SGBS International Management Education 2016-2017

Transcription

2016 –2017
St. Galler
Business School
International
Management
Education
| Boston | Cracow | London | Shanghai |
Open & Customized Programs
Senior Programs
Junior Programs
MBA & Diploma Programs Inhouse & Consulting
International Management Education 2015 –2016
Business School St. Gallen
Rosenbergstrasse 36
CH-9000 St. Gallen
Phone
Fax
e-mail
Internet
0041(0)71 225 40 80
0041(0)71 225 40 89
[email protected]
www.sgbs.ch/international
www.sgbs.ch
Contents International Management Education 2015 – 2016
Editorial
About St. Gallen Business School
Overview International Seminars
in English 2016 – 2017
4
5
6
International Senior Programs
International Senior Management Program
Asia-Week Shanghai: Doing Business in China
Strategy-Week Boston
Leadership-Week Boston
Finance-Week London
10
12
13
14
15
Certificates & MBA
SGBS International Senior ManagementCertificate St. Gallen®
International Executive MBA
Cracow University – MBA in European
Multicultural Integrated Management
26
28
30
Inhouse & Consulting
Inhouse Programs
Management Consulting St. Gallen
34
35
18
Administration and Registration
36
20
21
22
23
Enrollment Form
37
International Junior Programs
International Junior Management Program
Strategic & Marketing Management
for Talents
Financial Management for Talents
Leadership for Talents
Business Simulation
www.sgbs.ch
Editorial
Christian Abegglen
Dr. oec. HSG
Chairman of the Board
St. Galler Business School
St. Galler Business Books & Tools
W i s s e n s ch a f t
Knut Bleicher
Human Resources
Management
Published by
Christian Abegglen
Volume 5, 2013
Knut Bleicher
Managementsysteme
4
Meilensteine der Entwicklung eines Integrierten Managements
Herausgegeben von Christian Abegglen
Wissenschaft
Swiridoff
Knut Bleicher
Managementsystems
Published by
Christian Abegglen
Volume 4, 2011
Knut Bleicher
Normatives und Strategisches Management
3
Wissenschaft
Strukturen & Kulturen
Bleicher
Lore tinibh ea facidui tin vercidunt lobore facil utpat etumsandiam euismolummy nissequat augueril et acilla augiate commy num vullut alis nullam, core vel esequisisi euipisim ad digna faciduisi. Lorperit iusto dolorem vendit, si tem zzriusto core mincilluptat prat, commy nis acidunt alis
dignisis auguercin er sustrud doloborer si esenim nonsenim aliquatue dio od modolor Lore tinibh
ea facidui tin vercidunt lobore facil utpat etumsandiam euismolummy nissequat augueril et acilla
augiate commy num vullut alis nullam, core vel esequisisi euipisim ad digna faciduisi. Lorperit iusto
dolorem vendit, si tem zzriusto core mincilluptat prat, commy nis acidunt alis dignisis auguercin er
sustrud doloborer si esenim nonsenim aliquatue dio od modolor Lore tinibh ea facidui tin vercidunt
lobore facil utpat etumsandiam euismolummy nissequat augueril et acilla augiate commy num
vullut alis nullam, core vel esequisisi euipisim ad digna faciduisi. Lorperit iusto dolorem vendit, si
tem zzriusto core mincilluptat prat, commy nis acidunt alis dignisis auguercin er sustrud doloborer
si esenim nonsenim aliquatue dio od modolor
2
Knut Bleicher
Normative und
Strategic
Management
Published by
Christian Abegglen
Volume 3, 2009
Swiridoff
Faculty
Swiridoff
The nearby 100 lecturers (scientists, senior consultants, practitioners) of the St. Gallen Business
School are proven experts within their area of
expertise and convey their knowledge in a topclass and implementation-oriented manner.
Lore tinibh ea facidui tin vercidunt lobore facil utpat etumsandiam euismolummy nissequat augueril et acilla augiate commy num vullut alis nullam, corevel esequisisi euipisim ad digna faciduisi. Lorperit iusto dolorem vendit, si tem zzriusto core mincilluptat prat, commy nis acidunt alis
sustrud doloborer si esenim nonsenim aliquatue dio od modolor Lore tinibh ea facidui tin evrcidunt
Wissenschaft
ISBN 3- 934350- 89- 5
9 783934 350892 >
Dr. Christian Abegglen
President of the Board
Knut Bleicher
Human Resources
Management
Published by
Christian Abegglen
Volume 6, 2016
5
Swiridoff
The St. Gallen Concept by Professor Bleicher has
been recently published in the 8th edition and has
accomplished a constant place in management literature. Although at the moment the enhancements
of the St. Gallen Model focus on ethical aspects in
the sense of Corporate Citizenship and process-optimizing, the Integrated Management Concept of Knut
Bleicher remains the central pillar of the St. Gallen
understanding of management. Moreover this integrated approach marks an explicit opposite pole to
unidimensional management thinking especially
widely spread among anglo-american areas.
Swiridoff
4
Knut Bleicher
Strukturen und Kulturen
2
Wissenschaft
Meilensteine
Integriertes
Management
From the very beginning Knut Bleicher focused
on a tight conjunction of theoretical approaches
and reality. Since he has received his emeritus
status, he intensely bothers with the implementation and transaction of theoretical findings in
order to improve the performance of companies
in daily business.
Knut Bleicher
Human Resources Management
ISBN 3- 934350- 89- 5
9 783934 350892 >
Knut Bleicher
Management im Wandel
Swiridoff
His successor Prof. Dr. Dres. h.c. Knut Bleicher
optimized the model of Ulrich and developed the
Concept of Integrated Management, that bears
up tumultuous developments.
6
Swiridoff
Bleicher Management im Wandel
It is the merit of Prof. Dr. Dres. h.c. Hans Ulrich
recognizing these developments as one of the
first and dealing intensely with them with colleagues of the university of St. Gallen.
At last in many companies the awareness
expands that short term, isolated and too simple
interventions can’t solve the changing problems
within a complex world. The recent economy
demands more – it demands an integrative
approach enabling companies to re-position if
not reinvent themselves.
Knut Bleicher
Corporate Dynamics
The Concept of Integrated Management provides a
mental map and steering aid which meet the needs
of today’s very complex and global challenges. But
the St. Gallen Approach advanced by Professor Knut
Bleicher intentionally isn’t a recipe or a nostrum.
In fact it offers a perfect framework – a “framework for meaning” (Ulrich) – which helps managers to identify and solve problems by themselves.
Therefore the experienced manager gets via integrated process concepts essential thought-provoking
impulses and instruments that enable him applying
the holistic St. Gallen body of thought within the
own company. As a consequence answers and basic
concepts in order to deal with permanent change
emerge.
1
Linked to that, a feeling of uncertainness and disorientation arises, with which decision makers within companies are faced as well. Because of a still permanent increasing level of complexity it is very difficult to figure out the small path to success
that guides through an almost tight thicket. The extreme load of information resulting from worldwide interconnectedness triggers rather confusion than clarification.
“The Concept of
Integrated Management”
(Campus, 8th edition) to be
purchased via our office or
in any bookstore is the basic
frame-work of each of our
Diploma-Study-Courses.
1
Wissenschaft
Meilensteine
Integriertes
Management
In the meantime the prognosticated change is in full swing. Obvious signs are global
turbulences within business and society, not being considered as possible few years
ago. Old habits are no longer tenable. That is proved by government relief programs
in the dizzy height of billions that have become a burden and threat for the capitalistic economic system itself.
The seminar program of the Business School
St. Gallen is based on the “St. Gallen Concept of an
Integrated Management” developed by Prof. (emer.)
Dr. Dres. h.c. Knut Bleicher regarding the works
of Prof. Dr. Dres. h.c. Hans Ulrich. Today, this
St. Gallen Management-Concept is standard within
modern management training and development.
Swiridoff – SGBBT
The world has not got simpler, since today’s definitive book in management “The
Concept of Integrated Management” has been published in the year 1991 by Knut
Bleicher. Those times Knut Bleicher pleaded for an integrative approach and pointed
to the fact, that basically the world would have to change in terms of the understanding of business and management. Because of increasing complexity different
challenges cannot be managed by unidimensional interventions.
tion
8th Edi
Swiridoff
Knut Bleicher
Management in Transition
Published by
Christian Abegglen
Volume 1, 2005
Swiridoff
Knut Bleicher
Structures & Cultures
of Organizations in
Transition
Published by
Christian Abegglen
Volume 2, 2008
About St. Gallen Business School
with a diploma, master or (an academic) MBA. The MBA-, Master- &
Diploma course of studies are aimed at achievement-oriented, expe-
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Prof.
Dr. HSG
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Robert
[email protected]
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robert
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Prof.
Dr.Neumann
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robert
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FERNSTUDIENMODULE
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Years
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r Co
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als Einstieg:
Alternativ und VertriebsSt. Gallen
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managemen
Leadership
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Leadership -- St.
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SGBS
Die
Die eigene
Management-Kraft steigern
steigern 2x4
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Master Diplome St. Gallen
Leadership-Week
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Boston•55Dipl.
Tage Consultant SGBS
Persönliche
2x4 Tage
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•
•
•
•
•
•
•
•
Die Diplomlehrgänge der St. Galler Business School
– Anspruchsvolle und praxisnahe Aus- & Weiterbildung
– Diplomabschluss SGBS
– Basierend auf dem bewährten St.Galler ManagementKonzept
– Unter Wissenschaftlicher Leitung der St.Galler Business School
Wissenschaftliche Gesamtleitung
Wissenschaftliche Gesamtleitung
Präsident des Verwaltungsrates
Präsident des Verwaltungsrates
Christian Abegglen
Christian
Abegglen
Dr.
oec. HSG
Dr. oec. HSG
[email protected]
[email protected]
Leadership
Leadership -- St.
St. Galler
2x4 Tage
Tage
The standard
modern management has steigern 2x4 Tage
Die
eigenewithin
Management-Kraft
Die
eigene
Management-Kraft
steigern 2x4 Tage
been continuously developed and covers newest
• Updated and upgraded with
Leadership-Week
Boston
Leadership-Week
Boston 55 Tage
Tage
progresses in management.
practical examples
Persönliche
2x4 Tage
Tage
The St. Gallen Management-Concept is a holistic
toolsConsulting
• NewDirector
Director Consulting
approach that influences sustainably especially
des Verwaltungsrates
Wissenschaftliche
Gesamtleitung
international managers.
Leaders Präsident
find a frame-
Director Consulting
Consulting
«We work Director
in yesterday‘s
structures
with today‘s ressources on tomorrows
strategies with people who created
Die Seminare & Lehrgänge stehen
Die Seminare
& Lehrgänge stehen
unter
der wissenschaftlichen
unter
dervon
wissenschaftlichen
yesterday‘s structures and are
not
Leitung
Prof. Dr. Robert
Leitung von
. Prof. Dr. Robert
Neumann
.
Der Dozentenstab
vereinigt
going to be in the companiesNeumann
day
Derthe
Dozentenstab
vereinigt
Persönlichkeiten
aus
WissenPersönlichkeiten
aus Wissenschaft,
Managementberatung
schaft,
Managementberatung
und
Praxis.
after tomorrow.
(Knut Bleicher)
und Praxis.
age
8. Aufl
2011
Robert Neumann
Robert
Prof. Dr.Neumann
Prof. Dr.
[email protected]
robert
[email protected]
Christian
Abegglen
Peter Zehnder
Robert
Neumann
Peter Zehnder
rer. pol.
Prof.Dr.
Dr.oec. HSG
lic. rer. pollic.Peter
Christian
Abegglen
Zehnder
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
Christian
Abegglen
Peter
Dr.
oec. HSG
lic.
rer.Zehnder
pol.
Dr. oec. HSG
lic. rer. pol.
[email protected]
[email protected]
[email protected]
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are experts in fields of sciences, consulting
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Wochen
Milestones
in Programm
the development
General
General Management
Management Seminar
Seminar für
für Executives
Executives 44 Tage
Tage
of an
Integrated
Management
St.Galler Executive
Executive
Business
School 2x5
St.Galler
Business
School
2x5 Tage
Tage
Management Programm
Programm für
für Executives
Executives 2x4
Effective
2x4 Tage
Tage
Corporate Dynamics · Band 1
Christian Malik
dotSource GmbH
•
•
•
•
•
•
•
•
Christian Abegglen · Robert Neumann
Dr. Andreas Kaufmann
Leica Camera AG
companies.
Management-Congress St. Gallen
ement Change Manag
zen auf Kurs bri
Management-Kongresse der SGBS
in Turb
Unternehmen
Management-Kongresse der SGBSManagement-Congresses
Management-Seminare
Management-Seminare
SGBS 2003-2014
des SGBS Alumni-Clubs
Research &–– Rückblick
Publictions
Executive
Executive Management Seminare
Rückblick des SGBS Alumni-Clubs
Management Seminare
Seminare
take place in Boston (Harvard Club), London (LSE), Shanghai
(CEIBS) and Cracow collaborating with local universities and
St. Galle
Business
St. Galler
Business School
St. Galler
Business School
St. Galler
Business
School
St. Galler
Business School
Christian Abegglen
Christian
Abegglen
Dr.
oec. HSG
Dr. oec. HSG
[email protected]
[email protected]
ISBN 3-905379-21-X
BUSINESS
Schutzgebühr SFr. 15.–/€10.–
SGBS
St.Galler
Business School
Books & Tools
www.sgbs.com
PERSONAL IMAGE
SGBS
Alumni-Jahrbuch
2011
Peter Zehnder
Peter
lic.
rer.Zehnder
pol.
lic. rer. pol.
[email protected]
[email protected]
Sprache – Kommunikation – Präsentation
Die
Seminare
& Lehrgänge stehen
unter
unter dervon
wissenschaftlichen
Leitung
Prof. Dr. Robert
Leitung von
. Prof. Dr. Robert
Neumann
.
Neumann
Der Dozentenstab
vereinigt
Der Dozentenstabaus
vereinigt
Persönlichkeiten
aus Wissenschaft, Managementberatung
schaft,
Managementberatung
und
Praxis.
und Praxis.
Die Seminare
& Lehrgänge stehen
unter
eine Short-Story für Führungskräfte und Manager
von Uwe J. Hackbarth
Robert Neumann
Robert
Prof. Dr.Neumann
Prof. Dr.
[email protected]
robert
[email protected]
Christian Abegglen
Christian
Abegglen
Dr.
oec. HSG
Dr. oec. HSG
[email protected]
[email protected]
Peter Zehnder
Peter
lic.
rer.Zehnder
pol.
lic. rer. pol.
[email protected]
[email protected]
unter dervon
wissenschaftlichen
Leitung
Prof. Dr. Robert
Leitung von
. Prof. Dr. Robert
Neumann
.
Neumann
Der Dozentenstab
vereinigt
Der Dozentenstabaus
vereinigt
Persönlichkeiten
aus Wissenschaft, Managementberatung
schaft,
Managementberatung
und
Praxis.
und Praxis.
Management-Congresses SGBS: in the middle of September in St. Gallen
St.
St. Galler
Galler Business
Business School
School •
Rosenbergstrasse 36
36 •
• CH-9000
CH-9000 St.
St. Gallen
Gallen
Tel.
Tel. 0041
0041 (0)71
(0)71 225
225 40
40 80
80 •
• Fax
Fax 0041
0041 (0)71
(0)71 225
225 40
40 89
89
www.sgbs.com
www.sgbs.com •
[email protected]
St. Galler Business School • Rosenbergstrasse 36 • CH-9000 St. Gallen
Tel. 0041 (0)71 225 40 80 • Fax 0041 (0)71 225 40 89
5
Overview International Seminars in English
Finance-Week London
Page 10
Program
Lucerne – London – Boston
No.52216 September 5 – 8, 2016
London
No. E10116part 1June 20 – 24, 2016
part 2September 5 – 8, 2016
part 3November 7 – 11, 2016
Boston, USA / London / Boston, USA
No. E10216part 1November 7 – 11, 2016
part 2March 13 – 16, 2017
part 3June 19 – 23, 2017
seminar language: Part 1: B
oston, USA (in English)
Part 2: London (in English)
Part 3: Boston, USA (in English)
No.72116 June 20 – 24, 2016
Boston, USA
No.72216 November 14 – 18, 2016
Boston, USA
International Junior Management
Page 18
Program
No.25216
part 1September 2 – 4, 2016
part 2December 2 – 4, 2016
part 3March 2017
part 4July 2017
St. Gallen / Stein am Rhein seminar language: part 1–3: in English
part 4: in German or English
Page 13
No.34116 November 7 – 10, 2016
Boston, USA, Harvard Club
Page 15
Page 14
for Talents
Page 20
No.47216 September 2 – 4, 2016
St. Gallen
(in English, Friday to Sunday)
2014
2016
No. 19316 3rd Accomplishment
Begin of study: July 4, 2016
No.77216 December 2 – 4, 2016
Stein am Rhein
Business Simulation
No. 19416 4th Accomplishment
Begin of study: October 3, 2016
Page 23
No. 57116 July 4 – 6, 2016
St. Gallen
Page 28
No. 57216 December 5 – 7, 2016
St. Gallen
St. Galler
Business School
International
Executive MBA
Cracow University: European Integrated
Management Program (MBA), Cracow
Page 30
2016-17
St. Galler
Business School
October 3, 2016
FERNSTUDIENMODULE
LONDON
Cracow / St. Gallen
BOSTON
INTERNATIONAL EXECUTIVE
PRAXISARBEIT
SEMINARE
No. 58216 September 23 – 25, 2016
Luzern
SGBS International Senior ManagementPage 26
Certificate St. Gallen®
No.77116 June 10 – 12, 2016
Flims
MBA
SHANGHAI
SGBS International Senior
Management-Zertifikat St. Gallen®
www.sgbs.ch/mba
KOLLOQUIEN
Financial Management for Talents Page 21
Certificates & MBA
Page 22
m
am
gr
ro
Berufsbegleitende akademische MBA-Ausbildung tsp
für obere und oberste Führungskräfte
ika
f
i
ert
St. Galler Z
Studienbeginne:
4. Juli 2016
3. Oktober 2016
9. Januar 2017
Business Simulation
(Game)
h
gbs.c
.s
www
10. April 2017
10. Juli 2017
upgradeS
your
perSpective
9. Oktober 2017
Business School
englische
Version – andere Termine!!
International
Die Zertifikatsprogramme
der St. Galler Business School
– Basierend auf dem bewährten
St. Galler Management-Konzept
2016
– Praxisnahe Aus- & Weiterbildung
mit Upgrade-Möglichkeit
Nr. 57116 1. Durchführung 2016
No. 57116 1st Accomplishment 2016
4. – 6. Juli 2016
July 4 – 6, 2016
St. Gallen
St. Gallen
Senior Management
Programm
h
gbs.c
2016
2016 -17
2016
1. Teil 7. – 10. November 2016
2. Teil 13. – 16. März 2017
3. Teil 19. – 23. Juni 2017
Luzern (or Boston USA) /
London / Boston, USA
Dauer: 2 x 4 Tage und 1 x 5 Tage
Seminargebühr*: CHF 16900.–
** zzgl. 8 % MwSt. für Seminarteil
in der Schweiz
No. 57216 2nd Accomplishment 2016
December 5 – 7, 2016
St. Gallen
2017
2017
Master-Diplome St. Gallen
3. – 5. Juli 2017
St. Gallen
Nr. 57117 1st Accomplishment 2017
July 3 – 5, 2017
St. Gallen
4. – 6. Dezember 2017
St. Gallen
Nr. 57217 2nd Accomplishment 2017
St. Gallen
Dauer: 1 x 3 Tage
Duration: 1 x 3 days
2016
.s
www
2016
No. 10216 2nd Accomplishment
Seminargebühr*: CHF 3900.–
Course Fee*: 2016
CHF 3900.–
part 1 November 7 – 10, 2016
* zzgl. 8 % MwSt.
* add. 8 % VAT
part 2 March 13 – 16, 2017
part 3 June 19 – 23, 2017
ST. GALLER
Lucerne (or Boston USA) /
MANAGEMENT & BUSINESS SCHOOL
London / Boston, USA
2017
1. Teil 19. – 22. Juni 2017
2. Teil 4. – 7. September 2017
3. Teil 13. – 17. November 2017
Luzern / London / Boston, USA
5. – 7. Dezember 2016
St. Gallen
2017
Seminarorte:
1. Teil:
2. Teil:
3. Teil:
Luzern (in deutsch) oder
Boston im Nov., Harvard Club
of Boston, USA, (in englisch)
London, LSE (in englisch)
Boston, Harvard Club of Boston
USA (in englisch)
No. E10216 2nd Accomplishment 2016
part 2 March 13 – 16, 2017
part 3 June 19 – 23, 2017
2017
part 1 June 19 -22, 2017
part 2 September 4 - 7, 2017
Lucerne / London / Boston, USA
Location:
Duration: 2 x 4 days and 1 x 5 days
Part 1:
Course Fee*: CHF 16900.–
Part 2:
Part 3:
* add 8% VAT on the course costs in Switzerland
No. E10116 1st Accomplishment 2016
part 1 June 20 – 24, 2016
part 2 September 5 – 8, 2016
part 1 June 19 -23, 2017
Lucerne (in German) or
Boston, USA, (in English,
in November)
London (in English)
Boston, USA (in English)
Location:
Part 1:
Part 2:
Part 3:
Boston, USA, (in English)
London (in English)
ST. GALLER
6
Overview International Seminars in English
2017
Financial Management for Talents Page 21
Certificates & MBA
Page 10
Program
Lucerne – London – Boston
International Junior Management
Page 18
Program
No. 58117 September 15 – 17, 2017
Lucerne
SGBS International Senior ManagementPage 26
Nr. 19217 2nd Accomplishment
Begin of study: April 10, 2017
No. E10117 part 1 June 19 -23, 2017
seminar language:
Part 2: London (in English)
Asia-Week Shanghai
Page 12
No. A1117 May 15 – 19, 2017
Shanghai
No. 25117 part 1 March 24 – 26, 2017
part 2 June 30 – July 2, 2017
part 4 December 4 – 6, 2017
St. Gallen / Flims / Lucerne /
St. Gallen or Cracow
No. 25217 part 1 September 15 – 17, 2017
part 3 March 9 – 11, 2018
part 4 July 2 – 4, 2018
Lucerne / Stein am Rhein /
St. Gallen / St. Gallen
seminar language: part 1–3: in English
part 4: in German or
English
Page 13
No. 34117 November 6 – 10, 2017
Page 20
for Talents
No. 47117 March 24 – 26, 2017
St. Gallen
Page 14
No. 72117 June 19 – 23, 2017
Boston, USA
International
Junior Management
Programm
h
gbs.c
No. 72217 November 13 – 17, 2017
Boston, USA
Finance-Week London
.s
www
2016
part 3 March 24 – 26, 2017
part 4 July 3 – 5, 2017
Page 15
No. 52117 March 13 – 16, 2017
London, School of Economics
No. 52217 September 4 – 7, 2017
Page 22
No. 77117 June 30 – July 2, 2017
Flims
Nr. 19117 1st Accomplishment
Begin of study: January 9, 2017
Nr. 19317 3rd Accomplishment
No. 77217 December 1 – 3, 2017
Stein am Rhein
Nr. 19417 4th Accomplishment
Business Simulation
Page 23
Page 28
Nr. 57117 3. – 5. Juli 2017
St. Gallen
Nr. 57217 4. – 6. Dezember 2017
St. Gallen
Strategy Week, Harvard Club of Boston,
Boston
Leadership Week, Harvard Club of
Boston, Boston
Cracow University: European Integrated
Management Program (MBA), Cracow
Page 30
94117
October 2, 2017
Cracow / St. Gallen
2017
part 1 March 24 – 26, 2017
part 3 March 9 – 11, 2018
part 4 July 2 – 4, 2018
Finance Week, London School of
Economics (LSE), London
Asia Week, China Europe International
Business School (CEIBS), Shanghai
Part 1–3: English
Part 4: English or German (depending on your choice)
* add 8 % VAT on the course costs in Switzerland.
ST. GALLER
7
«Impressing methodological approaches of the
speakers and very flexible adoption of the contents
of the seminar on concrete questions and needs
of the participants. I could succeed in directly bringing in my challanges. The huge fund of practical
examples and especially the guided exchange
with other participants was of great advantage.
Alltogether a perfect renewal of knowledge.»
8
➢ International Senior Management Program
10
➢ Asia Week Shanghai: Doing Business in China
12
➢ Strategy-Week Boston
13
➢ Leadership-Week Boston
14
➢ Finance-Week London
15
9
Participants
Concept
englische Version – andere Termine!!
International
Senior Management
Program
1. Experienced managers who acquire a
higher general management position in
international fields
2. Management committee and board
members
3. Managing directors, division or profit
center managers
4. Managers with high decision-making
responsibility
5. Managers responsible for strategic
projects and major planning
part 1 June 20 – 24, 2016
No. E10216 2nd Accomplishment 2016
part 2 March 13 – 16, 2017
part 3 June 19 – 23, 2017
Numerous factors and their relations need special awareness: global
strategies, local marketing concepts,
core competence processes, culturally
diverse management and many more.
Topics:
The St. Gallen Approach
This German/English bilingual program
combines the proven St. Gallen management
approach with the American case study
methodology. The international exposure of
participants allows mutual exchange
of business experience and favors global
network opportunities.
2017
part 1 June 19 -23, 2017
Location:
Part 1:
Part 2:
Part 3:
10
Course modules:
The “International Senior Management
Program” addresses all these subjects
in several sessions during a total of 13
days. This course is especially designed
for experienced managers acquiring a
higher general management position
with international focus.
2016
Today’s managers have to be effective
and motivating leaders who accomplish excellent results in their particular fields of responsibility and guide
the company to success. This process
requires an integrated management
approach which takes international
and global issues into consideration.
Boston, USA, (in English)
London (in English)
Week 1:
Topics:
Week 2:
Week 3:
Topics:
5-day session in Boston, USA
Course in English
Strategy and Marketing
or Leadership
4-day session in London
Course in English
Financial Management
5-day session in Boston, USA
Course in English
Leadership or
Strategy and Marketing
Interactive Concept:
Skilled lecturers provide different approaches; professional business knowledge,
actual business situations and case studies.
Theoretical concepts are complemented
with practical examples and thus guarantee
a diverse, integrated approach. A mixture of
interactive learning with small study groups
challenges both, your leadership skills and
your managerial communication skills.
Topics
Principles of General Management
Success
Corporate management in turbulent times
Product life cycle management; development of an integrated product life cycle
concept
New global conditions
Product ideas and their incorporation into
international product strategies
Why toolboxes are “out” and thinking is
“in”
Market management: Identification of
growth and penetration potentials
Reliable management principles
Mass customization
Definition of one's own cost position
Empowerment factors
Designing a profitability concept
In/outsourcing: When do investments make
sense – fixed or variable costs?
Personal time management: boosting efficiency and effectiveness through appropriate self organization
Controlling
Job satisfaction and motivation: Management in uncertainty
Key figures for value-oriented management
and compensation
Strategic Management
Ingredient branding
Alert managers recognize the right
moment for a strategic turn-around; new
concepts for future challenges
The e-commerce challenge
Data warehouse / data marts – the core of
modern controlling systems
Implementation
Interpretation and analysis of controlling
reports: actual cases
Keys to competitive advantage: New global
strategies
Early identification of obstacles and barriers using the St. Gallen implementation
concept
Business plans, investment and profitability
calculations, planning of start-ups
Driving implementation; the most common
barriers of implementation; roles of visionaries, strategists, executors, or coaches
Mergers and Acquisitions
Assessing corporate value, synergies, and
risks
The balanced scorecard used as a core
implementation tool
IPO: how to float a company on the market
(practical example)
Exploring the central strategic “plus”
Managing strategic information: Business
Knowledge Engineering
Business units versus corporate strategy –
ways of handling the dilemma
Identification of core business using the
portfolio approach
How to increase value; selling a company
Finance Management
Strategic alliances, international collaboration
Financial responsibilities for executives
Leadership
Intuitiv management or sophisticated controlling tools?
Assessment of balance sheets and profit
and loss statements
Key elements of high-performance leader
ship systems
Focus on profitability
Building corporate culture based on leadership personalities and cultural diversity
Marketing Management
Functional marketing basics
Future opportunities for businesses, products and markets
Financial management in the particular
field of responsibility
Recognition of planning mistakes
Cost Management
Importance of ongoing cost management
Work life balance
These topics will be complemented with
numerous case studies to illustrate course
contents and test participant’s leadership
qualities. Finally you will develop an individual, effective management model.
Please mail or fax your registration to:
Rosenbergstrasse 36
CH-9000 St. Gallen
Phone: 0041-(0)71 225 40 80
Fax:
0041-(0)71 225 40 89
Internet:www.sgbs.ch
E-Mail:[email protected]
Managing people: The art of leading,
coaching, encouraging and challenging
Communication and negotiation skills,
difficult conversations, conflicts, goal
definition, handling critisism
From process cost statement to cost
management
11
Participants
Asia-Week
Shanghai:
Doing Business
in China
Participants
1. Executives planning to take advantage
of growth potentials in Asia
2. Current or scheduled expatriate managers
3. Members of multinational teams who
seek to prepare for running a business in
China’s changing environment.
4. Executives planning to redefine their
business models by identifying new
opportunities in China
5. Executives intending to broaden their
knowledge in Chinese management practices
This five-day executive seminar is
designed for top and upper level executives with a need to update on most
recent knowledge on doing business
in China. The program addresses
especially also current or scheduled
expatriate managers or members of
multinational teams who seek to prepare for running a business in China`s
changing environment.
2017
No. A1117 May 15 – 19, 2017
Shanghai
Course Fee: CHF 6400.–
12
in English
To analyse and understand both Western and Chinese management practices is crucial to successfully compete
in the Asian market place and to participate from the growth of emerging
markets. This seminar was launched to
show executives how an organization
can grow better and faster by using
the typical and different strengths of
China’s research, production and consumer markets.
Concept
The following core aspects are discussed:
Which strategies are adequate to enter
profitably in the growing regions in Asia?
Which strategies work best to establish a
successful business in China?
Many companies miss the opportunity to
participate fully and efficient in emerging
markets due to negative experiences: How
is it possible to avoid problems and barriers
in advance?Opportunities of e-leverage,
new media and web-marketing
Topics
The participants of this seminar will
gain a substantial selection of examples and best practices demonstrating
both opportunities and threats organizations are exposed to entering the
emerging markets in China.
The unique Chinese business and cultural
environment
How to master the unique Chinese business and cultural environment
Challenges of running a business in China
Typical cross-cultural misunderstandings:
Chinese culture and its managerial implications
Why is the potential of the markets
frequently underrated?
The really relevant criteria to evaluate
market attractiveness
Effect of diverse cultures and value systems on businesses and organizations
Human resources challenges in China
Market Entry
Five steps to and success factors for
market entry
The value of business networks
Organizational models that fit
Real-World Cases
Examples of successful strategies for medium-sized businesses and big corpo-rations
in China
Entry, reorganization and subsequent
growth in a turbulent environment of a
European company in China
Asia-WeekShanghai
2017
St. Galler
Business School
Asia
Asia-WeekShanghai,May15-19,2017
ProgramOverview
ProgramOverview
ProgramStart:Monday,May15th2017,08:00
MeetingPoint:Reception/
MeetingPoint:Reception/LobbyRadissonBluHotelShanghaiNewWorld
88NanjingRoad(W)
Shanghai200003
Shanghai200003
MondayMay15,2017(08:00-17:30)
08:00Programstart
Kick-off:
Kick
MeetingatRadissonBluHotelShanghaiNewWorld
TransfertoJiaoTongUniversity
Location:
Location:
ShanghaiJiaoTongUniversity
(DowntownCampusShanghai,
1954HuashanRoad,XuhuiDistrict)
Topics:
Topics:
09:00-12:00
ConfuciuswayofdoingbusinessinChina
SpecificchallengesofrunningabusinessinChina
13:30-17:00
Chinesecultureandtheirimplicationsonbusiness
CommunicationinChineseculturalcontext
LecturerDr.KimKwongKwok
LecturerMs.CuixianYang
15:00-15:30CampusTourShanghaiJiaoTongUniversity
19:00
WelcomedrinkattheRadissonBluHotelShanghaiNewWorld
Optional
Evening:
Evening:
Tuesday/WednesdayMay16-17,2017(09:00-18:00)
RadissonBluHotelShanghaiNewWorld
(88NanjingRoad(W),Shanghai200003)
Location:
Location:
Topics:
Topics:
09:00-18:00(bothdays)
-18:00(bothdays)
(lunchbreak12:30-14:00)
(lunchbreak12:30-14:00)
Challenges of Globalization
The practice of selective differentiation and
adaptation of successful global players
The process of global integration and local
adaptation
How to slice it: Smart market-segmentation for the 21st century
Challengesofglobalization,globalintegrationandlocaladoption
Challengesofg
ImportanceofChina’smarkets,marketpotentialsandchallenges
Marketentry,successfactors,networks,models
WolfgangBierer,Dipl.Ing.
Asia-WeekShanghai:
DoingBusinessinChina
May15–19,2017
St.GallerBusinessSchool
PresidentandCEOEndeavorSBC
Real-World
CasesI:
CasesI:
Rosenbergstrasse 36
CH - 9000 St. Gallen
Phone +41 (0)71 225 40 80
ThursdayMay18,2017(08:30-17:00)
8:30Departurebybus
fromRadissonBluHotelShanghaiNewWorld
Fax +41 (0)71 225 40 89
Company:
Company
10:00-16:00
BayerTechnologyServices
BayerIntegratedSiteShanghai
Challengesandpossiblesuccessfulstrategies
intheChinesebusiness
VisitoftheIntegratedProductionSite
Dr.YunChen
HeadofBayerTechnologyandEngineeringServices(Shanghai)
JochenMahrenholtz
HeadofProductionandTechnology,Polycarbonates,BMSChina
DavidJi
ProductionandTechnology,IndustrialOperation,BasicChemicals,BMSChina
Evening:
Evening:
Real-World
CasesII:
TasteofChina,RoastetBeijingDuck-Chinesenationaldish
Optional
FridayMay19,2017(08:00-18:30)
8:00Departurebybus
fromRadissonBluHotelShanghaiNewWorld
CompanyI:
09:30-13:00
Bobst(Shanghai)Ltd
ExcellenceintheChinesemachineindustry
GeneralManager
BobstShanghai
Asia-Week, Shanghai
CompanyII: 14:00–17:00
May 18 ShanghaiTobacco(Group)Corp.
- 22, 2015
rspective
Chinesetobaccoindustry:Thesalespe
Visitofthecigaretteprintingfacilities
Importance of China’s markets
Identification of regions with future
growth potential in China
GeneralManager
ShanghaiTobacco
Endofprogramaround18:30(Radisso
Business
School St. Gallen nBluHotelShanghaiNewWorld)
DressCode:BusinessCasual
Rosenbergstrasse
36
CH-9000 St. Gallen
Telephone:
Telephone
Fax:
Internet:
e-mail:
Rosenbergstrasse 36
CH - 9000 St. Gallen
Phone +41 (0)71 225 40 80
0041-(0)71 225 40 80
0041-(0)71 225 40 89
www.sgbs.ch
[email protected]
Fax +41 (0)71 225 40 89
Strategy-Week
Boston
Participants
Concept
This intense strategy course in English is
designed for executives with basic knowledge and experience in strategic management. Current knowledge will be critically
questioned and new strategy approaches
and proven best practices will be introduced.
Participants outline new ideas and options
for their own corporate or business unit
strategy.
This course introduces latest
knowledge and strategic concepts
and also shows examples of strategic
implementation in top US corporations.
Participants
1. Top and high-level executives
2. Entrepreneurs, directors, board members,
presidents and executives
3. Executives with general management
responsibilities
4. Managers of main departments with
responsibility for results
2016
November 7 – 11, 2016
2017
November 6 – 10, 2017
5. Executives preparing for new functions
with strategic and operative responsibilities.
This cross-cultural seminar provides
theoretical background information
which will be analyzed and applied in
actual cases of leading American companies. You will discuss methods and
utensils the twenty-first century executive needs to craft, and on how to
smartly implement strategies & tactics
on global and regional scale. We will
observe how a business idea develops
into a profitable market position, how
to identify growing markets and how
to spot market opportunities.
We will discuss the use of strategic
management tools and their implementation into strategic concepts in
order to reach the ultimate strategic
goal, which is an outstanding, longlasting, profitable market position.
Everybody will benefit from reaching
this goal: shareholders as well as
management and staff. Participants
will analyze success factors and practice leadership skills to turn their
knowledge into actual results.
Topics of the Seminar
1. Priority of Strategic Management
Essential strategic questions for managers
Strategic decision making for the future
2. Recognizing Need for Change
Identify early growing markets
Participate in successful trends
Learn from your competitors
Better use of existing potential
Using core competencies to add value
3. Aspects of the Leading Position
Survival requires leadership, for instance:
Market, Cost or Quality leader
How to succeed with new business models
Culture & Productivity
4. Choosing the Right Strategic Option
Defend and develop market positions
Define and develop new markets
Profit growth through cooperations,
mergers or acquisitions
5. Strategy Implementation, Change
Implementation hurdles
Leadership roles:
Strategist, initiator,
motivator, coach
Strategic leadership:
From intuitive leadership to balanced
scorecard leadership
Location: Harvard Club of Boston
13
Participants
Leadership-Week
Boston
1. Senior executives optimizing their leadership qualities to be better role models,
superiors, coaches or motivators
2. Executives and specialists seeking
improvement of their leadership qualities
and skills
3. Team players seeking result-oriented
leadership tools and skills.
Ähnliches Seminar
in englischer Sprache (vgl. Seite 63)
Leadership-Week Boston (5 days)
2016
2016
November 14 – 18, 2016
Boston, USA
2017
June 19 – 23, 2017
Boston, USA
November 13 – 17, 2017
Boston, USA
June 20 – 24, 2016
Boston, USA in English
November 14 – 18, 2016
2017
June 19 – 23, 2017
November 13 – 17, 2017
Boston, USA
Location: Harvard Club of Boston
14
Concept
The leadership week in Boston offers
a unique combination of the
renowned “St. Gallen Management
Approach” with the thorough methodology of “American Case Studies”.
During these five days of intense
training, exclusively in English, participants study practical applications
of their management and leadership
skills in an international environment. In small groups topics such as
strategy, marketing, core competencies, intercultural management, and
more, are addressed. This course is
mainly focused on leadership aspects
of business. Cases and lectures
are based on current “hot” leadership
challenges for executives. Interdisciplinary exchange and networking are important elements of this
program.
Course material and handouts will be
very concentrated. Discussions of cases in
study groups, short presentations in English and guided discussions will enhance
participant’s communication skills. This
course provides a highly interactive and
intense learning experience to improve
and develop participant’s leadership competence.
Upon request, participants can receive an
assessment of their leadership competence
and faculty will offer time for individual
conversations.
Key Speaker
Topics of the Seminar
Team building
Goal setting
Leadership
Motivation
Methodology
Experienced lecturers introduce multifaceted problems of corporate governance
and develop solutions based on participant’s experience and on theoretical background. While studying cases of leadership
and management, participants sharpen
their skills in analyzing problems and learn
to extract core issues from complex situations. Participants train to think in options
and action plans and to focus on welltimed results.
Hierarchical
communications
Interpersonal conflicts
Feedback and performance evaluation
Corporate culture
Improving personal
effectiveness
Communication skills
Mark McGregor
Concept
Participants
Finance-Week
London
1. CEO’s, COO’s
2. Directors
3. Entrepreneurs, Shareholders
4. Senior Executives
5. Other management executives
responsible for significant financial
decisions
The Seminar Finance Week in London
teaches precisely the necessary understanding how an organization, a business unit or a profit center should be
managed financially enabling
it to achieve substantial growth of
performance und increased net
worth. Systematically and logically
you will experience which relevant
financial decisions have to be made
by executives and which impulses and
inputs have to be given to Finance
and Controlling.
2. Cost Management – Value Based
Management
The value of consistent cost management
management – Identification and
elimination of sources of losses
Setting up a profit-boosting program: Those
who do not expect above average profits
will never harvest such
In/outsourcing: decision inputs
3. Shareholder Value Management
Enterprise valuation: The value potential
of a business concept
How monetary values are generated
Practical Relevance – Benefits
Cost of capital definition
This course is based on latest knowledge
Financing: conventional and creative
Termin
Seminars
of research and financial practice and
is eines ähnlichen
approaches
in
englischer
Sprache
(vgl.
Seite 62)
offering a thorough understanding of all
Analyzing financial
reports: Trends and
Ähnliches Seminar
2016
September 5 – 8, 2016
2017
March 13 – 16, 2017
Ähnliches Seminar
in englischer Sprache*
Finance-Week London (4 days)
2016
March 14 – 17, 2016
London
in English
London
in English
* Detailinformationen im Sekretariat
verlangen ([email protected])
elements of modern financial
Strategies
multiply net worth
in englischerrelevant
Sprache*
Finance-Week London
(4to
days)
managements. After this course in London
4. Controlling - Business Planning
Finance-Week
2016
youLondon
will (4 days)
Key figures for value-oriented management
have a systematic overview about the
2015
No. 52216 2nd Data
Accomplishment
warehouses2016
/ data marts – the heart of
tools of modern finance management
September
5controlling
– 8, 2016 systems
modern
be able to make key financial decisions
Interpreting and analysing controlling
with peace of mind
London
in English 2017
reports: practical case examples
know which information you should
Planing a start-up: business plans, invest2016
request from Controlling to be on top
of
No. 52117
1st Accomplishment 2017
ment and financial viability calculations
March 13 – 16, 2017
your organizational unit
London,
School of
learn how
to use
your personalized
5. Mergers
& Economics
Acquisitions
March
14 - 17,
2016
balanced
scorecard
to
manage
financial
Assessing
corporate
value, evaluating
London
in English No. 52217 2nd Accomplishment 2017
aspects.
synergies,
September
4 – estimating
7, 2017 the risks
IPO:
how
to
a company on the market
London, School offloat
Economics
Duration: 1 x1.4 Financial
days
Management
Boosting value; De-investment by selling
An executive manager’s financial
adays
company
Duration:
1
x
4
Course Fee: CHF
5900.– responsibility
management
You will examine these topics in the conAppraising
balance sheets and profit/loss
* Detailinformationen
im Sekretariat
text of numerous case studies that both
verlangen ([email protected])
statements; Rapid achievement of Course Fee: CHF 5900.–
summarise the program syllabus and
financial targets
enhance your financial qualities.
15
«Complex business contents professionally and
meaningfully recited. Not theoretical, but applicable knowledge – concentration on the essential:
A program that conveys the essential business
knowledge as quick as possible.»
16
➢ International Junior Management Program
18
➢ Strategic & Marketing Management for Talents
20
➢ Financial Management for Talents
21
➢ Leadership for Talents
22
➢ Business Simulation (Game)
23
17
International
Junior Management
Program
2016
part 3 March 24 – 26, 2017
part 4 July 3 – 5, 2017
Participants
Concept
The “International Junior Management
Program” is designed for younger
managerial staff at middle levels wishing to prepare themselves for a more
challenging management role. They
have already proven their result oriented and successful way in solving problems and as leaders, but have so far
acquired little or no international
management experience.
Younger managerial staff are nowadays in particular demand. One of
their most important tasks lies in their
function as a link between what Top
Management wishes and prescribes,
and which aspects of this are pertinent
to and implemented at the operational
levels. Their role is thus that of a
«transmission belt», which should
generate results from strategies and
projects. The greater the shift, the
speedier strategic changes become
necessary, and, consequently, the more
important this role becomes. The people «at the bottom» have to understand
what those «at the top» have thought
out and decided on. Staff satisfaction,
confidence and the working towards
common goals depend essentially on
how well young managers succeed In
carrying out this role.
2017
part 1 March 24 – 26, 2017
part 3 March 9 – 11, 2018
part 4 July 2 – 4, 2018
Part 1–3: English
Part 4: English or German (depending on your choice)
* add 8 % VAT on the course costs in Switzerland.
18
Daniel Gfeller, lic.rer.pol.
A second important task is that of
conveying ideas, important information about optimisation potentials,
trends and impulses, in concentrated
form, from the «scene of the events» to
those responsible for making decisions.
Good ideas are not only conceived at
the top. Operational activities are often
nearer to the pulse of reality. It is the
collection of such information and the
submission of a proposal for decision
which belongs to an entrepreneurial
attitude and which massively increases
the effectiveness of an organisation.
The third, and by far the largest sphere
of duties is the management of one’s
own work segment or one’s own
department.
Belonging to this are:
– the leading, motivating and directing of
staff and international teams towards
common aims
– training junior staff
– thinking and acting with a view to outcomes
– management of one’s own person: working techniques, project management,
meetings skills
– communicating effectively
– the detection and elimination of inefficiencies in processes and management instruments
– dealing with conflicts and difficult situations
In addition to these “soft factors”, successful managers also need, however, a
comprehensive overview and a wellgrounded knowledge of finance and
accountancy.
The learning in this international
intensive program is based on the subject-related input of outstanding lecturers as well as personal participation
and the working through real-life
cases.
Structure:
The program, (parts 1-3 in English, part 4 in
German or English) consists of 4 parts each
lasting 3 days (generally Friday to Sunday).
Part 1: Strategy, Marketing
Part 2: Leadership, Personal Management
Part 3: Controlling, Financial Management
Part 4: Integrated Implementation:
Management Game
Topics
1. The role of a manager
Embedding into the organisation
potential for influence and shaping
leadership which is result-orientated
despite material constraints – What does
this mean?
Acting as a link between top management
and the operational level
2. Developing strategic concepts
Corporate strategy, visions, guidelines, our
global standing
understanding corporate identity
developing business strategies
internationalisation, growth and profitability strategies
strategies focussed on corporate values
capability-driven strategies, human potential orientated strategies
4. T he path to marketing success thanks
to Marketing
Customer Relationship Management
Rules and Principles of modern Marketing
Self-management
9. Rules within profit management
Efficient working techniques
Interrelationships between turnover, cost
contributions (DB), costs, profit, cash flow
and return
Chairing meetings, steering projects
Recognising personal strengths
Practical examples of and for good
Marketing
Actively steering marketing success.
ustomer satisfaction, customer
5. C
Care, distribution
Only those who recognise the value of customer relationships make the effort not to
lose them or rather to preserve them. Only
those who know what effects customer
satisfaction can actively steer it. Those who
realise that it is generally more profitable
to generate more business with existing
customers rather than – at great cost – to
win over new customers really involve
themselves in exploiting potential to the
full, added value and customer bonding.
7. L eading staff: Motivation as the task
of the manager
It is easy to create frustration amongst
staff, motivating them is more difficult;
making use of the available self-motivation the right way. What is it that great
“motivators” do in order to create a climate of enthusiasm and joy in the collective
achievement of targets? Which staff
management tools are available?
Recognising one’s own management style
Rules for a motivating style of behaviour
towards others – virtual teams
Ways towards social competence
8. Skilful communication
3. From strategy to the corporate result
The influence of financial considerations
on targets and anticipated results
using available freedom of movement in
the optimisation of corporate results
taking different cultures into consideration
increasing profit: How to proceed?
aising efficiency thanks to
6. R
leadership
Badly led teams and staff work inefficiently – though they could - and would generally wish to perform better. Working efficiently and going about things in a resultoriented fashion are things one learns best
“on the job” through the role model behaviour of the boss. Managers must recognise this role model function:
Those who know the rules of communication have an easier job to influence others
and change their behaviour, to bring about
course corrections and improvements, dispel
conflict situations or face up to rather than
shy away from unpleasant issues.
Increasing profits: the levers for this
10. Finance and Accountancy
Interrelationships: The basic rules
Planning, budgeting, calculation, and
market price
Calculation of costs and performance
Calculation of liquidity, profitability,
efficiency
11. Controlling
What information is necessary in order to
be able to steer one’s own sphere of responsibility? How should one read management and controlling reports? How can
one make use of management instruments
such as Balanced Scorecard or Navigators?
12. Contributing to implementation
The dedication of management is decisive
for the success in the implementation of
strategies and concepts which are decided
from above and have to be realised by
those below.
Within the framework of an integrated
case study, you will put what you have
learned into practical use.
19
Concept
for Talents
2016
St. Gallen
2017
March 24 – 26, 2017
St. Gallen
* add 8 % VAT
20
In times of crisis and saturated market an increasing need for new ways
of thinking in strategic and marketing
management has raised. The holistic
St. Gallen approach leads the participants
into new perspectives of analysing their
own role, concepts and implementation
skills and gives an integrated navigation
tool for future tasks.
This intensive seminar allows the participants to develop new methods for
their own business based upon proven
contemporary strategy and marketing
tools in a holistic, integrated context.
Within the seminar a mix of lectures,
group work and discussion offers the
opportunity for all participants to use
the techniques, to discuss and questions
the tools and – after all – to check what
kind of views, questions and instruments will help for own tasks. The professional, practice-orientated lecturers of
St. Gallen Business School not only share
their strategy and marketing know how
but also a lot of examples and practice
cases to outline lessons learned and analogies to learn from other branches.
Sie wählen ein Seminar aus folgenden
Durchführungen**:
September 2 – 4, 2016, St. Gallen
March 24 – 26, 2017, St. Gallen
** Alternativ zum Diplomstudium kann
auch nur das Seminar belegt werden.
Topics
Strategic Analyses
Customer Satisfaction as Main Goal
The St. Gallen Management Approach
as a holistic framework in strategic
management
Service management and customer
satisfaction: How to use relationsship
marketing
Basic Analyses: What questions do we
have to ask?
The customer need as a basis for future
performance
The strategy funnel: How to avoid
paralysis through analysis
Building up unique selling proposition
Todays market positions and their
influence for our own strategy
Determine the right adjusting levers for
company success and sustainability
Developing Successful Strategies
How effective strategies are developed
Thinking in alternatives and scenarios
How to communicate satisfaction
Implementation
Implementation hurdles
Learning from competitors
Using core competencies to add value
Within the framework of an integrated
case study, you will put what you have
learned into practical use.
Good and bad strategies: Learning from
the best
Structure follows strategy
Building an Effective Marketing Mix
From initial idea to cash cow products:
management strategies for product
development
Developing leading brands
Markting to target groups: How to segment markets?
Tools for operating an active product
range
Communication concepts
Pricing and terms management
Participants
This 3-day seminar «Strategic & Marketing
Management for Juniors» is designed for
young professionals, junior managers and
middle management members wishing to
strenghten their ability in strategic decision making and marketing.
Managers with strategic, marketing, distribution, sales and product responsibility,
wishing to critically compare their strategic marketing and product concepts with
the ideas of the program.
Concept
Financial
Management
for Talents
Taking management responsibility
and achieving results demand competence in dealing with essential aspects
of business accounting and financial
management. This is where the course
“Financial Basics” fits in: within intensive 3 days participants learn about
complex financial and accounting issues in a comprehensive and systematic
way.
The course aims to explain and train,
step by step, the financial management
system and its specific impact on various areas of the enterprise. A highly
practical, hands-on approach makes for
an exciting and stimulating learning
experience.
Topics
Financial management
Cost management
Financial parameters and how they
Concept and structure of modern cost
model company results
and performance accounting: cost-
The paradigm of linked sales/volume,
apportioning techniques, cost-accoun-
profit and costs
ting systems, cost categories, cost
Reconciling liquidity, profitability and
risk goals
Balance-sheet, profit/loss statement
Break-even analysis
Capital flow statement, cash flow
centres, cost bearers, the operational
account sheet.
Calculation systems, unit cost
Calculating contribution margins: partial vs. total cost accounting, optimising
the product range, flexible lower price
How to justify an investment proposal
limits, break-even point
Return on capital investment (ROI/ROCE)
Target costing
Make-or-Buy, Insourcing/Outsourcing
Cost planning and tracking
Practical examples and case studies
Practical leadership techniques
Cash management, financial engineering, shareholder value management
2016
September 23 – 25, 2016
Lucerne
2017
September 15 – 17, 2017
Lucerne
* add 8 % VAT
Liquidity management
The right mix of financial instruments,
Durchführungen**:
September 23 – 25, 2016
Lucerne
financing rules
The shareholder value concept
Controlling
Key figures for controlling, key perfor-
September 15 – 17, 2017
Lucerne
mance indicators KPI
system
Efficient and effective controlling systems
Participants
Younger Executives in lower and middle
management positions
Line and staff managers with results,
cost or sales responsibility right now, or
in the imminent future.
Executives scheduled for future positions in general management desiring
to support their next career step with
latest financial knowledge and tools
Structure of an MIS and early-warning
Understanding a controlling report
21
rhof
)
Concept
Leadership for
Talents
2016
Stein am Rhein
Younger executives are typically in
the conflict of being simultaneously
a leader and a subordinate. The course “Leadership for Talents” highlights
methodologies successful managers
utilize and which leadership skills are
required to cope with this conflict.
Overall it ideally prepares you for your
challenges as a manager in general
management functions.
The 3-day seminar “Leadership for
Talents” provides the core concepts
of modern leadership and coaching
approaches. It helps to strengthen selfconfidence in one’s own management
capacity by learning to apply proven
tools and concepts. Finally, the course guides you to focus reflection and
action on topics that really matter for
success.
Topics
Assessing one’s own leadership
performance
zero-sums games, working on conflicts
Prerequisites for successful leadership
Handling “difficult” employees
Analyzing and recognizing modes of
Handling anxieties: insecurity, frustrati-
thought in everyday leadership: one’s
on and lethargy
own role and how it affects subordina-
Overcoming everyday stress
tes, superiors and colleagues
Activating personal potential; further
development of social and leadership
skills
Practical leadership techniques
Greater efficiency and effectiveness by
focusing on things that matter: priority
and decision management
Leading, not doing: how to delegate
2017
Time management: avoiding time traps
with skillful working techniques
)
June 30 – July 2, 2017
Flims
rhof
)
Stein am Rhein
* add 8 % VAT
22
June 10 – 12, 2016
Flims
Stein am Rhein
Strategies for coping with conflicts:
Can leadership be learned?
correctly
Durchführungen**:
Leadership in difficult situations
Leadership, team leadership, coaching
Leadership as the base for peak performance
The boss as coach
Professional teamwork, successful
group management
High work satisfaction with high performance: people empowering, the selfresponsibility principle
Project/line conflicts, struggles over
resources, coping with conflicting goals
Agreeing objectives and handicaps in a
hierarchy manner; performance assessment
The key task of communication: how to
handle encounters concerning delegation, criticism, assessment, recognition
and progress-checks
Participants
“Leadership for Talents” (3-day seminar)
addresses younger executives preparing
themselves for the next higher and top challenge in their career. These participants have
successfully passed already various qualifications in management. The 3-day seminar
is especially designed as a supportive course
for participants not having visited extensive
leadership seminars yet, or as a refresher.
Concept
Business Simulation
(Game)
2016
July 4 – 6, 2016
St. Gallen
St. Gallen
2017
Nr. 57117 1st Accomplishment 2017
July 3 – 5, 2017
St. Gallen
Nr. 57217 2nd Accomplishment 2017
St. Gallen
In the seminar “Business Simulation” you
will, over 3 intensive days, be transported
directly into the position of a management
team which has the job of leading a
middle-sized enterprise. Several management teams are active in the same highly
competitive market – decisions thus have
effects not only on one’s own enterprise
but also influence the actions of the competitors.
As a consequence participants act within a
realistic, dynamic, competitive environment
which forces them to permanently (re)think
their options. So team decisions may
directly lead to the recruitment of new
staff, to the building of new production
plants, to the outsourcing of existing
activities, to the building-up of a brand, or
to a change of the value chain. As a result
market success becomes immediately visible from a financial point of view and enables a deep insight into commercial relationships.
Each team has the goal positioning itself
optimally out of a long-term perspective.
Instead of computers or planning game
software participants themselves work on
“tangible” game boards. As a consequence
they create a traceable visualisation of the
progress of the game.
Each management team is in charge of its
own field of work. This specific field is
made visible by various elements such as
staff dossiers, capacities, service contracts,
order cards, production facilities, stock
levels etc. Therefore the consequences of
delayed effects of decisions become obvious.
At the start of each new round in the
game (business year), there are decisions
concerning finance, personnel, investments, products and markets, to be made.
All of them are having direct effects on
the success of the business. So comparisons between competing companies
(teams) become possible.
Each business year (game round) is closed
with a balance sheet and a profit and loss
statement. Teams have to present their
results. In doing this, significant key figures have to be defined.
During the business year the enterprise
must be sustainably managed. At this
point it becomes obvious how teams
manage implementing their strategy in
terms of a long-term view.
Benefits
Because of intense collaboration during
the seminar, knowledge transfer among
participants is encouraged. Experienced
participants can directly transfer their
knowledge into practice and test different
strategies within changing situations. So it
is possible to gain increased confidence
and competence through the simulation of
tricky scenarios.
It is a common problem to transfer theoretical knowledge into direct actions. The
Business Simulation helps to experience
existing interrelationships – brings theory
to life. As a consequence the gap between
theory and practice is bridged and applicable knowledge arises.
Dealing with specific questions: Managerial staff is frequently faced with decisions
concerning investments, increases in productivity, stocks, process costs, outsourcing and so on. After each round discussions with other participants and experienced trainers help to identify reasons
for success and failures. Additional knowledge inputs empower participants to
improve their performance within the next
round.
Inhouse: company- or branch-specific
The Business Simulation is perfectly suited
for in-company training courses in order
to highlight the holistic cause-and-effect
framework within the own company. The
St. Gallen Business School is experienced in
carrying out Business Simulations within
individual companies or focusing on a particular branches.
* add. 8 % VAT
23
«Extra occupational Master- and CertificatesPrograms within 6-36 months – adjustable to the
individual time budget – an outstanding mix
of seminars, colloquia, distance-learning and
project-thesis.»
24
Overview Certificates & MBA
➢ SGBS International Senior Management
26
➢ International Executive MBA
28
➢ Cracow University – MBA in European
30
25
016
Accreditation
SGBS International
Senior Management-Certificate
St. Gallen®
2016
2017
17
17
017
Today’s managers have to be effective
and motivating leaders who accomplish
excellent results in their particular fields of
responsibility and guide the company’s way
to success.
This demands a broad, comprehensive
management view, plus an international
dimension in the light of increased globalisation.
It also requires deeper understanding of
the interaction between numerous factors:
global strategies, local marketing concepts,
core competence-oriented business processes, culturally differentiated management principles and behaviour, to name
just a few.
The Certificate Program “International
Senior Management Certificate” teaches
precisely this kind of understanding. The
program is designed for managers with a
proven track record who have been selected for a higher general management position with an international perspective.
St. Galler
Business School
SGBS International Senior
Management-Zertifikat St. Gallen®
Zertifikatsprogramm
Course Fee*: Fr. 23 900.–
* add 8 % VAT
Die Zertifikatsprogramme der St. Galler Business School
– Basierend auf dem bewährten St. Galler Management-Konzept
– Praxisnahe Aus- & Weiterbildung mit Upgrade-Möglichkeit
2016-17
Master-Diplome St. Gallen
26
Concept
The international, high-level training “SGBS International Senior
Management Certificate®” is aimed at
specific requirements of Upper- and
Top-Management wishing to optimize
their knowledge especially regarding
an international perspective. In doing
so they set value on a high level of
practical relevance, an intense training
of Leadership-Skills and multicultural
aspects.
During 12-18 exciting months they
train and develop a deeper understanding of the interaction between
numerous factors: global strategies,
local marketing concepts, core competence-oriented business processes,
culturally differentiated management
principles and behaviour, to name just
a few.
Upgrade possibility to the “International
Executive MBA”-Program
Approach
Professional input and teaching discussions led by expert lecturers alternate with
sessions in which participants address real
issues and case studies. Theory and practice complement each other to produce a
convincing whole and deliver a wealth of
stimulating ideas. A mixture of interactive
learning and small study groups provides
constant encouragement to practice both
your leadership and managerial communications skills.
The “SGBS International Senior Management Certificate” is awarded to participants that have accomplished:
4 International Seminars (I)
1-2 Colloquia à 2 days (II)
Distance learning (III)
Project Thesis (IV)
Defence of Project Thesis (V)
Course of events – Overview
Begin of studies
In each case possible at the beginning of a quarter
Distance Learning
4 Distance Learning Modules
Feedback from advisor
Seminars and Colloquia
Participation at
18-19 seminar days, inter alia in
Project Thesis
If possible concrete
company project
Module 1
Module 2
Module 3
Module 4
Boston
Boston
London
Shanghai
case study at
the end of each
module
1-2 Colloquia à
2 days
literature research
Conception
Proposals for solutions
Defence of Project Thesis
As a general rule 12-18 months;
Nonrecurring repeating possibility
verbal
Diploma-Awarding
SGBS International Senior ManagementCertificate St. Gallen
I. International Seminars
The seminars of the course of studies are
conducted in Switzerland, London, Boston
and Shanghai involving local, very experienced lecturers:
Finance-Week London
Asia-Week Shanghai
As an alternative to the Strategy-Week
Boston, it is possible to attend a strategyseminar in Switzerland.
Topics Distance Learning (Selection)
II. Colloquia
You have to visit 1-2 colloquia (in German
language) à 2 days (Friday-Saturday) in
St. Gallen. These colloquia serve as a compact representation and appliance of the
learning matters.
the possibility to forge a big, interdisciplinary network and profit by the experiences
of others.
Strategic management
Rapid achievement of profit targets
Recognising strategic turning points gives
alert managers a head start: new concepts
for the challenges to come
Financial management within the immediate area of responsibility
IV. Project Thesis and Defence
The key to competitive advantage: global
strategies for the new millennium
Your Project-Thesis (40-50 pages) should
prove how you would deal with a specific
challenge of your company (structuring the
problem, applying different tools).
III. Distance Learning Modules
The four distance learning modules
cover the whole “International Senior
Management”-knowledge.
Afterwards Defence of your Thesis in
St. Gallen.
For appropriate participants there is the
possibility to upgrade to an academic
“International Executive MBA”.
Networking
During the Seminars you will get to know
a lot of other participants from different
branches. As a consequence you are having
Appreciating the central strategic „plus“
Managing strategic information: Business
Knowledge Engineering
Business units versus corporate group strategy - ways out of the dilemma
The advanced portfolio approach to identifying core business
Strategic alliances, international collaboration
Program
Education SGBS International Senior Management-Certificate St.Gallen®
Example: Beginn July 4, 2016
Mt 1
July
2016
Mt 2
Aug.
2016
Mt 3
Sept.
2016
Mt 4
Oct.
2016
Mt 5
Nov.
2016
Mt 6
Dec.
2016
Mt 7
Jan.
2017
Mt 8
Feb.
2017
Seminars
Strategy-Week Boston*
Finance-Week London
Asia-Week Shanghai
* or Seminar in Switzerland
Modules Distance Learning
1 Integrated Management
2 Strategic Management
Mt 9
March
2017
Mt 10
April
2017
Mt 11
May
2017
Mt 12
June
2017
Defence Project Thesis August 26, 2017
Certificate Awarding in the course of our Management- & Alumni-Congress in St.Gallen, 22.-23. September 2017
management
Defining one‘s own cost position
Setting up a profit-boosting program
In/outsourcing: when do investments make
business sense - fixed or variable costs?
Marketing Management
IPO: how to float a company on the market (practical example)
Assessing corporate value, evaluating synergies, estimating the risks
Boosting value; selling a company
Discovering needs: identifying future business, products and markets
Leadership
Product life cycle management: creating
an integrated product life cycle concept
High-performance leadership systems - the
key components
Turning product ideas into international
product strategies
Personal attitude and cultural diversity:
using management signals to build a culture
Exploiting market potential: recognising
growth potential
„Mass customisation“
Ingredient branding
The key challenge of e-commerce
4 International Management
Colloquia in St.Gallen
The value of consistent cost management
Mergers & acquisitions
3 Marketing Management
Project Thesis
Cost management
Management by intuition, or sophisticated
controlling instruments?
Building on function and process orientation
Course of events: In each case
possible at the beginning of a quarter
Timely recognition of planning mistakes
Financial management
The art of managing people: coaching,
encouraging, challenging
Communication, negotiating skills: mastering conflicts, difficult meetings, agreeing
goals, critisism
Empowerment: what does it really mean?
An executive manager‘s financial management responsibilities
Personal time management: boosting efficiency and effectiveness through selforganisation
Appraising balance sheets and profit/loss
statements
Work satisfaction and personal motivation:
managing in a climate of uncertainty
27
016
International
Executive MBA
UPGRADES
YOUR
PERSPECTIVE.
2016
2017
17
17
017
Course Fee*: CHF 49 000.–
* add 8 % VAT
28
Concept
Participants – Objective
The post graduate academic program
«International Executive MBA» is offered by the University of Klagenfurt in
cooperation with the Business School
St. Gallen.
The avocational MBA Program “International
Executive MBA”, which is conducted in German
and English language, is aimed at upper and top
management, high-potentials, future leaders
and upper staff employees willing to deepen
their knowledge in fields of a multidisciplinary,
management-orientated business administration
with focus on international management. The
applicants set value on top-management training at the highest level and scientific foundation, based on the combination of approaches of
US-American and Asiatic Schools and Cultures
with the popular St. Gallen management
approach. Major focus will be put on technical
and social skills with maximum of practical
relevance.
This international oriented avocational
program on the job – 120 ECTS-Points,
4 Terms – is specifically designed for
the situation of executives with a graduate degree.
Because of the modular design of the
academic course of studies (the ca. 20
seminars are accomplished 2-3 times a
year) the program can very individually be planned. In accordance with the
direction of studies you can plan the
duration and sequence of topics to a
large extend by yourself.
The academical degree program includes
approximately 20 seminares (each 2-5
days) and 3 colloquiums (3x2 days),
self-study and 4 long distance study
modules (Integrated Management; Strategic Management; Marketing Management; International Management), participation on management congresses; 1
project thesis and 1 master theses with
defensio.
of cross-cultural-management and the
management of diversity
Get to know key success criteria of international «merger and acquisition» activities and master proven instruments of
finance-management and controlling
Expand their professional and methodological as well as their social-communicative
competences
Studying by stages
Interested parties definitely willing to decide
about their participation at the MBA-program
later on, are having the possibility to study by
stages because of the unique upgrade-possibiParticipants want to:
lities of all certificate- and diploma courses of
study of the Business School St. Gallen. So they
come up to challenges of management
within a cross-linked international econo- are having the possibility to complete the «SGBS
International Senior Management Certificate»
my.
in the sense of basic studies. Later on they can
Simulate, train and apply concepts, stratecomplete the MBA-program reaching the degree
gies and operative implementation possibi«International Executive MBA», whereupon 50%
lities in order to establish and ensure marare credited to the total program achievement.
ket positions and profit line items based
on their knowledge of the big picture of
Moreover it is possible to initialize the course of
international business
study by attending single seminars that can be
credited to this MBA-Program as well (extending
Deepen their competences within fields of
to max. 60 ECTS-points, 50% of the total probusiness administration and international
gram achievement).
management and recognize changes in
terms of markets, competition, technologies in order to invent new products,
services and business processes within
international context at an early stage and
consciously make use of change management
Constructively and critically reflect stateof-the-art knowledge and own experiences
Accreditation – Considerations
Temporal Dimensions
Networking
In the course of participating at the seminars you
will get to know a lot of different attendees. As
a consequence you are having the possibility to
build up big, interbranch social networks.
Program structure
The International study trips take place in
Europe (St. Gallen, London, Vienna, Klagenfurt),
USA (Boston) and Asia (Shanghai).
Maximum Quality Standard
Maximized actuality, highest practical relevance
and strong scientific fundaments of the contents
are in foreground of the program. Highest professional and didactical qualities of our speakers
as well as a rigorous selection of our participants
are part of it.
The range of speakers of the Business School
St. Gallen cover in research and training experienced professors, trainer, top-leader out of business, specialized experts in fields of consulting
and successful business men – all of them having
long-lasting practical and training experiences
within international management education and
development.
Didactics
To large extend the contents are conducted in
English via international seminars, trainings,
workshops, distance learning modules, colloquia,
case studies, simulations, moderated round-table
discussions and management panels. Participants
are having written partial examinations as well
as an oral exam by a committee (Defensio).
Moreover they have to hand in a term paper and
a Master Thesis, present and defence it.
Overview
management seminars, seminars abroad
Example: Begin of study October 3, 2016
Precondition: University degree, SGBS Diploma and seminars will be taken in account (up to max. 60 ECTS-points).
Start October 2016
(Example)
Mt 9/10 Mt 11/12
Sept/Oct Nov/Dec
2016
2016
Mt 1/2
Jan/Feb
2017
Mt 3/4
Mt 5/6
Mt 7/8 Mt 9/10 Mt 11/12
Mar/Apr May/June July/Aug Sept/Oct Nov/Dec
2017
2017
2017
2017
2017
Mt 1/2
Jan/Feb
2018
Mt 3/4
Mt 5/6
Mt 7/8
Mar/Apr May/June July/Aug
2018
2018
2018
Seminars
self-study, case studies, management literature
Strategic Management for
Executives (2 parts)
8 days
Strategy-Week Boston *
5 days
Leadership-Week Boston *
5 days
preparations for implementation in the
course of workshops (colloquia)
Finance-Week London *
5 days
Asia-Week Shanghai *
5 days
Finance-Management
4 days
Leadership Maturity (2 parts)
7 days
single and group work
term paper, supervision, master thesis
study trips, excursions
Product- & Projectmgmt. (2 parts) 6 days
Case Study Trip
3 days
Management-Simulation
3 days
Change Management & Organizational Behaviour (2 Teile)
8 days
Modules Distance Learning*
1 Integrated Management
Accreditation
Precondition for accreditation are
(1) Degree of an university or an university of
applied sciences and
(2) Work experiences for more than 10 years
and actual managerial responsibility within
an upper management position and
(3) Proof of sound knowledge of the English
language.
2 Strategic Management
3 Marketing Management
4 International Management
Additional Modules
as alternative to seminars
Modul 5 – 10
Modules Strategy/Marketing/
Controlling
Colloquia, in each case Fr. / Sa.
3x2 days
Project Thesis
Management Congresses
Master Thesis
Feedback – intermediate examination
19. August 2017
Defence 18. August 2018
Diploma Ceremony Sept. 21, 2018
* inter alia in the course of studies «SGBS International Senior Management Certificate».
After the application an interview in order to
detect your professional, experiential and personal qualifications and aims takes place. In the
next step the study commission decide on your
accreditation. The completion of the mentioned
entry requirements, already completed seminars
or degrees of the Business School St. Gallen don’t
imply the right to be enrolled for the MBAprogram.
Study starts are possible at the beginning of each
quarter of the year.
Example: Diploma Ceremony September 21, 2018
Consideration
Master support
Already attended courses and study programs of the Business School St. Gallen
(Certificate-programs, Diploma-programs,
seminars) will be taken in account for this
MBA program (up to 50% of the required
total program achievement).
Throughout the whole education you are supported and supervised by a personal tutor.
Academic Degree
Graduates of the MBA-Program will be
awarded the academic title «Master of
Business Administration (International
Executive)»/«MBA (International Executive)»
of the University of Klagenfurt.
29
Concept
Cracow University –
MBA in European
Cooperation between Business School
St. Gallen and Cracow School of Business at Cracow University of Economics
2016
94116
October 3, 2016
Cracow / St. Gallen
in English
October 2, 2017
Cracow / St. Gallen
in English
2017
94117
Fee: € 20 000.–*
* Scholarships for Polish students possible.
30
Requirements which arise in front
of modern managers are higher and
higher. They have to be effective, but
this effectiveness is measured both by
financial results and intangible assets.
It is essential to build a good reputation
and perception of the company among
the clients (goodwill), too. Additionally,
Cracow
managers are required to have the ability to conduct a team and motivate their
employees to achieve the best results.
We need to remember that all these
activities are increased by rising competition, globalization and internalization
of markets. Only the managers who can
use the integrated approach to management, including international aspects,
will be able to manage their companies
successfully.
European Multicultural Integrated
Management Program, International
MBA is a specific managerial program
designed for managers who are working
in international environment. The studies’ program, elaborated according to
the latest standards, allows to know the
ideas of global management, investment
and finance, controlling, change management, leadership and directing of
multicultural team, functioning of global
organizations. Additionally, the participants of this program have the opportunity to take part in managerial games
and projects organized by the Cracow
School of Business at Cracow University
of Economics and SGBS e.g. „International MBA Congress”, simulation
and decision game Tees-6, „Strategy
Week Boston” or „Leadership Boston”.
This is a great opportunity to compare
the achieved knowledge and gain new
experiences.
Studies’ program and duration
International MBA studies are composed of four terms. During these terms
there are classes divided into thematic
blocks. Additionally the fourth semester is dedicated to the preparation of
the thesis as well as strategic business
game.
All thematic blocks are realized in
English. The thesis is also prepared in
English.
The program consists of thematic
modules including e.g.: integrated
management systems, sales management, strategic management, project
management, controlling, leadership,
implementing change, financial
management and multicultural human
resources management.
Modules of European Multicultural
Integrated Management Program
I Term: 128 teaching hours + 270 project hours
Sales Management
Organizational Structures
Process Management
Financial Management
Project Management
Business English
Study Trip Poland
II Term: 111 teaching hours + 202 project hours
Controlling
Leadership
Economics
Business English
Electives*: International Corporate Finance
Study Trip Switzerland
III Term: 94 teaching hours + 235 project hours
Self Management
Multicultural Human Resources Management
Implemeting Change
Strategic Management
Research Frameworks
Business English
IV Term: 90 teaching hours + 270 project hours
Business Game
International Marketing
Electives*: Managerial Accounting
Electives*: Strategic Price Management
Business English
Project Tuition
Total: 423 teaching hours + 977 project hours
= 1400 hours
Prof. CUE dr hab. inż
Andrzej Chochół
Rector of Cracow
University of Economics
Prof. CUE dr hab.
Kazimierz Zieliński
Dean
Prof. dr hab. dr h.c.
Janusz Teczke
Head of International
Management Department
Dr Piotr Buła
Director of Cracow
School of Business CUE
Study Trip Switzerland
Study Trip 2010
Study Trip 2008
Study Trip 2012
SGBS INTERNATIONAL MASTER OF BUSINESS ADMINSTRATION
2 016-17
St. Galler
Business School
St. Galler
Business School
St. Galler
Business School
European Multicultural Integrated
Management Program
St. Galler
Business School
Next Accomplishments:
October 2015
October 2016
Study‐Trip Switzerland European Multicultural Integrated
Management Program
October 2017
Study-Trip Switzerland
International Master of Business Administration Program of
St. Galler Business School and Cracow University of Economics
European
European Multicultural Integrated Management Program
European Mul5cultural Integrated Management Program Interna5onal Master of Business Administra5on ‐ MBA in Integrated Management Master of Business Administra5on in Integrated Management International Master of Business Administration
-
International Master of Business Administration
MBA in Integrated Management
Master of Business Administration in Integrated Management
Multicultural Integrated
Program
– higher practical further education in Integrated Management
Management
– based on the established St. Galler Management Concept
– academic supervision by
Prof. (emer.) Dr. Dres. h.c. Knut Bleicher
European M ulticultural Integrated
M anagement Program
S tudy-Trip S witzerland
International Master of Business Administration
June 13 – 16, 2010
Study‐Trip Switzerland June 03 – 06, 2012
International Master of B usiness Administration
Master Diplome St. Gallen
June 26 – 29, 2008
S tudy-Trip S witzerland
June 7 – 10, 2009
SGBS
MBA-Programmes
28 .– 30 . Juni 2007
June 5 – 8, 2011
Study Trip 2007
St. Galler Business School • Rosenbergstrasse 36 • CH-9000 St. Gallen
Tel. 0041 (0)71 225 40 80 • Fax 0041 (0)71 225 40 89
Study Trip 2009
Study Trip 2011
Study Trip 2014
St. Galler
St. Galler
Business School
May 31, 2016 / Tuesday
May 29, 2016 / Sunday
20:00
Individual arrival at the hotel Montana (near
Zürich Main Station):
08:00
Walk to Credit Suisse AG,
08:30
Credit Suisse AG
•  Welcome by Dr. René Buholzer, Head Public
Policy & Sustainability Affairs
•  Input “Public Policy – Challenges of a Swiss
Bank with global operations“
11:00
Transfer to St. Gallen by bus
Hotel Montana
Konradstrasse 39
8005 Zürich
May 30, 2016 / Monday
07:45
Meeting point Hotel Montana
Transfer by train to Papyrus Schweiz AG,
12:30
Lunch at University of St. Gallen
13:30
University of St. Gallen, Library Building, Room
09-012
•  Dr. Joerg Hofstetter, Expert in Logistics,
University of St. Gallen, Institute of International
Logistics LOG-HSG Input “The management of
Global Supply Chains”
Silostrasse 8, 5606 Dintikon
Study-‐Trip Switzerland Study‐Trip Switzerland European Mul5cultural Integrated Management Program Interna5onal Master of Business Administra5on ‐ MBA in Integrated Management Master of Business Administra5on in Integrated Management European Mul5cultural Integrated Management Program Interna5onal Master of Business Administra5on -‐ MBA in Integrated Management Master of Business Administra5on in Integrated Management Study‐Trip Switzerland June 09 – 12, 2013
Study Trip 2013
Study-‐Trip Switzerland 2015 European Mul9cultural Integrated Management Program Interna9onal Master of Business Administra9on -‐ Study-‐Trip Switzerland MBA in Integrated Management June 15 – 18, 2Master 014
of Business Administra9on in Integrated Management Study-‐Trip Switzerland May 31 – June 3, 2015
Study-TripSwitzerland
2016
10thEdi)on
EuropeanMul)culturalIntegrated
ManagementProgram
-
MBAinIntegratedManagement
09:00
Papyrus Schweiz AG
•  Welcome by Peter Meier, CEO
•  Papyrus Schweiz AG – a success story in
the service industry
12:30
Lunch at Papyrus Schweiz AG
13:30
Future challenges of Papyrus Schweiz AG
and possible successful strategies to deal with
them (case study)
•  Analysis of future challenges
•  Ways and approaches dealing with those
challenges
15:00
16:00
Tour on the University of St. Gallen campus
15:30
University of St. Gallen, Library Building, Room
09-012
•  Patrick Minder, Chief Sales & Consulting Officer,
JLS DIGITAL AG, Input “Digital Business
Transformation & Digital Customer Experience”
17:30
Transfer by bus to Schwander AG,
18:30
Selection Schwander AG
•  Insights into the Swiss Wine Business
•  Apéro riche
20:30
Transfer to Zürich by bus
Transfer by train to Chronometry Beyer,
Traditional Swiss Cheese Fondue Dinner
Restaurant Swiss Alpe Chuchi, Walliser Keller
Zähringerstrasse 21
8001 Zürich
Burggraben 24, 9000 St. Gallen
June 1, 2016 / Wednesday
07:45
19:30
Study-TripSwitzerland
May29–June1,2016
15:00
Bahnhofstrasse 31, 8001 Zürich
Chronometry Beyer – Patek Philippe
•  Input “Swiss Watch Industry: The Sales
Perspectives”
•  Watch Museum
•  Apéro at Chronometry Beyer
St. Peterstrasse 19, 8001 Zürich
(Meeting point hotel Montana)
Check-out Hotel Montana (Meeting Point)
08:15
Transfer by train to Baxter Healthcare SA,
09:00
Baxter Healthcare SA
•  Welcome by Dr. Bernhard Kaumanns, Medical
Director EMEA, GMA HP
•  Company Overview
•  Case Study, Future Challenges
Thurgauerstrasse 130, 8152 Glattpark (Opfikon)
12:30
Lunch at restaurant Graf Z
13:30
Transfer by train to Zürich Main Station
End of Study-Trip
Study Trip 2015
31
«Very well structured contents, professionally and
meaningfully recited – adopted to the own company: finally a seminar that conveys a maximum of
knowledge within a minimum on time, strengthens
our capacity of teamwork and ends with a concrete
master plan.»
32
Inhouse & Consulting
➢ Inhouse Programs
34
➢ Management Consulting St. Gallen
35
33
Inhouse Programs
Our standard
In-house qualifications as well as development programs that sustainably
empower enterprises and employees
generally consist of a lot of measures
that are incorporated into an integrated
management-development-concept.
Such a concept equally takes strategies,
gowned cultures and existing structu“Bit by bit it is possible to witness
positively changing attitudes
of our managers concerning the
operative business.”
Dr. Herbert Schlotter,
Director HRM
Wüstenrot & Württembergische AG, Stuttgart
res into consideration. It defines which
answer to your challenges and support
leadership qualitities are needed at
a positive, continuous development of
which time, which place and deals with
the business venture.
the organizational circumstances that
We are committed to maxima in quality
help realizing the power of the human
and customer advantage. Each situatiresources. As a consequence sustainable
on and challenge
management quality
is seen out of an
“Since many years SGBS has
and management
integrated and
emerged as a leading provider of
competence arise.
holistic perspeccompany internal seminars for
managers in English language..”
Together we check
tive. That’s why
how to reach fixed
causes and conaims and desired
texts are always
Stefanie Sieg,
Manager Corporate
advantages the best
taken into consiHuman Resources
way and propose a
deration regardless
development conof the size of the
cept that fits. Together we define single,
project or the company we are dedicasuitable steps to work out a sustainable
ted to. Our knowledge and the findings
“The training provides a wide
base, increases the secureness in
dealing with economic questions
and can be deepened if required.”.
Dr. Matthias L. Wolfgruber
Chairman of the board
Altana Chemie
of our research activities in fields of
management sciences are permanently
taken into consideration.
Doing so, we are able to trigger sustainable and perceptual changes and
improvements that lead organizations
to success.
Inhouse Concepts:
Internal accomplishment of «open» seminars:
Customized in-house seminars
The selected, open seminar will be conducted
exclusively for managers out of your company. In
doing so specific challenges of your company and
dealing with them will be in focus next to general examples supposed to transfer knowledge.
The conceptual design of these kind of in-house
seminars can be done quite quickly. All open
seminars of the Business School St. Gallen are
likely to be conducted as in-house events.
The content of these seminars are specially
designed for the needs and targets of your company. This requires an intense preparation- and
conception-phase. Duties and responsibilities
of participants are taken into consideration and
single seminar-days for which reason the seminar is more likely to be considered as a workshop generating concrete and realizable results.
Contents of different seminars at intercompany
level can be combined target-oriented and adjusted to the specific needs of your company.
“The participants were very
satisfied – in other words –
excited. Especially one training
was overwhelming and we
based a success-story on it.”
Andrea Fichtelmann,
Field Readiness
Manager BMO, Microsoft
Deutschland GmbH
34
Coaching
We coach and counsel individuals or groups in
the course of our trainings in order to optimize
their individual leadership-performance. Shared
rules and basic conditions are fixed during the
training.
Combination of seminars at intercompany level
and in-house
In the course of long-term concept it is possible
to combine open seminars with customized, inhouse parts. The advantages of such a design
is the combination of interbranch exchange of
knowledge (within the open seminars) as well
as the development of team-spirit and internal
exhange.
Accomplishment – Languages
The trainings can be conducted in in-house
training centres, specific seminar hotels or
well-known seminar centres of the Business
School St. Gallen. At participant’s option the
whole organisation of the seminar (announcement, hotel reservation, post-processing)
can be handled by the administration of the
Business School St. Gallen. The seminars can
be conducted in German, English, French or
Spanish.
Basic or complex training
Desing-Options for in-house trainings reach from
elementary inputs dealing with specific topics
to, complex and long term training courses. As a
consequence it is possible to develop an optimal,
individual further training that meets the needs
of today’s managers.
Contact
For requests please contact our director of
the Inhouse-Seminars, Mr. Christian Muntwiler, lic. oec. HSG at all times.
Email: [email protected]
Phone: 0041 (0)71 225 40 80
Fax: 0041 (0)71 225 40 89
Our Understanding of Consulting
Management
Consulting
St. Gallen
––
The Integrated
Consulting
Approach St. Gallen
Successful consulting is characterized
by the perception of an integrated,
holistic perspective. Standard solutions, short-term pseudo-optimizations, quick shots and the proposal of
management-trend measures are not
part of such a perspective. Based on
the proven, and well-known St. Gallen
Management Approach – the “Concept
of Integrated Management” – developed by our former scientific director,
Prof. (emer.) Dr. Dres. h.c. Knut Bleicher
– our Senior Consultants focus on your
challenges – in order to support your
company accomplishing the desired
success.
Depending on the situation of our clients, our senior consultants may take
charge as methodology supplier moderating a specific process. On the other
hand, they may take the role of a
coach basing substantial recommendations on their knowledge, the role of a
critic questioning obtained solutions or
they may be a trainer educating executives in the rules of entrepreneurial
success, and empower them to cater
implementation. More frequently, our
clients request one of our senior consultants to become a full-time interim
manager on their behalf.
INITIIERUNG
NE
R
feld
Integrierter
Unter
nehmensentwicklungsprozess
Um
The Business School St. Gallen has
Based on this framework we have
long lasting expertise and experiences
established a reputation as realizationin training and consulting of a holisdriven consultants. Success in impletic and integrated approach. In doing
mentation is our driving force and our
so consultants of the Business School
benchmark. Co-creating action alterSt. Gallen are having a big and valunatives based on a holistic approach,
able network in order to give an allcascading them to concrete and realisembracing answer to the challenges of
tic measures and actively accompanyyour company. As a consequence very
ing the implementation processes are
often questions arise that go beyond
in the focusSt.Galler
of each
consulting project.
financial ratios and deal with effective
Unternehmensentwicklungs-Prozess
challenges of the company, as for example:
EIG
Normativ
Strategisch
Verhalten
Ausgangslage
Operativ
Normative Ebene
Sprun
t?
g in di
as nich
Untern e Zukunft • Was wollen wir sein – w ion
is
ehmensp
hilosophie • Missionen • V
Synthese
OPTIONEN
Rosenbergstrasse 36
CH-9000 St. Gallen
Phone
Fax
E-Mail
Internet
0041 (0)71 225 40 80
0041 (0)71 225 40 89
[email protected]
www.sgbs.ch
Programme
Strukturen
TRANSITION
UMSETZUNG
Analyse
Problemlösung
Finanzen
Markt
HRM
WS-Kette
Produkt
Strategische Ebene
Umsetzun
g nach Innen & Aussen
Prozesse
OPTIMIERUNG
Finanzen
Produkt
PERFORMANCE
AUfträge
Markt
Leistung
Operative Ebene
Optimierung
• Performance
Ergebnisse
HRM
Unternehmensentwicklung als Erfolgspotenzial
SOLL
KONFIGURATION
Struktur
Stabilisierung der Annahmen über unser Unternehmen und unser Geschäft
IST
KONFIGURATION
Aktivitäten
How can visions be
beneficial? Why organizations do not implement them due to a lack
of coordination of success factors and market
positions? Why should
markets be developed
when finally, financial
resources are missing
or entrepreneurial risks
reign? What is the use
of implementing a system of objectives and
qualifications when
over-complexity and
difficult structures block
St.Galler Integrationspyramide
sichtbare
Ergebnisse
&
L
KO EIS
SE N
OP TU
ES TIO
ER NG
OZ OSI
R
AT & AUFTRÄGE P SP
IO
DI
N
P
VE RO
RH BL
AL EM
TE N
UN
TE
R
KU NE
LT HM
UR EN
S
OPERATIV
PROGRAMME
STRATEGISCH
-
UNTERNEHMENSPOLITIK
&
ON TI NT
SA E
NI EM ME
A
G AG TE
OR AN YS
M S
SEN
M G
EH SUN
N
R S
TE RFA
UN VE
NORMATIV
UNTERNEHMENSENTWICKLUNGSPFAD
© Dr. C. Abegglen
any self-initiative from the beginning? Equals the customer of today the
customer of tomorrow? Can we reach
our prospective aims with the current processes? How can we empower
employees in order to increase their
performance? How to build up resources that capacitate for future innovations?
Holistic and integrated consulting
means dealing with relevant questions
and selecting information. Only this
way it is possible to implement integral solutions in daily business and for
example to build up a concrete, rentable market position, that guarantees a
sustainable corporate development.
The Consultants and Lecturers of the
Business School St. Gallen will be
pleased to answer any questions you
may have and to generate possible
solutions for your company that convince you and your staffs and that we
implement together with you.
© Dr. C. Abegglen
35
Registration, Administration, Enrollment
Office
Rosenbergstrasse 36
CH-9000 St. Gallen
Phone: 0041-(0)71 225 40 80
0041-(0)71 225 40 89
Fax:
Internet:www.sgbs.ch
E-Mail:[email protected]
Announcement, Confirmation, Hotel
Please complete and return the attached
registration form by e-mail, fax or post.
All announcements are accurately checked,
in order to set up interesting groups.
After checking the announcement you will
get a written registration confirmation
and the bill for the course fee as well as
detailed information to the hotel and arrival. In case of an overbooked course we
will contact you immediately. Hotel reservations are directly carried out by the participants. You benefit from a very reasonable seminar flat rate. Carefully selected
4- and 5-star hotels favour a stress-free
learning atmosphere.
Please note that partial participation in a
course is only possible after consulting the
study direction.
Course Fee, Hotel costs, Topics
The course fee (plus 8% VAT) includes tuition and all course material. Hotel charges
as for example accommodation, breakfast,
subsistence of the hotel or conference
center are not included. These charges are
billed by the Hotel directly to the participants. Of course it is possible not to spend
the night at the seminar hotel. In that case
you pay the daily delegate rate directly to
the hotel as well. The daily delegate rate
of the conference centers in London, Boston and Shanghai is billed directly by the
St. Galler Business School and forwarded to
the conference center.
The course fee is charged after the
registration and has to be transferred by
6 weeks before the seminar starts.
Please note that missed lectures due to
tardiness or absence are not refunded
and cannot be made up later. It may be
necessary to apply minor changes to the
program in order to guarantee a successful
course.
Certificate
Due to the participation of the seminar you
will get a seminar certificate.
Information to the Seminar Hotels
More information regarding our seminar
hotels you can find directly on the internet
(www.sgbs.ch).
Change of Booking, Postponement
If attendance at a seminar has, for compelling reasons, to be postponed, an administration fee of CHF 300.- will be charged.
A re-scheduling is possible only up to 6
weeks before the start of the seminar, and
only once. Seminars and parts of seminars
not attended are forfeited. In the case
of booking changes later than 6 weeks
before the start of a seminar, following
re-scheduling fees will be billed: up until 4
weeks prior to the start of the course, 20%
of the course fee; up until 2 weeks prior to
the start of the course, 40% of the course
fee; up until 1 week prior to the start of
the course, 80% of the course fee. In case
of a later re-scheduling the entire seminar
fee is forfeited. Alternatively, a booking
for a substitute participant can be made
up until 4 working days before the start
of the seminar. For booking a substitute
participant, an administration fee of CHF
300.– will be charged.
If a participant is obliged for compelling
reasons to change a booking for an individual seminar part so as to attend this in
another session, then a change in booking
fee of CHF 300.- will be charged. The participant should be aware, that in this case
program adaptations or alterations may
occur. Please therefore contact us 10 days
before the start of the seminar in order to
talk the seminar program over for preventing program overlaps.
Cancellation / Withdrawal
The cancellation of an enrolment (a complete withdrawal) is possible up until 3
months before the start of a seminar without charge. In the case of a cancellation
(complete withdrawal) up until 8 weeks
before the start of the seminar, 20% of the
course fee will be charged, in the case of
a cancellation (complete withdrawal) up
until 6 weeks before the start of the seminar, 40% of the course fee will be charged.
After this time, the entire course fee is to
be paid as a forfeit, unless provision has
been made via re-booking for a substitute
participant.
The booking of a replacement participant
or deputisation is to be made at the latest
4 working days before the start of the
seminar. In the case of booking a replacement participant, an administration fee of
CHF 300.- falls due. In principle, seminars
may, due to force majeure or because of
an insufficient number of participants, be
cancelled by the organiser at short notice, however only up until 3 weeks before
the seminar start, without being liable for
compensation for any resulting consequences.
Insurance, Liability, Price Changes
We recommend that you take out cancellation insurance policy covering cancellation due to illness and other occurrences.
Likewise, it is the client’s own personal
responsibility to insure against or cover all
possible damages or losses which might
either directly or indirectly arise from the
attendance at a seminar. No matter whether it is due to accident, illness, personal
liability, theft, cancellation of the seminar
by the organiser, or from damage resulting
from the use of the imparted Management
knowledge on the part of any participant
or the company appointed to us. Any liability on our part is expressly precluded.
All matters are subject to Swiss law, the
place of jurisdiction is St. Gallen. By the
publication of new prospectus / brochures,
all previous details pertaining to contents,
speakers and prices cease to be valid.
Volume May 2016
Business type, number of employees
Seminar-Number, Seminar-Date
Telephone
First Name, Family Name
Fax
Company
e-mail
Adress
Job title
Mail or Fax to:
Country, ZIP-Code, City
Date
Rosenbergstrasse 36
CH-9000 St. Gallen
Date of Birth
Signature
Phone
Fax
Internet
e-mail
Seminar-Name
Telephone
Fax
Company
e-mail
Adress
Job title
Date
Date of Birth
Signature
Seminar-Name
Telephone
Fax
Company
e-mail
Adress
Job title
Date
Date of Birth
Signature
Enrollment Form
Enrollment
Seminar-Name
We are pleased because of your enrollment.
St. Galler
Business School
International
Management
Education
05/16
Enrollment
2016 –2017
Enrollment
0041-(0)71 225 40 80
0041-(0)71 225 40 89
www.sgbs.ch
[email protected]
05/16
Senior Programs
37
Junior Programs
05/16
Milestones in the
Development of an
Rosenbergstrasse 36
CH-9000 St. Gallen
Knut Bleicher
Corporate Dynamics
Knut Bleicher
Human Resources Management
6
Swiridoff
Volume 5:
Corporate Dynamics
(2016)
Human Resources
Management (2013)
Knut Bleicher
Managementsysteme
Knut Bleicher
4
Wissenschaft
Volume 3:
Normative und Strategic
Management (2009)
Swiridoff
ISBN 3- 934350- 89- 5
9 783934 350892 >
Knut Bleicher
Management im Wandel
1
Wissenschaft
Meilensteine
Integriertes
Management
Wissenschaft
Wissenschaft
2
Herausgegeben
von Christian
Abegglen
Herausgegeben
von Christian
Abegglen
1
Knut Bleicher
Swiridoff
ISBN 3- 934350- 89- 5
Swiridoff
9 783934 350892 >
Volume 2:
Swiridoff – SGBBT
Bleicher
2
Wissenschaft
si esenimMeilensteine
nonsenim aliquatueder
dio od
modolor
Entwicklung
eines Integrierten Managements
Meilensteine
Integriertes
Management
Swiridoff
Rosenbergstrasse 36
CH-9000 St. Gallen
Managementsystems (2011)
St. Galler
Books &
Tools& Tools
St. Business
Galler Business
Books
Swiridoff
Volume 4:
3
Swiridoff
Swiridoff
Volume 6:
Rosenbergstrasse 36
CH-9000 St. Gallen
5
Swiridoff
Volume 1:
Management in Transition
Structures and Cultures of
Organisations in Transition (2008) (2005)
Internet: www.sgbs.ch
Rosenbergstrasse 36
CH-9000 St. Gallen
Phone
Fax
e-mail
Internet
www.sgbs.ch
0041(0)71 225 40 80
0041(0)71 225 40 89
[email protected]
www.sgbs.ch/international
2016 –2017
Rosenbergstrasse 36
CH-9000 St. Gallen
Telefon
Telefax
E-Mail
Internet
0041 (0)71 225 40 80
0041 (0)71 225 40 89
[email protected]
www.sgbs.ch
International
Management
Education
Senior Programs
Junior Programs

SGBS International Management Education 2016-2017

Transcription

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