You will be trained in strategic sales management, optimizing sales processes and developing key skills in team management and data-driven decision making” 

Commercial Sales Management has become an essential function within modern organizations, especially in a highly competitive and globalized business environment. In line with this, sales managers are responsible not only for managing sales teams, but also for designing strategies that optimize customer acquisition, increase profitability and strengthen the company's position in the market. Therefore, they need to develop the skills necessary for successful sales management, including the integration of innovative sales techniques, data analytics and customer relationship management. 

In this scenario, TECH  is launching an innovative Advanced master’s degree MBA in Commercial Sales Management (CRO, Chief Revenue Officer). Designed by renowned experts in this field, the academic itinerary will delve into issues ranging from the fundamentals of executive management or the financial management of organizations to the most modern marketing techniques to increase the visibility of companies. As a result, graduates will be able to design and implement strategies that align all areas of the organization with the common goal of maximizing revenue. 

Moreover, this university program is based on TECH's innovative Relearning learning system. Thanks to this, students will reduce the number of hours of study and will solidly consolidate the concepts addressed throughout this academic itinerary. All professionals will need is a device with an Internet connection (smartphone, computer or tablet) to access the virtual platform and the most dynamic teaching resources on the academic market.

You will manage all phases of the sales cycle, from prospecting to closing and customer loyalty”

This Advanced master’s degree MBA in Commercial Sales Management (CRO, Chief Revenue Officer) contains the most complete and up-to-date educational program on the market. Its most notable features are:

• The development of case studies presented by experts in Commercial Sales Management (CRO, Chief Revenue Officer) 
• The graphic, schematic, and practical contents with which they are created, provide scientific and practical information on the disciplines that are essential for professional practice 
• Practical exercises where self-assessment can be used to improve learning 
• Special emphasis on innovative methodologies in Commercial Sales Management (CRO, Chief Revenue Officer) 
• Theoretical lessons, questions to the expert, debate forums on controversial topics, and individual reflection assignments 
• Content that is accessible from any fixed or portable device with an Internet connection 

You will make decisions that align all areas of your company with revenue objectives, increasing business sustainability and enhancing long-term growth. Enroll now!” 

It includes in its teaching staff professionals belonging to the field of Commercial Sales Management (CRO, Chief Revenue Officer), who pour into this program the experience of their work, in addition to recognized specialists from leading companies and prestigious universities. 

The multimedia content, developed with the latest educational technology, will provide the professional with situated and contextual learning, i.e., a simulated environment that will provide an immersive learning experience designed to prepare for real-life situations. 

This program is designed around Problem-Based Learning, whereby the student must try to solve the different professional practice situations that arise throughout the program. For this purpose, the professional will be assisted by an innovative interactive video system created by renowned and experienced experts.

You will develop talent within sales teams, using coaching techniques to improve their performance"

TECH's online methodology will allow you to choose the time and place to study, without hindering your professional work"

The curriculum has been designed to train business leaders with a strategic and global vision. Therefore, they will address the latest trends in business management in a highly globalized environment, in order to adapt to the constant changes in the market. In this sense, they will develop key skills, such as the ability to design and execute innovative strategies, understand essential logistics operations and handle advanced digital tools to optimize business management. In addition, emphasis will be placed on the importance of following sustainability criteria set by international standards, ensuring that business strategies are aligned with the demands of sustainable development. 

You will cover everything from leadership and sales strategy, to the implementation of advanced technologies such as AI and predictive analytics, fundamental to improving profitability and efficiency” 

Module 1. Leadership, Ethics and Social Responsibility in Companies 

1.1. Globalization and Governance 

1.1.1. Governance and Corporate Governance 
1.1.2. The Fundamentals of Corporate Governance in Companies 
1.1.3. The Role of the Board of Directors in the Corporate Governance Framework 

1.2. Leadership 

1.2.1. Leadership. A Conceptual Approach 
1.2.2. Leadership in Companies 
1.2.3. The Importance of Leaders in Business Management 

1.3. Cross Cultural Management 

1.3.1. Cross Cultural Management Concept 
1.3.2. Contributions to Knowledge of National Cultures 
1.3.3. Diversity Management 

1.4. Management and Leadership Development 

1.4.1. Concept of Management Development 
1.4.2. Concept of Leadership 
1.4.3. Leadership Theories 
1.4.4. Leadership Styles 
1.4.5. Intelligence in Leadership 
1.4.6. The Challenges of Today's Leader 

1.5. Business Ethics 

1.5.1. Ethics and Morals 
1.5.2. Business Ethics 
1.5.3. Leadership and Ethics in Companies 

1.6. Sustainability 

1.6.1. Sustainability and Sustainable Development 
1.6.2. The 2030 Agenda 
1.6.3. Sustainable Companies 

1.7. Corporate Social Responsibility 

1.7.1. International Dimensions of Corporate Social Responsibility 
1.7.2. Implementing Corporate Social Responsibility 
1.7.3. The Impact and Measurement of Corporate Social Responsibility 

1.8. Responsible Management Systems and Tools 

1.8.1. Corporate Social Responsibility: Corporate Social Responsibility 
1.8.2. Essential Aspects for Implementing a Responsible Management Strategy 
1.8.3. Steps for the Implementation of a Corporate Social Responsibility Management System 
1.8.4. CSR Tools and Standards 

1.9. Multinationals and Human Rights 

1.9.1. Globalization, Multinational Corporations and Human Rights 
1.9.2. Multinational Corporations and International Law 
1.9.3. Legal Instruments for Multinationals in the Area of Human Rights 

1.10. Legal Environment and Corporate Governance 

1.10.1. International Rules on Importation and Exportation 
1.10.2. Intellectual and Industrial Property 
1.10.3. International Labor Law 

Module 2. Strategic Management and Executive Management  

2.1. Organizational Analysis and Design 

2.1.1. Conceptual Framework 
2.1.2. Key Elements in Organizational Design 
2.1.3. Basic Organizational Models 
2.1.4. Organizational Design: Typology 

2.2. Corporate Strategy 

2.2.1. Competitive Corporate Strategy 
2.2.2. Growth Strategies: Typology 
2.2.3. Conceptual Framework 

2.3. Strategic Planning and Strategy Formulation 

2.3.1. Conceptual Framework 
2.3.2. Elements of Strategic Planning 
2.3.3. Strategic Formulation: Process of Strategic Planning 

2.4. Strategic Thinking 

2.4.1. The Company as a System 
2.4.2. Organization Concept 

2.5. Financial Diagnosis 

2.5.1. Concept of Financial Diagnosis 
2.5.2. Stages of Financial Diagnosis 
2.5.3. Assessment Methods for Financial Diagnosis 

2.6. Planning and Strategy 

2.6.1. The Plan from a Strategy 
2.6.2. Strategic Positioning 
2.6.3. Strategy in Companies 

2.7. Strategy Models and Patterns 

2.7.1. Conceptual Framework 
2.7.2. Strategic Models 
2.7.3. Strategic Patterns: The Five P’s of Strategy 

2.8. Competitive Strategy 

2.8.1. Competitive Advantage 
2.8.2. Choosing a Competitive Strategy 
2.8.3. Strategies based on the Strategic Clock Model 
2.8.4. Types of Strategies according to the Industrial Sector Life Cycle 

2.9. Strategic Management 

2.9.1. The Concept of Strategy 
2.9.2. The Process of Strategic Management 
2.9.3. Approaches in Strategic Management 

2.10. Strategy Implementation 

2.10.1. Indicator Systems and Process Approach 
2.10.2. Strategic Map 
2.10.3. Strategic Alignment 

2.11. Executive Management 

2.11.1. Conceptual Framework of Executive Management 
2.11.2. Executive Management. The Role of the Board of Directors and Corporate Management Tools 

2.12. Strategic Communication 

2.12.1. Interpersonal Communication  
2.12.2. Communication Skills and Influence  
2.12.3. Internal Communication  
2.12.4. Barriers to Business Communication 

Module 3. People and Talent Management  

3.1. Organizational Behavior 

3.1.1. Organizational Behavior. Conceptual Framework 
3.1.2. Main Factors of Organizational Behavior 

3.2. People in Organizations 

3.2.1. Quality of Work Life and Psychological Well-Being 
3.2.2. Work Teams and Meeting Management 
3.2.3. Coaching and Team Management 
3.2.4. Managing Equality and Diversity 

3.3. Strategic People Management 

3.3.1. Strategic Management and Human Resources 
3.3.2. Strategic People Management 

3.4. Evolution of Resources. An Integrated Vision 

3.4.1. The Importance of HR
3.4.2. A New Environment for People Management and Leadership 
3.4.3. Strategic HR Management

3.5. Selection, Group Dynamics and HR Recruitment

3.5.1. Approach to Recruitment and Selection 
3.5.2. Recruitment 
3.5.3. The Selection Process 

3.6. Human Resources Management by Competencies 

3.6.1. Analysis of the Potential 
3.6.2. Remuneration Policy 
3.6.3. Career/Succession Planning 

3.7. Performance Evaluation and Performance Management 

3.7.1. Performance Management 
3.7.2. Performance Management: Objectives and Process 

3.8. Management of Training 

3.8.1. Learning Theories 
3.8.2. Talent Detection and Retention 
3.8.3. Gamification and Talent Management 
3.8.4. Training and Professional Obsolescence 

3.9. Talent Management 

3.9.1. Keys for Positive Management 
3.9.2. Conceptual Origin of Talent and Its Implication in the Company 
3.9.3. Map of Talent in the Organization  
3.9.4. Cost and Added Value 

3.10. Innovation in Talent and People Management 

3.10.1. Strategic Talent Management Models 
3.10.2. Talent Identification, Training and Development 
3.10.3. Loyalty and Retention  
3.10.4. Proactivity and Innovation 

3.11. Motivation 

3.11.1. The Nature of Motivation  
3.11.2. Expectations Theory 
3.11.3. Needs Theory 
3.11.4. Motivation and Financial Compensation 

3.12. Employer Branding 

3.12.1. Employer Branding in HR
3.12.2. Personal Branding for HR Professionals

3.13. Developing High-Performance Teams 

3.13.1. High-Performance Teams: Self-Managed Teams 
3.13.2. Methodologies for the Management of High-Performance Self-Managed Teams 

3.14. Management Skills Development 

3.14.1. What Are Manager Competencies?  
3.14.2. Elements of Competencies  
3.14.3. Knowledge  
3.14.4. Management Skills  
3.14.5. Attitudes and Values in Managers  
3.14.6. Managerial Skills 

3.15. Time Management 

3.15.1. Benefits 
3.15.2. What Can Be the Causes of Poor Time Management? 
3.15.3. Time 
3.15.4. Time Illusions  
3.15.5. Attention and Memory 
3.15.6. State of Mind 
3.15.7. Time Management 
3.15.8. Being Proactive 
3.15.9. Being Clear About the Objective 
3.15.10. Order 
3.15.11. Planning 

3.16. Change Management 

3.16.1. Change Management 
3.16.2. Type of Change Management Processes 
3.16.3. Stages or Phases in the Change Management Process 

3.17. Negotiation and Conflict Management 

3.17.1. Negotiation  
3.17.2. Conflict Management  
3.17.3. Crisis Management 

3.18. Executive Communication 

3.18.1. Internal and External Communication in the Corporate Environment  
3.18.2. Communication Departments  
3.18.3. The Person in Charge of Communication of the Company. The Profile of the Dircom 

3.19. Human Resources Management and Occupational Risk Prevention Teams 

3.19.1. Management of Human Resources and Teams 
3.19.2. Occupational Risk Prevention 

3.20. Productivity, Attraction, Retention and Activation of Talent 

3.20.1. Productivity  
3.20.2. Talent Attraction and Retention Levers 

3.21. Monetary Compensation vs. Non-Cash 

3.21.1. Monetary Compensation vs. Non-Cash  
3.21.2. Wage Band Models  
3.21.3. Non-Cash Compensation Models  
3.21.4. Working Model  
3.21.5. Corporate Community  
3.21.6. Company Image  
3.21.7. Emotional Salary  

3.22. Innovation in Talent and People Management 

3.22.1. Innovation in Organizations 
3.22.2. New Challenges in the Human Resources Department 
3.22.3. Innovation Management 
3.22.4. Tools for Innovation 

3.23. Knowledge and Talent Management 

3.23.1. Knowledge and Talent Management 
3.23.2. Knowledge Management Implementation 

3.24. Transforming Human Resources in the Digital Era 

3.24.1. The Socioeconomic Context 
3.24.2. New Forms of Corporate Organization 
3.24.3. New Methodologies 

Module 4. Economic and Financial Management  

4.1. Economic Environment 

4.1.1. Macroeconomic Environment and the National Financial System 
4.1.2. Financial Institutions 
4.1.3. Financial Markets 
4.1.4. Financial Assets 
4.1.5. Other Financial Sector Entities 

4.2. Company Financing 

4.2.1. Sources of Financing 
4.2.2. Types of Financing Costs 

4.3. Executive Accounting 

4.3.1. Basic Concepts  
4.3.2. The Company's Assets  
4.3.3. The Company's Liabilities  
4.3.4. The Company's Net Worth  
4.3.5. Results Research  

4.4. Management Accounting to Cost Accounting 

4.4.1. Elements of Cost Calculation 
4.4.2. Expenses in General Accounting and Cost Accounting 
4.4.3. Costs Classification 

4.5. Information Systems and Business Intelligence 

4.5.1. Fundamentals and Classification 
4.5.2. Cost Allocation Phases and Methods 
4.5.3. Choice of Cost Center and Impact 

4.6. Budget and Management Control 

4.6.1. The Budget Model  
4.6.2. Capital Budget 
4.6.3. The Operating Budget  
4.6.5. The Treasury’s Budget  
4.6.6. Budget Monitoring  

4.7. Treasury Management 

4.7.1. Accounting Working Capital and Required Working Capital 
4.7.2. Calculation of Operating Cash Requirements 
4.7.3. Credit Management 

4.8. Corporate Tax Responsibility 

4.8.1. Basic Tax Concepts  
4.8.2. Corporate Income Tax  
4.8.3. Value Added Tax  
4.8.4. Other Taxes Related to Commercial Activity  
4.8.5. The Company as a Facilitator of the Work of the State  

4.9. Corporate Control Systems 

4.9.1. Analysis of Financial Statements  
4.9.2. The Company's Balance Sheet  
4.9.3. The Profit and Loss Statement  
4.9.4. The Statement of Cash Flows  
4.9.5. Ratio Analysis  

4.10. Financial Management 

4.10.1. The Company's Financial Decisions  
4.10.2. Financial Department  
4.10.3. Cash Surpluses  
4.10.4. Risks Associated with Financial Management  
4.10.5. Financial Administration Risk Management  

4.11. Financial Planning 

4.11.1. Definition of Financial Planning 
4.11.2. Actions to Be Taken in Financial Planning 
4.11.3. Creation and Establishment of the Business Strategy  
4.11.4. The Cash Flow Table 
4.11.5. The Working Capital Table 

4.12. Corporate Financial Strategy 

4.12.1. Corporate Strategy and Sources of Financing  
4.12.2. Financial Products for Corporate Financing  

4.13. Macroeconomic Context 

4.13.1. Macroeconomic Context 
4.13.2. Relevant Economic Indicators 
4.13.3. Mechanisms for the Control of Macroeconomic Magnitudes 
4.13.4. Economic Cycles  

4.14. Strategic Financing 

4.14.1. Self-Financing  
4.14.2. Increase in Equity  
4.14.3. Hybrid Resources  
4.14.4. Financing Through Intermediaries  

4.15. Money and Capital Markets 

4.15.1. Money Market  
4.15.2. Fixed Income Market  
4.15.3. Equity Markets  
4.15.4. The Foreign Exchange Market  
4.15.5. The Derivatives Market  

4.16. Financial Analysis and Planning 

4.16.1. Analysis of the Balance Sheet 
4.16.2. Income Statement Analysis 
4.16.3. Profitability Analysis 

4.17. Analyzing and Solving Cases/Problems 

4.17.1. Financial Information on Industria de Diseño y Textil, S.A. (INDITEX) 

Module 5. Operations and Logistics Management  

5.1. Operations Direction and Management 

5.1.1. The Role of Operations  
5.1.2. The Impact of Operations on the Management of Companies  
5.1.3. Introduction to Operations Strategy  

5.2. Industrial Organization and Logistics  

5.2.1. Industrial Organization Department 

5.3. Structure and Types of Production (MTS, MTO, ATO, ETO...)   

5.3.1. Production System 
5.3.2. Production Strategy   
5.3.3. Inventory Management System 
5.3.4. Production Indicators  

5.4. Structure and Types of Procurement   

5.4.1. Function of Procurement  
5.4.2. Procurement Management 
5.4.3. Types of Purchases  
5.4.4. Efficient Purchasing Management of a Company  
5.4.5. Stages of the Purchase Decision Process  

5.5. Economic Control of Purchasing  

5.5.1. Economic Influence of Purchases 
5.5.2. Cost Centers  
5.5.3. Budget 
5.5.4. Budgeting vs. Actual Expenditure 
5.5.5. Budgetary Control Tools 

5.6. Warehouse Operations Control  

5.6.1. Inventory Control 
5.6.2. Location Systems 
5.6.3. Stock Management Techniques 
5.6.4. Storage Systems 

5.7. Strategic Purchasing Management 

5.7.1. Business Strategy 
5.7.2. Strategic Planning 
5.7.3. Purchasing Strategies 

5.8. Typologies of the Supply Chain (SCM)  

5.8.1. Supply Chain 
5.8.2. Benefits of Supply Chain Management 
5.8.3. Logistical Management in the Supply Chain 

5.9. Supply Chain Management 

5.9.1. The Concept of Supply Chain Management (SCM) 
5.9.2. Costs and Efficiency of the Operations Chain 
5.9.3. Demand Patterns 
5.9.4. Operations Strategy and Change 

5.10. Interactions Between the SCM and All Other Departments 

5.10.1. Interaction of the Supply Chain  
5.10.2. Interaction of the Supply Chain. Integration by Parts 
5.10.3. Supply Chain Integration Problems  
5.10.4. Supply Chain 

5.11. Logistics Costs  

5.11.1. Logistics Costs 
5.11.2. Problems with Logistics Costs 
5.11.3. Optimizing Logistic Costs   

5.12. Profitability and Efficiency of Logistics Chains: KPIs  

5.12.1. Logistics Chain 
5.12.2. Profitability and Efficiency of the Logistics Chain 
5.12.3. Indicators of Profitability and Efficiency of the Supply Chain 

5.13. Process Management 

5.13.1. Process Management  
5.13.2. Process-Based Approach: Process Mapping  
5.13.3. Improvements in Process Management  

5.14. Distribution and Transportation Logistics 

5.14.1. Distribution in the Supply Chain  
5.14.2. Transportation Logistics  
5.14.3. Geographic Information Systems as a Support for Logistics  

5.15. Logistics and Customers 

5.15.1. Demand Analysis
5.15.2. Demand and Sales Forecast  
5.15.3. Sales and Operations Planning 
5.15.4. Collaborative Planning, Forecasting and Replenishment (CPFR) 

5.16. International Logistics 

5.16.1.  Export and Import Processes  
5.16.2. Customs  
5.16.3. Methods and Means of International Payment 
5.16.4. International Logistics Platforms 

5.17. Outsourcing of Operations 

5.17.1. Operations Management and Outsourcing  
5.17.2. Outsourcing Implementation in Logistics Environments  

5.18. Competitiveness in Operations 

5.18.1. Operations Management  
5.18.2. Operational Competitiveness  
5.18.3. Operations Strategy and Competitive Advantages  

5.19. Quality Management 

5.19.1. Internal and External Customers 
5.19.2. Quality Costs 
5.19.3. Ongoing Improvement and the Deming Philosophy 

Module 6. Information Systems Management 

6.1. Technological Environment 

6.1.1. Technology and Globalization  
6.1.2. Economic Environment and Technology  
6.1.3. Technological Environment and Its Impact on Companies  

6.2. Information Systems in Companies  

6.2.1. The Evolution of the IT Model 
6.2.2. Organization and IT Departments 
6.2.3. Information Technology and Economic Environment 

6.3. Corporate Strategy and Technology Strategy  

6.3.1. Creating Value for Customers and Shareholders 
6.3.2. Strategic IS/IT Decisions 
6.3.3. Corporate Strategy vs. Technological and Digital Strategy 

6.4. Information Systems Management 

6.4.1. Corporate Governance of Technology and Information Systems 
6.4.2. Management of Information Systems in Companies  
6.4.3. Expert Managers in Information Systems: Roles and Functions  

6.5. Information Technology Strategic Planning 

6.5.1. Information Systems and Corporate Strategy
6.5.2. Phases of Information Systems Strategic Planning 

6.6. Information Systems for Decision-Making 

6.6.1. Business Intelligence 
6.6.2. Data Warehouse 
6.6.3. Balanced Scorecard (BSC) 

6.7. Exploring the Information 

6.7.1. SQL: Relational Databases. Basic Concepts 
6.7.2. Networks and Communications 
6.7.3. Operational System: Standardized Data Templates  
6.7.4. Strategic System: OLAP, Multidimensional Model and Graphical Dashboards 
6.7.5. Strategic DB Analysis and Report Composition 

6.8. Corporate Business Intelligence 

6.8.1. The World of Data 
6.8.2. Relevant Concepts 
6.8.3. Main Characteristics 
6.8.4. Solutions in Today's Market 
6.8.5. Overall Architecture of a BI Solution
6.8.6. Cybersecurity in BI and Data Science 

6.9. New Business Concept   

6.9.1. Why BI? 
6.9.2. Obtaining Information 
6.9.3. Reasons to Invest in BI 

6.10. BI Tools and Solutions

6.10.1. How to Choose the Best Tool? 
6.10.2. Microsoft Power BI, MicroStrategy and Tableau 
6.10.3. SAP BI, SAS BI and Qlikview 
6.10.4. Prometheus 

6.11. BI Project Planning and Management

6.11.1. First Steps to Define a BI Project
6.11.2. BI Solution for the Company 
6.11.3. Requirements and Objectives  

6.12. Corporate Management Applications  

6.12.1. Information Systems and Corporate Management  
6.12.2. Applications for Corporate Management  
6.12.3. Enterprise Resource Planning or ERP Systems  

6.13. Digital Transformation 

6.13.1. Conceptual Framework of Digital Transformation  
6.13.2. Digital Transformation; Key Elements, Benefits and Drawbacks 
6.13.3. Digital Transformation in Companies  

6.14. Technology and Trends 

6.14.1. Main Trends in the Field of Technology that Are Changing Business Models  
6.14.2. Analysis of the Main Emerging Technologies  

6.15. IT Outsourcing 

6.15.1. Conceptual Framework of Outsourcing  
6.15.2. IT Outsourcing and Its Impact on the Business  
6.15.3. Keys to Implement Corporate IT Outsourcing Projects 

Module 7. Commercial Management, Strategic Marketing and Corporate Communications 

7.1. Commercial Management 

7.1.1. Conceptual Framework of Commercial Management 
7.1.2. Business Strategy and Planning 
7.1.3. The Role of Sales Managers 

7.2. Marketing  

7.2.1. The Concept of Marketing 
7.2.2. The Basic Elements of Marketing 
7.2.3. Marketing Activities in Companies 

7.3. Strategic Marketing Management 

7.3.1. The Concept of Strategic Marketing 
7.3.2. Concept of Strategic Marketing Planning 
7.3.3. Stages in the Process of Strategic Marketing Planning 

7.4. Digital Marketing and E-Commerce 

7.4.1. Digital Marketing and E-Commerce Objectives   
7.4.2. Digital Marketing and Media Used  
7.4.3. E-Commerce. General Context  
7.4.4. Categories of E-Commerce  
7.4.5. Advantages and Disadvantages of E-Commerce versus Traditional Commerce 

7.5. Managing Digital Business 

7.5.1. Competitive Strategy in the Face of the Growing Digitalization of the Media 
7.5.2. Designing and Creating a Digital Marketing Plan  
7.5.3. ROI Analysis in a Digital Marketing Plan  

7.6. Digital Marketing to Reinforce a Brand 

7.6.1. Online Strategies to Improve Your Brand's Reputation 
7.6.2. Branded Content and Storytelling 

7.7. Digital Marketing Strategy 

7.7.1. Defining the Digital Marketing Strategy  
7.7.2. Digital Marketing Strategy Tools  

7.8. Digital Marketing to Attract and Retain Customers  

7.8.1. Loyalty and Engagement Strategies through the Internet 
7.8.2. Visitor Relationship Management 
7.8.3. Hypersegmentation 

7.9. Managing Digital Campaigns 

7.9.1. What Is a Digital Advertising Campaign? 
7.9.2. Steps in Launching an Online Marketing Campaign 
7.9.3. Mistakes in Digital Advertising Campaigns 

7.10. Online Marketing Plan 

7.10.1. What Is an Online Marketing Plan? 
7.10.2. Steps in Creating an Online Marketing Plan 
7.10.3. Advantages of Having an Online Marketing Plan 

7.11. Blended Marketing 

7.11.1. What Is Blended Marketing? 
7.11.2. Differences Between Online and Offline Marketing 
7.11.3. Aspects to Be Taken into Account in the Blended Marketing Strategy 
7.11.4. Characteristics of a Blended Marketing Strategy 
7.11.5. Recommendations in Blended Marketing 
7.11.6. Benefits of Blended Marketing 

7.12. Sales Strategy  

7.12.1. Sales Strategy 
7.12.2. Sales Methods 

7.13. Corporate Communication  

7.13.1. Concept 
7.13.2. The Importance of Communication in the Organization 
7.13.3. Type of Communication in the Organization 
7.13.4. Functions of Communication in the Organization 
7.13.5. Elements of Communication 
7.13.6. Communication Problems 
7.13.7. Communication Scenarios 

7.14. Corporate Communication Strategy  

7.14.1. Motivational Programs, Social Action, Participation and Training with HR 
7.14.2. Internal Communication Support and Tools 
7.14.3. Internal Communication Plan 

7.15. Digital Communication and Reputation 

7.15.1. Online Reputation  
7.15.2. How to Measure Digital Reputation?  
7.15.3. Online Reputation Tools  
7.15.4. Online Reputation Report  
7.15.5. Online Branding 

Module 8. Market Research, Advertising and Commercial Management 

8.1. Market Research 

8.1.1. Marketing Research: Historical Origin  
8.1.2. Analysis and Evolution of the Conceptual Framework of Marketing Research  
8.1.3. Key Elements and Value Contribution of Market Research  

8.2. Quantitative Research Methods and Techniques 

8.2.1. Sample Size  
8.2.2. Sampling  
8.2.3. Types of Quantitative Techniques   

8.3. Qualitative Research Methods and Techniques 

8.3.1. Types of Qualitative Research 
8.3.2. Qualitative Research Techniques 

8.4. Market Segmentation 

8.4.1. Market Segmentation Concept  
8.4.2. Utility and Segmentation Requirements  
8.4.3. Consumer Market Segmentation  
8.4.4. Industrial Market Segmentation  
8.4.5. Segmentation Strategies  
8.4.6. Segmentation Based on Marketing Mix Criteria  
8.4.7. Market Segmentation Methodology 

8.5. Research Project Management 

8.5.1. Market Research as a Process 
8.5.2. Planning Stages in Market Research 
8.5.3. Execution Stages in Marketing Research 
8.5.4. Managing a Research Project  

8.6. International Market Research  

8.6.1. International Market Research 
8.6.2. International Market Research Process 
8.6.3. The Importance of Secondary Sources in International Market Research 

8.7. Feasibility Studies    

8.7.1. Concept and Usefulness 
8.7.2. Outline of a Feasibility Study 
8.7.3. Development of a Feasibility Study 

8.8. Publicity 

8.8.1. Historical Background of Advertising  
8.8.2. Conceptual Framework of Advertising: Principles, Concept of Briefing and Positioning  
8.8.3. Advertising Agencies, Media Agencies and Advertising Professionals  
8.8.4. Importance of Advertising in Business 
8.8.5. Advertising Trends and Challenges  

8.9. Developing the Marketing Plan  

8.9.1. Marketing Plan Concept 
8.9.2. Situation Analysis and Diagnosis 
8.9.3. Strategic Marketing Decisions 
8.9.4. Operating Marketing Decisions 

8.10. Promotion and Merchandising Strategies 

8.10.1. Integrated Marketing Communication 
8.10.2. Advertising Communication Plan 
8.10.3. Merchandising as a Communication Technique 

8.11. Media Planning  

8.11.1. Origin and Evolution of Media Planning   
8.11.2. Media  
8.11.3. Media Plan  

8.12. Fundamentals of Commercial Management  

8.12.1. The Role of Commercial Management 
8.12.2. Systems of Analysis of the Company/Market Commercial Competitive Situation 
8.12.3. Commercial Planning Systems of the Company 
8.12.4. Main Competitive Strategies 

8.13. Commercial Negotiation 

8.13.1. Commercial Negotiation   
8.13.2. Psychological Issues in Negotiation 
8.13.3. Main Negotiation Methods 
8.13.4. The Negotiation Process 

8.14. Decision-Making in Commercial Management 

8.14.1. Commercial Strategy and Competitive Strategy 
8.14.2. Decision Making Models 
8.14.3. Decision-Making Analytics and Tools 
8.14.4. Human Behavior in Decision Making 

8.15. Sales Network Management 

8.15.1. Sales Management.  
8.15.2. Networks Serving Commercial Activity 
8.15.3. Salesperson Recruitment and Training Policies 
8.15.4. Remuneration Systems for Own and External Commercial Networks 
8.15.5. Management of the Commercial Process. Control and Assistance to the Work of the Sales Representatives Based on the Information 

8.16. Implementing the Commercial Function 

8.16.1. Recruitment of Own Sales Representatives and Sales Agents 
8.16.2. Controlling Commercial Activity  
8.16.3. The Code of Ethics of Sales Personnel 
8.16.4. Compliance with Legislation 
8.16.5. Generally Accepted Standards of Business Conduct 

8.17. Key Account Management 

8.17.1. Concept of Key Account Management   
8.17.2. The Key Account Manager 
8.17.3. Key Account Management Strategy  

8.18. Financial and Budgetary Management  

8.18.1. The Break-Even Point 
8.18.2. The Sales Budget. Control of Management and of the Annual Sales Plan 
8.18.3. Financial Impact of Strategic Sales Decisions 
8.18.4. Cycle Management, Turnover, Profitability and Liquidity 
8.18.5. Income Statement 

Module 9. Innovation and Project Management 

9.1. Innovation  

9.1.1. Introduction to Innovation  
9.1.2. Innovation in the Entrepreneurial Ecosystem  
9.1.3. Instruments and Tools for the Business Innovation Process 

9.2. Innovation Strategy 

9.2.1. Strategic Intelligence and Innovation  
9.2.2. Innovation from Strategy  

9.3. Project Management for Startups 

9.3.1. Startup Concept 
9.3.2. Lean Startup Philosophy 
9.3.3. Stages of Startup Development 
9.3.4. The Role of a Project Manager in a Startup 

9.4. Business Model Design and Validation 

9.4.1. Conceptual Framework of a Business Model  
9.4.2. Business Model Design and Validation  

9.5. Project Direction and Management 

9.5.1. Project Management and Direction: Identification of Opportunities to Develop Corporate Innovation Projects  
9.5.2. Main Stages or Phases in the Direction and Management of Innovation Projects  

9.6. Project Change Management: Training Management 

9.6.1. Concept of Change Management 
9.6.2. The Change Management Process 
9.6.3. Change Implementation 

9.7. Project Communication Management 

9.7.1. Project Communications Management 
9.7.2. Key Concepts for Project Communications Management 
9.7.3. Emerging Trends 
9.7.4. Adaptations to Equipment 
9.7.5. Planning Communications Management 
9.7.6. Managing Communications 
9.7.7. Monitoring Communications 

9.8. Traditional and Innovative Methodologies 

9.8.1. Innovative Methodologies 
9.8.2. Basic Principles of Scrum 
9.8.3. Differences between the Main Aspects of Scrum and Traditional Methodologies 

9.9. Creation of a Startup 

9.3.1. Creation of a Startup  
9.3.2. Organization and Culture 
9.3.3. Top Ten Reasons Why Startups Fail 

9.10. Project Risk Management Planning 

9.10.1. Risk Planning 
9.10.2. Elements for Creating a Risk Management Plan 
9.10.3. Tools for Creating a Risk Management Plan 
9.10.4. Content of the Risk Management Plan 

Module 10. Executive Management 

10.1. General Management  

10.1.1. The Concept of General Management  
10.1.2. The General Manager's Action 
10.1.3. The CEO and Their Responsibilities 
10.1.4. Transforming the Work of Management 

10.2. Manager Functions: Organizational Culture and Approaches 

10.2.1. Manager Functions: Organizational Culture and Approaches 

10.3. Operations Management  

10.3.1. The Importance of Management 
10.3.2. Value Chain 
10.3.3. Quality Management 

10.4. Public Speaking and Spokesperson Education 

10.4.1. Interpersonal Communication 
10.4.2. Communication Skills and Influence 
10.4.3. Communication Barriers 

10.5. Personal and Organizational Communications Tools 

10.5.1. Interpersonal Communication 
10.5.2. Interpersonal Communication Tools 
10.5.3. Communication in the Organization 
10.5.4. Tools in the Organization 

10.6. Communication in Crisis Situations 

10.6.1. Crisis 
10.6.2. Phases of the Crisis 
10.6.3. Messages: Contents and Moments 

10.7. Preparation of a Crisis Plan 

10.7.1. Analysis of Possible Problems 
10.7.2. Planning 
10.7.3. Adequacy of Personnel 

10.8. Emotional Intelligence  

10.8.1. Emotional Intelligence and Communication 
10.8.2. Assertiveness, Empathy and Active Listening 
10.8.3. Self-Esteem and Emotional Communication 

10.9. Personal Branding 

10.9.1. Strategies for Personal Brand Development 
10.9.2. Personal Branding Laws 
10.9.3. Tools for Creating Personal Brands 

10.10. Leadership and Team Management 

10.10.1. Leadership and Leadership Styles 
10.10.2. Leader Capabilities and Challenges 
10.10.3. Managing Change Processes 
10.10.4. Managing Multicultural Teams 

Module 11. Logistics and Economic Management 

11.1. Financial Diagnosis 

11.1.1. Indicators for Analyzing Financial Statements 
11.1.2. Profitability Analysis 
11.1.3. Economic and Financial Profitability of a Company 

11.2. Economic Analysis of Decisions  

11.2.1. Budget Control 
11.2.2. Competitive Analysis. Comparative Analysis 
11.2.3. Decision-Making. Business Investment or Divestment 

11.3. Investment Valuation and Portfolio Management  

11.3.1. Profitability of Investment Projects and Value Creation 
11.3.2. Models for Evaluating Investment Projects 
11.3.3. Sensitivity Analysis, Scenario Development and Decision Trees 

11.4. Purchasing Logistics Management 

11.4.1. Managing Stocks 
11.4.2. Warehouse Management 
11.4.3. Purchasing and Procurement Management 

11.5. Supply Chain Management 

11.5.1. Costs and Efficiency of the Operations Chain  
11.5.2. Change in Demand Patterns 
11.5.3. Change in Operations Strategy 

11.6. Logistical Processes 

11.6.1. Organization and Management by Processes 
11.6.2. Procurement, Production, Distribution 
11.6.3. Quality, Quality Costs and Tools 
11.6.4. After-Sales Service 

11.7. Logistics and Customers 

11.7.1. Demand Analysis and Forecasting 
11.7.2. Sales Forecasting and Planning 
11.7.3. Collaborative Planning, Forecasting and Replacement 

11.8. International Logistics 

11.8.1. Customs, Export and Import Processes 
11.8.2. Methods and Means of International Payment 
11.8.3. International Logistics Platforms 

Module 12. Sales Campaign Planning 

12.1. Customer Portfolio Analysis 

12.1.1. Customer Planning 
12.1.2. Client Classification 

12.2. Commercial Segmentation 

12.2.1. Analysis of Distribution Channels, Sales Areas and Products 
12.2.2. Preparing Commercial Areas 
12.2.3. Implementing the Visiting Plan 

12.3. Selecting Target Customers (CRM) 

12.3.1. Designing an e-CRM 
12.3.2. Orientation towards the Consumer 
12.3.3. 1 to 1 Planning 

12.4. Key Account Management 

12.4.1. Identifying Key Accounts 
12.4.2. Benefits and Risks of the Key Account Manager 
12.4.3. Sales and Key Account Management 
12.4.4. KAM Strategic Action Phases 

12.5. Sales Projections 

12.5.1. Business Forecast and Sales Forecast 
12.5.2. Sales Forecasting Methods 
12.5.3. Practical Applications of Sales Forecasting 

12.6. Setting Sales Objectives 

12.6.1. Coherence of Corporate, Commercial and Sales Objectives 
12.6.2. Programming Objectives and Detailed Budgets 
12.6.3. Distributing Objectives by Business Activity Units 
12.6.4. Sales and Participation Objectives 

12.7. Sales Quota and Setting the Sales Quota 

12.7.1. Activity Quotas 
12.7.2. Volume and Profitability Quotas 
12.7.3. Participation Quotas 
12.7.4. Economic and Financial Quotas 
12.7.5. Seasonality and Quotas 

12.8. Contingency Plan 

12.8.1. Information Systems and Sales Control 
12.8.2. Control Panels 
12.8.3. Corrective Measures and Contingency Plans 

Module 13. Commercial and Sales Team Organization 

13.1. Commercial Organization 

13.1.1. Introduction to Commercial Organization 
13.1.2. Typical Commercial Structures 
13.1.3. Delegations Organization 
13.1.4. Developing Commercial Organizational Models 

13.2. Sales Network Organization 

13.2.1. Department Organization Chart 
13.2.2. Designing Sales Networks 
13.2.3. Multichannel Reality 

13.3. Internal Market Analysis  

13.3.1. Service Chain Definition  
13.3.2. Quality of Service Analysis  
13.3.3. Product Benchmarking 
13.3.4. Key Business Success Factors 

13.4. Sales Strategy 

13.4.1. Sales Methods 
13.4.2. Acquisition Strategies 
13.4.3. Service Strategies 

13.5. Go-To-Market Strategy 

13.5.1. Channel Management 
13.5.2. Competitive Advantage 
13.5.3. Sales Force 

13.6. Controlling Commercial Activity 

13.6.1. Main Ratios and Control Methods 
13.6.2. Supervision Tools 
13.6.3. Balanced Scorecard Methodology 

13.7. After-Sales Service Organization   

13.7.1. After-Sales Actions 
13.7.2. Relationships with the Customer 
13.7.3. Self-Analysis and Improvement 

13.8. Commercial Audit 

13.8.1. Possible Lines of Intervention 
13.8.2. Express Commercial Auditing 
13.8.3. Strategic Team Assessment  
13.8.4. Marketing Policy Assessment 

Module 14. Selecting, Training, and Coaching the Sales Network 

14.1. Managing Human Capital 

14.1.1. Intellectual Capital. The Intangible Asset of Knowledge 
14.1.2. Talent Acquisition 
14.1.3. Preventing the Loss of Human Resources 

14.2. Selecting Sales Teams 

14.2.1. Recruitment Actions 
14.2.2. Salesperson Profiles 
14.2.3. Interview 
14.2.4. Welcome Plan 

14.3. Training High-Level Salespeople 

14.3.1. Training Plan 
14.3.2. Salesperson Characteristics and Duties 
14.3.3. Training and Managing High-Performing Teams 

14.4. Management of Training 

14.4.1. Learning Theories 
14.4.2. Talent Detection and Retention 
14.4.3. Gamification and Talent Management 
14.4.4. Training and Professional Obsolescence 

14.5. Personal Coaching and Emotional Intelligence 

14.5.1. Emotional Intelligence Applied to Sales Techniques 
14.5.2. Assertiveness, Empathy and Active Listening 
14.5.3. Self-Esteem and Emotional Language 
14.5.4. Multiple Intelligences 

14.6. Motivation  

14.6.1. The Nature of Motivation 
14.6.2. Expectations Theory 
14.6.3. Needs Theory 
14.6.4. Motivation and Financial Compensation 

14.7. Compensation of Sales Networks  

14.7.1. Compensation Systems 
14.7.2. Incentive and Compensation Systems 
14.7.3. Distribution of Salary Concepts 

14.8. Compensation and Non-Economic Benefits 

14.8.1. Quality of Life in the Workplace Programs 
14.8.2. Expansion and Enrichment of the Job 
14.8.3. Flexible Schedules and Job Sharing 

Module 15. Commercial Activity Process 

15.1. Development of the Sales Process 

15.1.1. Methodology in the Sales Process 
15.1.2. Attracting Attention and Argumentation 
15.1.3. Objections and Demonstration 

15.2. Preparing the Commercial Visit 

15.2.1. Studying the Customers File 
15.2.2. Setting Customer Sales Targets 
15.2.3. Preparing the Interview 

15.3. Conducting the Commercial Visit 

15.3.1. Customer Presentation 
15.3.2. Determining Needs 
15.3.3. Argumentation 

15.4. Psychology and Sales Techniques 

15.4.1. Notions of Psychology Applied to Sales 
15.4.2. Techniques to Improve Verbal and Non-Verbal Communication 
15.4.3. Factors that Influence Consumer Behavior 

15.5. Negotiation and Closing the Sale 

15.5.1. Negotiation Phases 
15.5.2. Negotiation Tactics 
15.5.3. Closing and Customer Commitment 
15.5.4. Commercial Visit Analysis 

15.6. The Loyalty Process 

15.6.1. In-depth Knowledge of the Client 
15.6.2. The Commercial Process to be Carried Out with the Customer 
15.6.3. The Value that the Customer Has for the Company 

Module 16. Customer Relationship Management 

16.1. Knowing the Market and the Consumer 

16.1.1. Open Innovation 
16.1.2. Competitive Intelligence 
16.1.3. Sharing Economy

16.2. CRM and Relational Marketing 

16.2.1. Business Philosophy or Strategic Orientation 
16.2.2. Customer Identification and Differentiation 
16.2.3. The Company and Its Stakeholders 
16.2.4. Clienting 

16.3. Database Marketing and Customer Relationship Management 

16.3.1. Database Marketing Applications 
16.3.2. Information Sources, Storage, and Processing 

16.4. Consumer Psychology and Behavior 

16.4.1. The Study of Consumer Behavior 
16.4.2. Internal and External Consumer Factors 
16.4.3. Consumer Decision Process 
16.4.4. Consumerism, Society, Marketing, and Ethics 

16.5. Areas of CRM Management 

16.5.1. Customer Service 
16.5.2. Managing the Sales Force 
16.5.3. Customer Service 

16.6. Consumer Centric Marketing 

16.6.1. Segmentation 
16.6.2. Profitability Analysis 
16.6.3. Customer Loyalty Strategies 

16.7. CRM Management Techniques 

16.7.1. Direct Marketing 
16.7.2. Multichannel Integration 
16.7.3. Viral Marketing 

16.8. Advantages and Risks of Implementing CRM 

16.8.1. CRM, Sales and Costs 
16.8.2. Customer Satisfaction and Loyalty 
16.8.3. Technology Implementation 
16.8.4. Strategic and Management Errors 

Module 17. Integration of Digital Channels in the Commercial Strategy 

17.1. Digital e-Commerce Management 

17.1.1. New e-Commerce Business Models  
17.1.2. Planning and Developing an e-Commerce Strategic Plan 
17.1.3. Technological Structure in e-Commerce 

17.2. Implementing e-Commerce Techniques 

17.2.1. Social Media and Integration in the E-Commerce Plan 
17.2.2. Multichannel Strategy 
17.2.3. Personalizing Dashboards 

17.3. Digital Pricing 

17.3.1. Online Payment Methods and Payment Gateways 
17.3.2. Electronic Promotions 
17.3.3. Digital Price Timing 
17.3.4.  e-Auctions 

17.4. From e-Commerce to m-Commerce and s-Commerce 

17.4.1. e-Marketplace Business Models 
17.4.2. s-Commerce and Brand Experience 
17.4.3. Purchase via Mobile Devices 

17.5. Customer Intelligence: from e-CRM to s-CRM 

17.5.1. Integrating the Consumer in the Value Chain 
17.5.2. Online Research and Loyalty Techniques 
17.5.3. Planning a Customer Relationship Management Strategy 

17.6. Managing Virtual Communities: Community Management 

17.6.1. Changes in Communication Paradigms 
17.6.2. Business Intelligence and Consumers 2.0 
17.6.3. Managing Networks and Communities 
17.6.4. Social Media Content Management 
17.6.5. Monitoring, Analytics, and Results in Social Media 

17.7. Social Media Plan 

17.7.1. Designing a Social Media Plan 
17.7.2. Defining the Strategy to Be Followed in Each Medium 
17.7.3. Contingency Protocol in Case of Crisis 

17.8. Web Analytics and Social Media Intelligence 

17.8.1. Setting Objectives and KPIs  
17.8.2. Digital Marketing ROI 
17.8.3. Viewing and Interpreting Dashboards 

Module 18. Commerce and International Marketing 

18.1. International Market Research 

18.1.1. Emerging Markets Marketing 
18.1.2. PEST Analysis 
18.1.3. What, How and Where to Export 
18.1.4. International Marketing-Mix Strategies 

18.2. International Segmentation 

18.2.1. Criteria for Market Segmentation at the International Level 
18.2.2. Market Niches 
18.2.3. International Segmentation Strategies 

18.3. International Positioning 

18.3.1. Branding in International Markets 
18.3.2. Positioning Strategies in International Markets  

18.4. Product Strategies in International Markets 

18.4.1. Product Modification, Adaptation and Diversification 
18.4.2. Global Standardized Products 
18.4.3. The Product Portfolio 

18.5. Prices and Exports 

18.5.1. Export Prices Calculation 
18.5.2. Incoterms 
18.5.3. International Price Strategy 

18.6. Quality in International Commerce  

18.6.1. Quality and International Commerce 
18.6.2. Standards and Certifications 
18.6.3. CE Marking 

18.7. International Promotion 

18.7.1. The International Promotion MIX 
18.7.2. Advertising and Publicity 
18.7.3. International Fairs 
18.7.4. Country Branding 

18.8. Distribution through International Channels 

18.8.1. Channel and Trade Marketing 
18.8.2. Export Consortiums 
18.8.3. Types of Exports and Foreign Trade 

You will develop effective decision-making strategies, analyze and solve complex problems, and lead organizations in times of change. What are you waiting for to enroll?"