University Master in Strategic Business Planning, Analysis and Decision Making in Madrid

WHERE Madrid
LANGUAGE Spanish
LENGHT 9 months
START October
SCHEDULE

Monday to Thursday from 18:00h to 21:45h
Friday from 17:00h to 20:45h

Also available in an online format.

PRICE On request

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University School of Tourism, URJC Affiliated Centre

Why study the University Master in Strategic Business Planning,

Analysis and Decision Making?


 

The educational content of the University Master in Strategic Business Planning, Analysis and Decision Making in Madrid provides students with the possibility to access a doctorate degree upon completion, and is adapted to the requirements of the European Higher Education Area, offering 60 ECTS credits, thus guaranteeing an ongoing effort to improve management skills and the optimal development of attitudes such as initiative, teamwork or critical thinking skills

This research-oriented programme will allow you to acquire business skills as you get one step closer to being able to apply to a PhD programme.

You will also acquire the necessary managerial knowledge to face the challenges of an increasingly global environment, from any area of the organisation. With our programme, you will enhance your strategic and leadership vision, improving your management skills and your ability to make decisions, positioning your organisation for success.


Degrees to be Obtained


 

 

Master in Strategic Business Planning.

Private Advanced Degree issued by the ESERP University School of Tourism

 

Official Master in Strategic Business Planning, Analysis and Decision Making

Official Master’s Degree issued by the URJC

 

Master in Strategic Business Planning.

Issued by the European Communication School of France – Belgium

 

International Certificate*

Issued by the University of Applied Sciences, Schmalkalden  (Germany)

 

International Certificate*

Issued by the European Communication School (France – Belgium)

 

*Students who study and successfully complete the ESERP’s study plan, attend the international conferences and do a project on said conferences will obtain the International Certificates.

Methodology


In-person theory classes


Lectures in which participation will be assessed.

Individual study and evaluation


Tests will be taken to evaluate the student’s grasp of the theoretical and practical knowledge, as well as their acquisition of the skills from each module.

Professors


Admissions Process


Documentation

Admission Tests

Resolution

Registration / Enrolment

FIRST SEMESTER


  • Introduction to the economy applied to the company and its environment.
  • Strategic management.
  • Organisational structures and growth models in the 21st-century company.
  • The company’s organisation and its organisational design in functional areas.
  • The organisational structure: organisational forms and fundamental parts of any organisation.
  • Internal development: internal development matrix and material investments.
  • External development: acquisitions, strategic alliances, licenses, franchises, joint ventures and mergers.
  • Business restructuring: downsizing and outsourcing.

  • The company’s economic policy.
  • Analysis methods and financial control.
  • Cost and management accounting.
  • Costs: a managerial responsibility.
  • Strategic cost management.
  • The accounting model: estimation of income and equity.
  • Product cost calculation.
  • The control function: management control and its key control factors.
  • Levels of control and budgetary control.

  • Marketing management: marketing objectives and principles.
  • Strategic marketing decisions within the company’s strategic plan.
  • The marketing mix and its application to the marketing plan within the framework of general management.
  • Industrial, services and relationship marketing.
  • Market research: quantitative and qualitative techniques, sample analysis and statistical inference.

  • The role of Human Resources in the company.
  • The human resources management system: information, diagnosis, action and control.
  • Internal and external recruitment, working conditions, salary policy and training.
  • Executive skills: coaching, mentoring, empowerment, leadership.

  • Concept and management of production operations and their evolution in the company.
  • The operational strategy in manufacturing companies: product segmentation, supply, perceived quality and innovation.
  • Production types: by projects, make to stock, by order.
  • Production from the planning process: the basis of production planning methods by projects, times, programming and design of operations.
  • PERT method and cause-effect diagram.

SECOND SEMESTER


  • The economic/financial function in the company: analysis of economic and financial profitability and evaluation of the financial ratios.
  • The financial function as a central element of strategic planning in general management.
  • Strategic decisions in the company’s financial environment: financing structure and the cost of capital.
  • Financial control and financial strategy: methodological differences and the integrated management of both.
  • Business development, value creation and economic added value.
  • Innovation in the financial field: advances and future developments within the framework of the new control systems and strategic management in companies.

  • The company’s commercial management, the establishment of commercial networks as a central element of control in organisations.
  • The business plan: strategy, planning, preparation and execution. How it fits into the company’s overall strategic plan.
  • Organisation of the sales area and its relationship with general management and functional departments.

  • Balanced Scorecard (BSC), a tool to describe, apply and direct an organisation’s strategy.
  • It offers a methodology to translate the strategy into understandable and communicable terms that can be acted on.
  • The organisation is examined from four perspectives: Financial, Client, Internal Processes, Learning & Growth.
  • The BSC describes the vision of the future of the entire organisation.
  • Implementation phases of the BSC.

  • Function, Process and Department.
  • The environment’s influence on the purchasing function.
  • Types of purchases.
  • Evolution of the purchasing and procurement function.
  • Objectives of the purchasing and procurement function.
  • Structure in purchasing and procurement.

  • Completion of the internship period, in which the student can obtain professional experience related to any of the graduate profiles that are included in the degree’s Verification Report.
  • Preparation of the internship report.

  • The Master’s Degree Thesis will be done during the final phase of the study plan, once the student has passed at least 70% of the credits from the first two semesters. The objective is to write a paper on any of the content from the courses taken during the degree, with the student being able to demonstrate the skills they have acquired.
  • Presentation of the written thesis.
  • Defence of the Master’s Degree Thesis before a committee.

MT – MASTER’S THESIS


 

(*) The programme’s content, its programming and materials may be subject to variation due to changes in academic planning.

(*) The order of the modules is indicative based on the scheduling of the Master’s Degree.

 

ESERP ALUMNI


After the programme, you will be part of ESERP ALUMNI: an active community with an international presence made up of more than thirty-five thousand former students.

 

 

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