Course detail

Strategic Competitiveness Management

FP-EscmPAcad. year: 2019/2020

Course is focused on strategic management of development of company implementing strategy based on strategic goals orientation and developing own strategic competitiveness. Course is based on modern concepts of strategic competitiveness and theories of brand management. Principles of development of competitiveness based both on hierarchical and alternative approaches to strategic management. Concepts of strategic competitiveness development based on brand development theories with focus on customer value creation and differentiation. Strategic management process as complex approach based on variable approaches to strategy and strategic goals formulation and methods of strategic analysis. Analysis are focused on evaluation of company position and potential of company evaluation, and evaluation of competitive environment. Formulation and implementation of strategy based on goal orientation and strategic competitiveness development.

Learning outcomes of the course unit

Students will learn to apply strategic principles on all levels of company management. Student will be familiar with approaches and methods needed for the complex evaluation of market environment and company potential. Students will learn key approaches interconnecting formulation and implementation of strategy of development of company based on the development of own strategic competitiveness.


Students are expected to have basic knowledge of methods used in planning, organizing, stimulation and control. They have to understand basic function of company. Knowledge of basic marketing methods is required.


Not applicable.

Recommended optional programme components

Not applicable.

Recommended or required reading

HITT, M.A., IRELAND, R.D., HOSKISSON, R.E. Strategic Management -Competitiveness and globalization: Concepts.11th ed. South-Western College Pub, 2014. ISBN 1285425189
KAPFERER, J.N. The New Strategic Brand Advanced Insights and Strategic Thinking Management: Advanced Insights and Strategic Thinking (New Strategic Brand)
COLLIS, D.J., MONTGOMERY, C.A.: Corporate Strategy - Resources and the Scope of the Firm
GRANT, R.M. Contemporary strategic analysis. 6th ed. Blackwell Publishing, 2008. 482 p. ISBN 978-1-4051-6309-5.
JOHNSON, G., SCHOLES, K. Cesty k úspěšnému podniku. Praha: Computer Press, 2000. ISBN 80-7226-220-3.
MALLYA, T. Základy strategického řízení a rozhodování. Praha: Grada Publishing, 2007. ISBN 978-80-247-1911-5.
MINTZBERG, QUINN, GHOSHAL The Strategic Management Process.Revised European Edition. Prentice Hall Europe 1998, ISBN 0-13-675984-X.
PORTER, MICHAEL E. Competitive Advantage. First Free Press Export Edition: Free Press 2004. SBN: 0-7432-6087-2.
PORTER, MICHAEL E. Competitive Strategy.First Free Press Export Edition: Free Press 2004. SBN: 0-7432-6088-0.
ZICH, R. Koncepce úspěchuschopnosti Konkurenceschopnost - vítězství, nebo účast v soutěži?. Monografie. Monografie. Brno: Akademické nakladatelství CERM, 2012. 125 s. ISBN: 978-80-7204-818- 2.

Planned learning activities and teaching methods

Lecturers, seminars, workshops, case studies, problem based learning, team project.

Assesment methods and criteria linked to learning outcomes

Evaluation of the course consists of two parts - the processing of the project dealing with the case study and exam written test with possibility of consequent oral examination. Scoring of each component is as follows:
- Case study is evaluated a maximum of 40 points according to the level of processing
- The final test has two parts. The first part has 10 questions with optional answers. The second part has two open questions. There will be only one correct answer for questions with optional answers. The correct answer is evaluated by 2 points, wrong answer -1 point and no response 0 points. Open questions are evaluated each max. 20 points. The maximum score for the test is 60 points. Time for the first part of test ) questions with optional answers) is 20 minutes. Time for the second part of test (open questions) is 60 minutes. No materials can be used for the first part of the test. The second part of the test (open questions) is “open book”.
Students solve in teams one of the specified variant case study, individually defined topic is possible. The composition of the teams, chosen case study and name of the company should be sent electronically by the end of the fifth week of the semester. Particular company can be chosen only by one team within semester and course. Particular focus of the case study is gradually solved in exercises according to the timetable. The study addresses the strategic aspects of the behavior of individual companies in those sectors, or frames on the strategic analysis of the company and strategy formulation of the company. The study is presented and defended in the term specified by timetable – see news. Students have to hand over a written feasibility study in the form surname_surname_....doc or surname_surname_....pdf. Use surname of team members for name of file. These documents must be submitted one week before presentation. Late submission will be penalized tearing down 10 points from the total score. Processing, delivery and presentation of case studies is also a condition for granting credit.
In the case of poor results of case presentation (less than 10 points) students can prepare new extra case instead of it. The best possible evaluation for this new extra case would be 20 points. Term of presentation will be set up individually.

The maximum number of points, at 100% fulfillment of the two conditions, is 100. The final classification is based on the number of points and is in line with ECTS. Students have to obtain at least 50 points in sum to pass the course. In case of insufficient number of points, or the need to obtain a better assessment, students have the opportunity to use oral exam.

Language of instruction


Work placements

Not applicable.

Course curriculum

1. Importance and specificity of strategic management of company. Theory of strategic management. Process of strategic management of company. Hierarchical and alternative approach to strategy. Importance and keystone of levels of strategy for company development. Strategic goal definition in context of vision, mission, corporate, business and functional strategy. Structure and content of strategy.
2. Brand development strategy. Brand development in the context of hierarchy of strategy. Keystone and concepts of brand. Brand elements. Positioning, personality and brand communication. Brand perception. Brand identity.
3. Strategic competitiveness of company. Keystone of competitive advantage. Competitive advantage typology. Linkage between competitive advantage and levels of strategy. Development of competitive advantage on the base of brand development.
4. Customer value from the view of competitive advantage and brand. Value chain as traditional view of value creation. Value creation on the base of resources and core competences. Net based approaches to the value creation. Concept of value co-creation.
5. Keystone and structure of strategic analysis. Methods of strategic analysis of external and internal factors. Strategic analysis for brand development. Importance of market research, identification of purpose of analysis, research topics, research questions.
6. Concept of competitive space and its application for the evaluation of competitive environment. Complex evaluation of competitive links and evaluation of stakeholders. Identification of external factors influencing strategic development. Competitive market mapping. Definition of competitive range. Evaluation of competition and competitive relations. Competitive comparison.
7. Specifics of internal analysis for competitiveness development and brand development. Internal factors and value creation. Principles of value co-creation implementation and its impact on internal factors.
8. Framework of corporate strategy and its importance for strategic competitiveness. Specifics of diversified company from the view of competitiveness and brand development.
9. Framework of business strategy and its application in development of competitiveness. Traditional competitive strategies. Application of business models for the definition of competitive character of business strategy.
10. Framework of success-ability strategy as a base of development of competitiveness. Competitive nature of strategy.
11. Frameworks of strategic brand development. Brand development tools and their application in the development of competitive advantage. Brand efficiency as competitive factor.
12. Impact of strategic focus of company on the required level and character of competitiveness. Specifics of levels of strategy from the view of the development of competitiveness. Importance of hierarchy of strategy for the development of competitiveness.
13. Factors influencing selection of strategy.


Students will learn application of strategic principles in all levels of company management. Students will learn approaches and method of strategic analysis for needed for complex evaluation of market environment and company potential. Students will learn key approaches required for formulation and implementation of company development strategy based on strategic competitiveness development and strategic brand development.

Specification of controlled education, way of implementation and compensation for absences

Attendance at lectures and seminars is required as well as studying of basic literature. Control is in teacher’s competence. The attendance at the presentation and defence of project is compulsory.

Classification of course in study plans

  • Programme MGR-EBF Master's, 1. year of study, summer semester, 5 credits, compulsory

Type of course unit



26 hours, optionally

Teacher / Lecturer


13 hours, compulsory

Teacher / Lecturer