competitive Strategy

1.10.1.1. Main sources of value of a corporate strategy
1.10.1.2. Inorganic growth vs Organic growth

1.10.2. Inorganic growth vs Organic growth

1.10.2.1. Synergies as a source of value for

1.10.3. Assessment of success or failure in growth models

You will not find a more complete syllabus to deepen the strategies applied in business consulting" 

The main objective of this Postgraduate certificate in Business Consulting Strategy is to help the professional in this area to know the best strategies for business analysis and diagnosis. In this way, you will be in the best position to offer high-level consulting services to different companies, either as an entrepreneur providing services to other companies or internally, in your own organization. 

Reach all your professional goals with this Postgraduate certificate, which will provide you with the most advanced and updated knowledge in the area of strategic consulting" 

Your goals are our goals.
Together they work to achieve them.

This Postgraduate certificate in Business Consulting Strategy will train you to:

1. Define and align the concept of strategy and the components of a sound strategy. 
2. Understand the overall strategic planning process and how it brings value to organizations. 
3. Understand the elements of a structure and methodology of analysis of an industrial sector, or for a company 
4. Understand the best practices of internal strategic analysis of the company and its positioning in the market. 
5. Share methodologies for making strategic projections: macroeconomic, establishing a base case, analyzing market trends and developing scenarios. 
6. Understand the mechanism to choose the organizations strategy from a set of existing alternatives, prioritize them and understand their implications. 
7. Share the key elements for the successful implementation of a strategy, from the structure of a strategic plan, the plan's monitoring office and the continuous review and adaptation of the strategy. 
8. Know the roles of top management in strategy development and implementation, as well as best practices in involving the rest of the organization in strategy adoption. 
9. Analyze the advantages and challenges of international expansion as a source of strategic value for organizations. 
10. Understand the sources of value of corporate strategy and inorganic growth for an organization's strategy, especially in identifying, generating and capturing synergies with the core business.