This course is structured in order to guarantee that by the end of classes students are able to:
LG1. Understand internationalization as a key dimension of the activity of organizations in the current world;
LG2. Know the most important factors that are changing the international economy (globalization, regionalization, new polarities);
LG3. Know applied methodologies for assessing aspects that are crucial for enterprises with activities abroad;
LG4. Understand the fundamentals of macroeconomic analysis;
LG5. Know the main characteristics of the Portuguese and European economies;
LG6. Know the key challenges in the international economy and how they are likely to affect the performance of firms with foreign activities.

Part A. The international economic environment - A reality in constant change
1. International Businesses I - Initial considerations
2. Globalization
3. Regionalization
4. New polarities in the world economy
5. International competitiveness and competitive threat
6. Brief theoretical considerations on trade and FDI
7. International Businesses II - Final considerations

Part B. Key factors in foreign location
B.1) Economic and geographical centrality
8. Economic and geographical centrality
B.2) Key dimensions in macroeconomic analysis
9. Income and income distribution
10. Labour market
11. Inflation
12. Public finances
13. Monetary market
14. Foreign exchange market

Part C. Portuguese and European Economy
15. The history of the European Union
16. European policies
17. The Portuguese economy in the European context: current and future challenges

In addition to strict compliance with the program regulation, the periodical evaluation method requires a minimum class attendance of 60% and:
- An assignment (individual or in group) with a weight of 30%;
- An individual test, with a weight of 70% and a minimum grade of 10 points.
Alternatively, the final exam, similarly to phase two exams, will account for 100% of the final grade, disregarding the periodical assessment component.

OA1: Understand the goals, rules and scope of diferente governance models
OA2: Know the role of diferente bodies, remunerations and Dynamics between stakeholders
OA3: Analyze and discuss trends in corporate governance.

1. Definition, Origin and Evolution
2. Corporate Governance Models and Bodies
3. Risk Management, Compliance and Internal Audit
4. Selection and Evaluation of Administrators
5. Compensation Policies
6. Dynamics and multi-stakeholder management
7. Ethics, ESG, Diversity
8. Corporate Corporate Governance 4.0

In addition to strict compliance with the program regulation, the periodical evaluation method requires a minimum class attendance of 60% and:
- Class participation with a weight of 20%;
- An individual assignment, with a weight of 80% and a minimum grade of 10 points.
There will not be a 1st season final examination, and there will be a 2nd season final examination which will account for 100% of the final grade, disregarding the periodical assessment component.

In the end the student must be able to:
LO1- Describe the composition and systemic functioning of an organization
LO2- Identify the main theories on leadership, negotiation and conflict management and its appropriateness for organizational context
LO3- Identify processes of effective communication
LO4- Analyze organizational contexts of operationalization and application of the concepts studied at UC

S1- Organization: what, why and what for.
S2- Functionalists theories about leadership and recent approaches
S3- Leadership and management: the Portuguese case (study GLOBE)
S4-The negotiating process: distributive and integrative perspectives
S5- Organisational communication
S6- Characterization and conflict resolution

1) Periodic Evaluation:
- Group Work with presentation and text (40%)
- Individual written test, focusing on all matter given (60 %).
Approval shall be obtained from the weighted average of the 2 components equal to or greater than 9,5 values and equal to or greater than 8 values in each one of the components of the assessment.
2) Exam Evaluation (1st and 2nd season):Exam (special season) there is only an instrument of assessment (100%) and criteria will be maintained at least 9,5 values to use.

LG1. To understand the financial performance disclosure elements;
LG2. To understand the revenue recognition and measurement criteria;
LG3: To understand the accounting of employee benefits;
LG4: To understand the accounting of government grants;
LG5: To understand the effect of discontinued operations in the financial performance.
LG6: To understand the accounting for current and deferred taxes

1. Profit or loss versus comprehensive income
2. Revenue recognition and measuremet
3. Employee benefits
4. Government Grants
5. Non-current assets held for sale and discontinued operations
6. Current and deferred taxes

The evaluation system includes periodical evaluation (Work in group (30%) and Written test (70%)) or evaluation by Final Exam (100%).
Minimum grade required in the written test and in the exam: 10 values.
This global grading system requires a rate of attendance to classes of at least 80%; Otherwise, it will fail and to get approval in the unit it will apply to the 2nd chance final exam.

At the end of this learning unit's, the student must be able to:
1. To guide some mathematical concepts to the management
2. Know and use the main concepts of statistics.
3. Recognize and apply the multiple linear regression in specific situations.
4. Use the data analysis package EXCEL.

1- Back to maths.
2- Descriptive statistics with applications.
3- Statistical inference with applications.
4- Correlation and simple linear regression.
5- Multiple linear regression model (MLRM).

In addition to strict compliance with the program regulation, the periodical evaluation method requires a minimum class attendance of 60% and:
- An assignment (individual or in group) with a weight of 30%;
- An individual test, with a weight of 70% and a minimum grade of 10 points.
Alternatively, there will be a 1st and 2nd season final examination, which will represent 100% of the final grade, disregarding the periodical assessment component.

At the end of the course, students should be able to:


1. Explain the main concepts of time value of money and be able to compare cash flows with different maturities;

2. To describe the concept of business profitability, liquidity and solvency and to compute and analyze the most relevant economic/financial ratios and indicators;

3. To describe and compute de concept of working capital and liquidity indicator and to link it with the firm's financial condition

4. Use the fundamental techniques of capital budgeting evaluation;

1. Time Value of Money

2. Financial analysis and value added

3. Economic analysis of growth opportunities

4. Advanced topics in capital budgeting

In addition to strict compliance with the program regulation, the periodical evaluation method requires a minimum class attendance of 60% and:
- An assignment (individual or in group) with a weight of 30%;
- An individual test, with a weight of 70% and a minimum grade of 10 points.
Alternatively, the final exam, similarly to phase two exams, will account for 100% of the final grade, disregarding the periodical assessment component.

1. Acquire the basic knowledge on application projects management.
2. Build and present application projects management in a professional way.
3. Define the key success factors of an application project management.
4. Build the main scenarios of organizational development.

1. Innovation plan and business plan.
2. Assessment of resources, capabilities and dynamic competences.
3. Financial evaluation of the plan.

In addition to strict compliance with the program regulation, the periodical evaluation method requires a minimum class attendance of 60% and:
- A group assignment with a weight of 50%;
- An individual test, with a weight of 50% and a minimum grade of 10 points.
Alternatively, there will be a 1st and 2nd season final examination, which will account for 100% of the final grade, disregarding the periodical assessment component.

Provide students with the ability to:
A. Develop the inherent concepts of
company's strategic approach in its
interaction with the surroundings.
B. Apply the necessary tools to
implementation of a management process
strategic.
C. Master planning methodologies
as an integral part of the management of
with particular emphasis on the
definition of the company's vision and mission and to
the establishment of strategic objectives and
of strategy.
D. Master the processes and tools of
identification of strategies in the company at
global and by business.
E. Realize the importance of monitoring
and the feedback process in the
strategic planning and management.

1 - Fundamental Concepts and Strategic approach
. the strategy in the interaction with the environment;
. the strategy "frontier" with the company operation;
. the different levels of strategy;
. strategic management and the corporate planning;
2 - Strategic Analysis
. the global environment;
. industry structure and profitability analysis;
. strategic competition analysis;
. Company internal Analysis.
3 - Strategic Formulation
. vision and mission;
. strategic objectives;
. corporate strategies;
. business strategies.
4 - Strategic Execution
. resources, leadership, competencies and organization.
5 - Strategic Monitoring
.strategic control;
.budgetary control.

In addition to strict compliance with the program regulation, the periodical evaluation method requires a minimum class attendance of 60% and:
- An assignment (individual or in group) with a weight of 30%;
- An individual test, with a weight of 70% and a minimum grade of 10 points.
Alternatively, the final exam, similarly to phase two exams, will account for 100% of the final grade, disregarding the continuous assessment component.

OA1. Characterize, comment on and frame the evolution of business models that are most impacted by the introduction of new technologies.
OA2. Analyze and structure changes that occur at competency, system and process level, correlating with underlying methodologies and models based on the latest technologies
OA3. Integrate and understand new digital business models and their impact on business initiatives
OA4. Develop and integrate the digital transformation component into an integrated business development plan

The evolution of corporate information systems
The 3rd digital platform and the accelerators of innovation
Reference Model for Digital Transformation
Leadership Transformation in Digital Transformation
Cybernetically Steering the Organization in a Context of Uncertainty.

In addition to strict compliance with the program regulation, the periodical evaluation method requires a minimum class attendance of 60% and:
- An assignment (individual or in group) with a weight of 30%;
- An individual test, with a weight of 70% and a minimum grade of 10 points.
Alternatively, there will be a 1st and 2nd season final examination, that will account for 100% of the final grade, disregarding the periodical assessment component.

LG1. Students that have taken this subject will be broadening considerably their scope of knowledge in digital marketing as well as creating a new conceptual portfolio that will set them apart from their peers.
LG2. The learning process provided by this course will give students a clear competitive edge in terms of the required advancement and competitiveness in the corporate world.

S1. Human sensing & consumer driven Marketing
S2. New dialogues with the anywhere consumer
S3. Markets fragmentation and the new shopper experience
S4. The extra mile in the digital ecosystem

In addition to strict compliance with the program regulation, the periodical evaluation method requires a minimum class attendance of 60% and:
- An assignment (individual or in group) with a weight of 40%;
- An individual test, with a weight of 60% and a minimum grade of 9,5 points.
Alternatively, there will be a 1st and 2nd season final examination, which will account for 100% of the final grade, disregarding the periodical assessment component.

LG1 - Understand the concepts of innovation and entrepreneurship
LG2 - Know and describe the entrepreneurial process
LG3 - Present a value proposition

1. Innovation and Entrepreneurship
- Concept and definitions
- The entrepreneur's profile

2. The entrepreneurial process

2.1. Identifying the business opportunity
2.2. Developing the business concept
2.3. The value proposition
2.4. Determining the required resources
2.5. Acquiring/attracting the required resources
2.6. Implementation and sustainable development
2.7. Exit strategy

The final grade will be based on:
Group presentation of a value proposition (50%) and a written test (50%)

1.To become familiar with the scope and goal of corporate finance.
2.Robustness Analysis of a project, identifying its drivers, through a series of complementary tests: Sensitivity Analysis, Scenario Analysis, Break-Even Analysis, and Decision Trees.
3.Identify the main Types of Financing for a project, determining the Equity Cost of Capital and the Cost of Debt.
4.Establish a relationship between Valuation of a project and its Capital Structure, introducing concepts such as the Weighted Average Cost of capital (WACC) and the Adjusted Present value (APV).
5. Learn to decide how much to return to shareholders, and through what means
6. Gain knowledge of the main methods of valuation of Companies, such as the Discounted Free Cash Flow (FCFF, FCFE), and Multiples.

I - Capital budgeting
1.Investment appraisal criteria: NPV, IRR, Payback, PI;
2.The effect of inflation;
3.Types of investments: independente projects, mutually exclusive projects, capital rationing; investments of unequal lives; the decision to replace;
4.Financing decision: the WACC and the APV approaches;

II - The FCFF (Free Cash Flow to the Firm)

1.Financial statements: an overview;
2.Integrating the financial statements: the Cash Flow Identity (CFI), the FCFF and the FCFE;
3.Incremental cash flows: definition and particulars.


III - FIRM VALUATION
1.The WACC method;
2.The APV method;
3.The EVA method;
4.The multiples approach;
5.Firm and equity value.

In addition to strict compliance with the program regulation, the periodical evaluation method requires a minimum class attendance of 60% and:
- participation20%;
- An individual test, with a weight of 80% and a minimum grade of 10 points.
Alternatively, the final exam, similarly to phase two exams, will account for 100% of the final grade, disregarding the periodical assessment component.

This course has the following learning goals (LG):
LG 1. Address diverse practices in the field of management
LG 2. Critically analyze management topics
LG 3. Write in a critical and contributory manner about management topics.

S 1. Structured analytical approach to different management topics
S 2. The importance of data collection and information in the analysis of management issues
S 3. Preparation of critical analysis reports on management topics.

The method used in this course is active participation. In classes, advanced topics of corporate management are primarily discussed with invited speakers from the business community.
Students engage in the following activities:
ME 1. Participation in classes
ME 2. Debating topics with invited speakers.

At the end of the course students will be able to:
1. Identify situations where can be applied the different models os Sales Management
2. Design the Sales Organization of a Projects selling company
3. Elaborate, implement and evaluate a Sales Plan
4. Describe the main future tendencies in the project Sales Management

1. Models of Sales Management in B2B:
HardSelling
Consultive Selling
Enterprise Selling
2. Sales Force Organization:
Territories, Product, Customer, Matricial, International
Interdepartmental Relationships
3. Sales Force Animation
Motivation, Formal Training, Coaching
4. Sales Planning:
Sales Plan, Goals definition, Time Management
5. Supervision, Evaluation and Control

Ongoing evaluation requires a minimal presence in 60% of the classes time and includes the accomplishment of: An individual or group work - 50%;
- An individual test - 50% and a minimum score of 10 points.
The assessment is performed in two phases. The 1st phase the participant will be in the continuous evaluation system. The 2nd phase it corresponds to a final exam that will represent 100% of the final score obtained, in this case it will not be considered the continuous evaluation result.

LG1 - Understand the main challenges faced by family businesses, such as succession, corporate governance, and balancing family and business interests.
LG2 - Analyze different models of corporate governance applicable to family businesses.
LG3 - Develop effective strategies to ensure a smooth leadership transition between generations within family businesses.
LG4 - Evaluate and promote a cohesive organizational culture that fosters collaboration, effective communication, and alignment of goals among family members and non-family employees.
LG5 - Identify the competitive advantages of family businesses, such as flexibility, commitment to quality, and family values.
LG6 - Apply specific management concepts and techniques to family businesses, adapting traditional management approaches to meet the needs and complexities of these unique organizations.

1. Introduction to family businesses
2. Succession challenges
3. Corporate governance in family businesses
4. Organizational culture
5. Management of family conflicts
6. Competitive advantages of family businesses
7. Innovation and entrepreneurship
8. Case studies and best practices.

1. The teaching methodology includes lectures, cases discussion, practical exercises and examples.
2. Students are encouraged to participate in the class discussions and presentations; to bring real life examples to class and to think critically about the topics presented in class.
3. Self-study (preparation for classes, test and exam).

Generosa Gonçalves Simões do Nascimento

LO1. Relate the People Management (PM) function with the organization business;
LO2. To know the main approaches to the study of leadership and understand their influence on the development of effective teams in an organizational context;
LO3. To identify the most important critical factors of change in actual organizations;
LO4. To characterize the People Management core practices;
LO5. Critically analyze PM case studies.

S1. The papers of SPM: of personnel's administrator to strategic partner
S2. Different perspectives on leadership: approaches centered on the leader and on the interactions between leader and followers
S3. The People Management
S3.1 Recruitment, selection and employer branding
S3.2 Training and development
S3.3 Performance appraisal
S3.4. Compensations and mobilization
S3.5 Organizational communication
S3.6. Other emerging dynamics
S5. Case study

Theassessment throughout the semester includes:
- An assignment in group, with a weight of 40%;
- An individual test, with a weight of 60% and a minimum grade of 10 points.
Alternatively, the final exam, similarly to phase two exams, will account for 100% of the final grade, disregarding the periodical assessment component.

Fernando Ferreira

LG 1 - To develop concepts underlying the strategic management process and understand the ways different theoretical perspectives approach this process.
LG 2 - To understand and apply the concept of dynamic capabilities and its approach to strategy
LG 3 - To introduce concepts underlying the development of competitive and corporate strategies
LG 4 - To understand the importance of implementation and control in the process of strategic management and their relationship with digital technologies
LG 5 - To develop critical thinking
LG 6 - To have autonomy to plan their own learning processes in order to deep their knowledge in this area of study.

1. Fundamentals of strategy
2. The strategic management process: New trends
3. Internal analysis of the organisation
4. External environment analysis
5. Business strategies
6. Corporate strategies
7. Strategy implementation
8. Strategic control and technological innovation.

Option 1 (Assessment throughout the semester)

i. Individual Written Test 50%
ii. Group Assignment 50%

To successfully complete the course, students must obtain a weighted average of 10 points or more (0-20 scale), with at least 10 points in each component of the continuous assessment.

Option 2 (Final Exam) (100%)
To pass: 10 or more points

Susana Isabel Ratinho

By course end, students should:
LG1: Identify supply chain components
LG2: Identify logistics execution system components
LG3: Interpret segmentation analysis for business understanding and defining logistics, planning, and operational models
LG4: Define and design logistics models
LG5: Determine centralization/decentralization levels
LG6: Contribute to aligning/planning models impacting operations management
LG7: Understand purchasing's impact on logistics operations
LG8: Recognize various supply flows
LG9: Size logistics infrastructures
LG10: Understand logistics solution and operational process importance
LG11: Understand organizational functions' impact on logistics chains
LG12: Recognize rules/functional requirements for information systems in operations
LG13: Acknowledge information reliability's importance in operations
LG14: Recognize collaborative process importance in supply chains
LG15: Understand tech's relevance in optimizing supply chains
LG16: Analyze operations' KPIs

SC1: Concept and design of supply chain management and logistics execution systems (with practical cases)
SC2: Characterization of the business model and management of material flows (using segmentation analysis)
SC3: Logistic model and decision on centralization levels
SC4: Planning model and supply chain balancing
SC5: Operational model (processes, infrastructures, organization, and information systems)
SC6: Technologies and information systems for operations management
SC7: Operational dashboards and information management

Assessment throughout the semester:
Minimum attendance of 60% of classes
- Group work = 40%
- Individual test = 60%

Final exam:
Final exam = 100%

Pedro Miguel Ribeiro de Almeida Fontes Falcão

Provide students with the fundamentals of negotiation, exploring some additional areas that will contribute to a higher performance in stakeholder management.

1. Introduction to negotiation and stakeholder management
2. Key negotiation elements
3. Strategic approach to negotiation
4. Main negotiation steps
5. Negotiation tactics

Option 1 (Assessment throughout the semester):
- Individual assignment: Weight in final grade: 70%
- Group work: Weight in final grade: 30%
Option 2 (Final Exam) (100%)
Passing grade requires a minimum of 9.5 points in all components.

LO1 -Understand key concepts and principles of technology management.
LO2-Analyze technological trends and their impact on business environments.
LO3-Develop strategies for managing innovation and fostering technological change.
L04-Evaluate the potential of artificial intelligence for organizational applications.
LO5-Identify ethical considerations and challenges associated with AI implementation.
LO6- Apply technology management and AI principles to real-world business scenarios.

1- Introduction to technology management - Definition and scope of technology management, historical perspectives and theoretical foundations, technological innovation and its significance.
2- Technological Evaluation and Strategy - Methods for forecasting and evaluating technology, strategic planning for technological development, development of technological roadmaps.
3- Innovation Management: Models of innovation and diffusion, open innovation and collaborative approaches, management of the innovation process.
4- Fundamentals of AI - Introduction to AI and machine learning, types of AI technologies and applications, AI tools and techniques for businesses.
5- Implementation and integration of AI - Strategies and considerations for AI adoption.
6- Ethical and social implications of AI.
7- Organizational impact of AI - Impact of AI on business models and operations. Managing change and transformation driven by AI.
8- Case studies and applications.

Option 1 (Assessment throughout the semester)

i. Individual Written Test 50%
ii. Group Assignment 50%

To successfully complete the course, students must obtain a weighted average of 10 points or more (0-20 scale), with at least 10 points in each component of the continuous assessment.

Option 2 (Final Exam)
To pass: 10 or more points

Fernando Ferreira

LG1. Critically analyze management cases
LG2. Understand the interactions between various subjects within the cases under analysis
LG3. Address and resolve organizational cases through a more integrated management approach, utilizing, for example, simulators and problem structuring methods.

1. Structured analytical approach to management cases using a simulator
2. Strategic analysis of real-life situations
3. Development of recommendations and action plans.

Option 1 (Assessment throughout the semester)

i. Individual Written Test 20%
ii. Group Assignment 80%

To successfully complete the course, students must obtain a weighted average of 10 points or more (0-20 scale), with at least 10 points in each component of the continuous assessment.

Option 2 (Final Exam) (100%)
To pass: 10 or more points

Ilídio Tomás Lopes

LO1: To highlight the concepts and importance of accounting and financial information systems to the users;
LO2: Presenting the fundamental concepts as base elements indispensable for users to understand the accounting systems;
LO3: Identify and articulate financial reports and main accounting standards, to extract information for decision-making.
LO4: To identify how financial information systems can present the primary conclusions about companies profitability and risk taking;

1. Basics about financial information
1.1. Financial accounting and management accounting;
1.2. The usefulness of financial information;
1.3. Economic, financial and cash-flows based perspectives.
2. Financial reporting:
2.1. Balance sheet;
2.2. Profit and loss statement;
2.3. Cash Flow statement.
3. Transactions:
3.1. The revenue;
3.2. Property, Plant and Equipment, Intangibles, and its depreciation, amortizations and impairments;
3.3. Inventories, sales cost and reductions to net realisable value.
4. The performance in financial accounting
4.1. Profitability - multiplicative model
4.2. Risk - the financial equilibrium

Ongoing evaluation requires a minimal presence in 60% of the class time and includes the accomplishment of: An individual or group work - 30%; An individual test - 70% and a minimum score of 10 points.
The assessment is performed in two phases. In the 1st phase the participant will be in the continuous evaluation system. The 2nd phase it corresponds to a final exam that will represent 100% of the final score obtained, in this case it will not be considered the continuous evaluation result.

Tiago Miguel Carrazedo

LG1: Prepare, interpret and articulate the different forecasted financial documents;
LG2: Apply the fundamental techniques of investment valuation and assess whether the investment creates value;
LG3: Determine the cost of own and other people's capital;
LG4: Understand the goals, rules and scope of diferente governance models
LG5: Know the role of different bodies, remunerations and dynamics between stakeholders
LG6: Analyze and discuss trends in corporate governance

1. The Economic Investment Decision
2. The concept of cash flow and the treasury perspective
3. Refresh rate and risk (The CAPM model)
4. Evaluation criteria
5. Funding Structure
6. Definition, Origin and Evolution of Corporate Governance
7. Corporate Governance Models and Bodies
8. Compensation Policies
9. Dynamics and multi-stakeholder management
10. Ethics, ESG, Diversity

In addition to strict compliance with the program regulation, the assessment throughout the semester requires a minimum class attendance of 60% and:
- Group work with a weight of 40%;
- An individual test, with a weight of 60% and a minimum grade of 10 points.
Alternatively, assessment can be conducted through a final exam, weighted at 100%.

Cláudia Isabel Rêgo Gonçalves Vajão da Cruz Dias

José Dias Curto

At the end of this learning unit’s term, the student must be able to:

1. To guide some Mathematical concepts for the management
2. To know and applythe main concepts of Statistics.
3. Recognize and apply the multiple linear regression in specific situations.
3. Using the data analysis packages EXCEL and R/RStudio.

1. Back to maths
2. Descriptive statistics with applications
3. Statistical inference with applications
4. Correlation and simple linear regression
5. Multiple linear regression model (MLRM)

The assessment throughout the semester includes the realization of:

1. An individual test (70%);
2. A coursework (30%).

In this type of evaluation the students have to achieve a minimum grade of 10 in the individual test and of 10 in the team work.
In the written assessment students can use a form and a calculator.

Final exam: 100%.

José Miguel Rodrigues

At the end of the course the student should be able to:
LG1 - Understand the management control framework and it´s uses
LG2 - Calculate the Break-Even-Point of a segment
LG3 - Calculate R.O.I., M.C.R. and E.V.A. of a investment center
LG4 - Prepare the several budgets in order to reach the main accounting documents
LG5 - Determine budget deviations and decompose them into their components and intrepret them
LG6 - To build a ""Tableau de Bord""

S1 - Management Control System: Key Ideas
- Framework
- Performance Approach
- Principles
- Marketing Approach
S2 - Financial Information for Management Control
- Financial Information Relevant for Management Control
- Costs Segmentation Methodology: Absorption and Contribution Methods
S3 - Behavior Inducing Tools
- Organizational Structure Based on Responsibility Centers: Costs, Profit and Investment Centers
- Performance Evaluation Criteria of Responsibility Centers
S4 - Planning and Activity Monitoring
- Planning and Budgeting
- Budgeting Control
- Performance Measurement Systems: ""Tableau de Bord"" and ""Balanced Scorecard""

The assessment of this learning-teaching unit is achieved in two periods: 1) assessment throughout the semester and 2) final evaluation.
1) During the semester, the following assessment tools will be used: Individual written test (60%) and workgroups (40%).
2) The final evaluation is the exam (100%).

Luís Miguel Justino

At the end of this course, students should:

LG1 - Understand the fundamental concepts of Traditional Marketing and Digital Marketing
LG2 - Understand the fundamental concepts of a Marketing Plan and how to coordinate business strategy with marketing strategy
LG3 - Understand the diversity of Marketing tools, particularly the Marketing Mix, and know how to use them creatively

PC1 - Fundamental Concepts of Marketing and Digital Marketing
PC2 - Fundamental Concepts of the Marketing Plan
Environment and Market
Critical Success Factors
Competitive Analysis
Consumer Behavior
Traditional and Online Purchase Process (Loyalty Loop)
ZMOT (Zero Moment of Truth)
Sources of Customer Cycle Dynamics and Customer Life Cycle
Internal Analysis
Dynamic SWOT Analysis
PC3 - Strategic Planning and Portfolio Analysis
Fundamental Concepts of Segmentation and Criteria (Clustering, Segmentation Strategies)
Fundamental Concepts of Positioning (Actual vs. Perceived Positioning, Perceptual Map, Golden Triangle)
PC4 - Fundamental Concepts of the Marketing Mix (Product, Price, Distribution, and Communication)
PC5 - Fundamental Concepts of Digital Communication
Integrated Omnichannel and Blended Communication
Digital Communication
SEM and SEO
User Generated Content
Online Crises (Firestorms)
Influencers
Social Networks

In addition to strict compliance with the program regulation, the assessment throughout the semester:
- An assignment (in group) with a weight of 40%;
- An individual test, with a weight of 50% and a minimum grade of 8 points.
- Participation - 10%
Alternatively, the final exam, similarly to phase two exams, will account for 100% of the final grade, disregarding the periodical assessment component.

At the end of the curricular unit the student should:

LG1-know and understand the basic concepts associated with environmental sustainability and their implications for companies.

LG2-be able to apply circular economy concepts in the context of business activity.

LG3-mobilize the knowledge acquired in the critical analysis of concrete problems.

1. Definitions of sustainability, planetary boundaries and corporate responsibility 2. Circular economy: origins in industrial ecology, public strategies and examples of private projects 3. Best practices.

The assessment is conducted in 2 parts: 1) Throughout the semester and 2) Final assessment.
1. Throughout the semester:
-Participation (10%): interested and proactive attitude during classes, showing adequate preparation;
- Mini-tests (40%): there will be mini-tests in the classroom;
-Group work (50%): critical analysis of a chosen case.
2. The final assessment corresponds to the exam (100%).

LG1 - Understand the concepts of innovation and entrepreneurship
LG2 - Know and describe the entrepreneurial process
LG3 - Present a value proposition

1. Innovation and Entrepreneurship
- Concept and definitions
- The entrepreneur's profile

2. The entrepreneurial process

2.1. Identifying the business opportunity
2.2. Developing the business concept
2.3. The value proposition
2.4. Determining the required resources
2.5. Acquiring/attracting the required resources
2.6. Implementation and sustainable development
2.7. Exit strategy

The final grade will be based on:
Group presentation of a value proposition (50%) and a written test (50%)

After this course, students will be able to:
a)Identify what managers should be measuring.
b)Understand the reasons for implementing performance measurement systems.
c)Understand the role of performance measurement systems and performance management in organizations for business performance monitor and improvement.
d)Understand how performance measurement helps managers to get the strategy implemented; building a strategy performance map.

1) Introduction
- The need for measurement processes and decision making support.
- Main difficulties in the decision making process.
- Different approaches in decision making support.
2) The measuring and decision making processes
- The stakeholders and the behavioral aspects of decision.
- Fundamental paradigms and convictions.
- Process steps in performance measurement.
- Structuring methods.
- Representation of the decision problem as a complex problem.
3) Implementation of the measurement system
- Pre-analysis.
- Results evaluation.
- Formulation of recommnedations.
4) Applications and discussion of case studies
- Case study in retail banking.
- Case study in corporate finance.
- Case study in real estate.

Ongoing evaluation requires a minimal presence in 60% of the classes time and includes the accomplishment of: An individual or group work - 50%; An individual test - 50% and a minimum score of 10 points.
The assessment is performed in two phases. The 1st phase the participant will be in the continuous evaluation system. 2nd phase it corresponds to a final exam that will represent 100% of the final score obtained, in this case it will not be considered the continuous evaluation result.

At the end of the course students will be able to:
1. Identify situations where can be applied the different models os Sales Management
2. Design the Sales Organization of a Projects selling company
3. Elaborate, implement and evaluate a Sales Plan
4. Describe the main future tendencies in the project Sales Management

1. Models of Sales Management in B2B:
HardSelling
Consultive Selling
Enterprise Selling
2. Sales Force Organization:
Territories, Product, Customer, Matricial, International
Interdepartmental Relationships
3. Sales Force Animation
Motivation, Formal Training, Coaching
4. Sales Planning:
Sales Plan, Goals definition, Time Management
5. Supervision, Evaluation and Control

Ongoing evaluation requires a minimal presence in 60% of the classes time and includes the accomplishment of: An individual or group work - 50%;
- An individual test - 50% and a minimum score of 10 points.
The assessment is performed in two phases. The 1st phase the participant will be in the continuous evaluation system. The 2nd phase it corresponds to a final exam that will represent 100% of the final score obtained, in this case it will not be considered the continuous evaluation result.