B_PH_SMA_k Strategic Management

NEWTON University
summer 2026
Extent and Intensity
0/14. 5 credit(s). Type of Completion: zk (examination).
Teacher(s)
Ing. Martin Cenek, Ph.D. (lecturer)
Ing. Jan Zdražil, Ph.D., MBA, LL.M., MSc. (seminar tutor)
Guaranteed by
doc. Ing. Monika Motyčková, Ph.D.
Centre for Management – Academic Department – NEWTON University
Timetable of Seminar Groups
B_PH_SMA_k/01: Sat 14. 2. 8:45–11:55 PH Učebna 08, Sat 14. 3. 10:25–16:10 PH Učebna 03, Sun 26. 4. 10:25–14:30 PH Učebna 03, J. Zdražil
Course Enrolment Limitations
The course is offered to students of any study field.
Course objectives
The course is focused on acquiring basic knowledge about strategic management in business practice. Within the course, students will become familiar with the content, scope, approaches and use of strategic management. The emphasis is placed on stimulating habits for applying individual methods, techniques and tools in specific situations of managing a business entity at a strategic level. The course is taught in the form of lectures explaining the basic principles of strategic management with follow-up best practices and case studies, in which individual procedures are demonstrated. Practical cases of strategy creation are implemented in the seminars within the framework of the active participation of students in solving a team project. The emphasis is placed on the current practice of applying strategic management in accordance with leading representatives of strategic theory and practice. The seminars directly follow up on the material discussed in the lectures with an emphasis on testing the students' own application of strategic methods, techniques and tools.


Aim / purpose of the course

  • To acquire basic knowledge and understand the principles of strategic management in business practice.
  • Acquire skills and have the ability to analyze the business environment in its complexity.
  • Increase competencies in understanding strategic thinking and the competitive market.
  • Promote skills and abilities for defining strategic focus and determining, selecting and implementing strategies.

Syllabus

Main topics of the course / lectures

  • 01. The essence of strategy. Business management. Organizational effectiveness. Strategy definition. Southwest Airlines case. Mission (mission). Vision. Ikea case. Tesla case. Amazon case. Kopi Luwak case. True strategic management. False strategic management. Red ocean strategy. Blue ocean strategy. Cirque du Soleil case. Three pillars of blue ocean strategy. RegioJet case.
  • 02. Strategic management. Levels of corporate governance. Strategy hierarchy. Strategy at the societal level. Strategy at the top level of the organization. Strategy at the SBU level. Operative (functional) strategy. Unilever case. Development of strategy creation (redefinition of strategy). Strategic management. Management levels according to the information characteristics of managerial decision-making. Differentiation of strategic, tactical and operational management. Strategic management process. Pro-strategic and anti-strategic arguments. Strategy creation process. Tesla case – strategy creation. Strategic tools. Business environment. Tools for analyzing the macroenvironment, microenvironment and internal conditions. Using strategic tools in domestic companies.
  • 03. Macroenvironmental analysis. Strategic analysis in relation to the structuring of the business environment. Data sources for analysis. The case of macroeconomic aggregates. Macroenvironmental analysis. Dependent and independent uncertainties. Relevant factors. PESTLE. PESTLE checklist based on 72 analytical factors. Tesla case – macroenvironmental analysis. Pepsi case – PESTLE analysis.
  • 04. Microenvironmental analysis – Porter’s five forces analysis. Definition of the microenvironment. Robustness of strategic analysis. Procedure for applying Porter’s five forces analysis. Five forces checklist based on 31 analytical factors. Threat of new competitors entering the industry. Rivalry between current competitors. Bargaining power of customers. Bargaining power of suppliers. Threat of influence of substitutes. Data collection. Evaluation of facts and connection to strategic decisions. Tesla case – five forces analysis.
  • 05. Microenvironmental Analysis – Analysis of the Four Competitive Corners and the BCG Matrix. The essence of the four competitive corners. Competitively oriented strategies. Motivation and actions. Drivers. Assumptions. Strategy. Capabilities. The case of PepsiCo vs. Coca-Cola. Using the analysis of the four competitive corners to formulate a competitive strategy. Analysis of current and future competitors. The suitability of competitively oriented analytical tools. BCG Matrix. The Boston Matrix and its genesis. Relative market share. Market growth. Question marks. Stars. Cash cows. Hungry dogs. Strategic decisions tied to the position of products in the BCG Matrix. The case of Coca-Cola. BCG Matrix and the product life cycle. Strategically balanced product portfolio. 
  • 06. Analysis of internal conditions. Categories of company resources. McKinsey's 7S model. VRIO analysis. Competitive disadvantage. Competitive fit. Temporary competitive advantage. Unused competitive advantage. Sustainable competitive advantage. Starbucks case. Critical success factors. Porter's value chain. ABC method. Benchmarking. Market gap analysis. Ohmae's strategic matrix. Coordinate networks. EFE, IFE, IF, SPACE matrices. Financial analysis.
  • 07. Shaping future reality. Variant scenarios. Variant strategies. Realistic, optimistic and pessimistic scenario. Prediction of the formation of future reality. Megatech case – creation of variant scenarios. Applicability of strategy variants in variant scenarios. What If…? Decision tree. Decision and situational nodes. Sequence.
  • 08. Strategy creation. Generic strategies. Ansoff matrix. Market penetration. Market development. Product development. Diversification. Intensive, defensive, integration, diversification strategies. Porter's competitive strategies. Performance and cost advantage. Low-cost leadership and differentiation. Principles of strategy creation. SMART. SWOT.
  • 09. Organizational structure. Linkage of strategy – structure – culture. Organizational definition. Stability. Flexibility. Division of labor. System - structure - behavior. Process structure. Processes. Distinction level. Process modeling. Departmental structure. Number of subordinates. Degree of organization. Functional specialization. Subject specialization. Line organizational structure. Functional organizational structure. Line-staff organizational structure. Degree of aggregation of organizational structures. Metrostav case.
  • 10. Organizational culture. Declared and lived culture. Implementation of organizational culture. Schein's model of culture. Basic assumptions. Values. Attitudes. Norms of behavior. Artifacts. FedEx case. Content and strength of culture. Link between organizational culture and strategy. Factors influencing culture. Trompenaars' culture models. Deal and Kennedy's culture models. Subcultures. Google case.
  • 11. Social responsibility. Egoism. Altruism. Authority. Cooperation. Competition. Morality and ethics. Ethical problem. Ethical dilemma. Corporate Social Responsibility. PPP (Profit, People, Planet). Hertz and the creeping coup. EU Green Paper. CSR supporters (Küng, Rich, Anderson). CSR opponents (Friedman, Galbraith). Gilles Lipovetsky. New trichotomy of quality, price and ethics. Adam Smith and the neoclassical paradigm. Etzioni's modification. CSR effects. CSR in the context of domestic enterprises. State and social responsibility. The case of Ikea.
  • 12. Development of strategic management methods. The beginnings of strategy. Strategist. Offensive and defensive actions in warfare. The 1950s and the military significance of strategy (Newman 1951, Drucker 1954, SWOT matrix). 60s and long-term planning (Chandler 1962, Ansoff 1965, long-term forecasting, trend extrapolation, PEST analysis). 70s and strategic planning (customer orientation, diversification, market variability, BCG matrix). 80s and strategic management (Porter 1980, competitive victory, competitive strategies, Porter's strategic tools, inspiration from Japanese management, search for best practices, Peters and Waterman 1982, McKinsey's 7S analysis, Mintzberg). 90s and complexity of companies (absolute customer orientation and global markets, Karlöf and Östblom 1993, outsourcing, integration, lean management, six sigma, reengineering). Strategic management in the 21st century.

Literature
    required literature
  • HANZELKOVÁ, A., KEŘKOVSKÝ, M., VYKYPĚL, O. 2017. Strategické řízení: teorie pro praxi. 3. přepracované vydání. Praha: C.H. Beck. C. H. Beck pro praxi. ISBN 978-80-7400-637-1.
  • FOTR, J., SOUČEK, I. 2020. Scénaře pro strategické rozhodování a řízení: jak se efektivně vyrovnat s budoucími hrozbami a příležitostmi. Praha: Grada Publishing. Expert. ISBN 978-80-271-2020-8.
  • MAGRETTA, J. 2012. Michael Porter jasně a srozumitelně: o konkurenci a strategii. Praha: Management Press. ISBN 978-80-7261-251-2.
    recommended literature
  • DESS, G. G., MCNAMARA, G., EISNER, A. B., LEE, S-H. 2021. Strategic management: text & cases. Tenth edition. New York: McGraw-Hill. ISBN 978-1-260-57525-5.
  • DUHAIME, Irene M., Michael A. HITT a Marjorie A. LYLES, ed. 2021. Strategic management: state of the field and its future. Oxford: Oxford University Press. ISBN 978-0-19-009089-0.
  • WHITTINGTON, R., REGNÉR, P., ANGWIN, D., JOHNSON, G., SCHOLES, K. 2020. Exploring strategy: text and cases. Twelfth edition. Harlow: Pearson. ISBN 978-1-292-28245-9.
  • JOHNSON, G. 2014. Exploring strategy. 10th ed. Harlow: Pearson. ISBN 978-1-292-00254-5.
  • BARTES, F. 2011. Strategie konkurenčních střetů. Ostrava: Key Publishing. Monografie. ISBN 978-80-7418-100-9.
  • GRASSEOVÁ, M., DUBEC, R., ŘEHÁK, D. 2012. Analýza podniku v rukou manažera: 33 nejpoužívanějších metod strategického řízení. 2. vyd. Brno: BizBooks. ISBN 978-80-265-0032-2.
  • BLAŽEK, L. 2014. Management: organizování, rozhodování, ovlivňování. 2., rozš. vyd. Praha: Grada. Expert. ISBN 978-80-247-4429-2.
  • TUČEK, D., HRABAL, M., TRČKA, L. 2014. Procesní řízení v praxi podniků a vysokých škol. Praha: Wolters Kluwer. ISBN 978-80-7478-674-7.
  • MAZEL, J., VAJCNEROVA, I. 2015. Are Inter-firm Networks Really Worth It?. In: Management of Network Organizations Theoretical Problems and the Dilemmas in Practice. Springer International Publishing. p. 233-248. ISBN 978-3-319-17346-7.
  • KOLEŇÁK, J., BENETTI, K. 2017. Strategický management. NEWTON Books, Praha. ISBN 978-80-87325-11-7.
  • LUKÁŠOVÁ, R. 2010. Organizační kultura a její změna. Praha: Grada Publishing. Expert. ISBN 978-80-247-2951-0.
  • ROBBINS, S., P., JUDGE, T. A. 2017. Organizational behavior. 17 global edition. Boston: Pearson. Always learning. ISBN 978-1-292-14630-0.
  • HASTINGS, R., MEYER, E. 2020. Pravidlo žádných pravidel: převratná firemní kultura, díky níž Netflix dobyl svět. V Brně: Jan Melvil. ISBN 978-80-7555-113-9.
  • HASKI-LEVENTHAL, D. 2018. Strategic corporate social responsibility: tools & theories for responsible management. Los Angeles: Sage. ISBN 978-1-47399-800-1.
  • SMITH, A. 2016. Pojednání o podstatě a původu bohatství národů. Praha: Liberální institut. ISBN 978-80-86389-60-8.
  • FRIEDMAN, M., FRIEDMAN, R. D. 2020. Svoboda volby. Druhé, opravené a doplněné vydání. Praha: Liberální institut, 2020. ISBN 978-80-86389-66-0.
Assessment methods

Credit:

  • Completion of strategy development tasks during weekend seminars
  • Submission of a team seminar paper (strategy development project) or individual seminar paper meeting the specified requirements to the IS


Exam:

  •  Written exam

Language of instruction
Czech
Follow-Up Courses
The course is also listed under the following terms summer 2025.
  • Enrolment Statistics (recent)
  • Permalink: https://is.newton.cz/course/nu/summer2026/B_PH_SMA_k