SGBS Management Seminars in English 2018 by St. Galler Business School

BOSTON CRACOW FRANKFURT LONDON HAMBURG KÖLN LUZERN MÜNCHEN SHANGHAI ZÜRICH ST. GALLEN • International Senior Management Programme • Strategy Week Boston • Leadership Week Boston • Finance Week London

St. Gallen

INTERNATIONAL

Business School

Seminare Private Coaching Workshops Seminars in English

2018 • Asia Week • International Junior Management Program • Leadership for Talents • Financial Management for Talents • Strategic & Marketing for Talents

sgbs.ch/english

Seminars in English 2018-19

Business School St.â&#x20AC;&#x2030;Gallen Rosenbergstrasse 36 CH-9000 St.â&#x20AC;&#x2030;Gallen Phone 0041(0)71 225 40 80 Fax 0041(0)71 225 40 89 e-mail seminare@sgbs.ch Internet www.sgbs.ch/international

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Contents Seminars in English 2018-19

Editorial 4 About St. Gallen Business School 5 Overview International Seminars in English 2018 & 2019 6

International Senior Programs International Senior Management Program Strategy-Week Boston Leadership-Week Boston Finance-Week London Asia-Week: Doing Business in Asia

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

Administration and Registration

Enrollment Form

International Junior Programs International Junior Management Program 18 Strategic & Marketing Management for Talents 20 Financial Management for Talents 21 Leadership for Talents 22 Business Simulation 23

www.sgbs.ch

Editorial Business School St. Gallen Der ganzheitliche Ansatz des St. Galler Management-Konzepts hat das Denken und Handeln unzähliger Manager nachhaltig beeinflusst. In diesem Standardwerk der Management-Lehre von Knut Bleicher finden Führungskräfte den Gestaltungsrahmen für die Zukunftssicherung ihrer Unternehmung. Das Buch transformiert komplexes Wissen in hohen Lesernutzen. Diese von Christian Abegglen komplett überarbeitete Auflage führt den Leser zusätzlich mit dem neuen St. Galler Wissensnavigator beim Nachschlagen, Querlesen und Umsetzen von der Theorie hin zur Praxis der integrierten Unternehmungsentwicklung.

Knut Bleicher mit Christian Abegglen

DAS KONZEPT INTEGRIERTES MANAGEMENT

Christian Abegglen Dr. oec. HSG Chairman of the Board St. Galler Business School

Meilensteine der Entwicklung eines Integrierten Managements Herausgegeben von Christian Abegglen St. Galler Business Books & Tools

Knut Bleicher Human Resources Management Meilensteine der Entwicklung eines Integrierten Managements Herausgegeben von Christian Abegglen St. Galler Business Books & Tools

Knut Bleicher Human Resources Management Published by Christian Abegglen

W i s s e n s ch a f t

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Knut Bleicher Human Resources Management Published by Christian Abegglen Knut Bleicher Managementsysteme

Meilensteine der Entwicklung eines Integrierten Managements Herausgegeben von Christian Abegglen St. Galler Business Books & Tools

Wissenschaft

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Knut Bleicher Managementsystems Published by Christian Abegglen

Knut Bleicher Normatives und Strategisches Management Meilensteine der Entwicklung eines Integrierten Managements Herausgegeben von Christian Abegglen St. Galler Business Books & Tools

W i s s e n s ch a f t

Herausgegeben von Christian Abegglen St. Galler Business Books & Tools

Knut Bleicher Strukturen und Kulturen Meilensteine der Entwicklung eines Integrierten Managements Herausgegeben von Christian Abegglen St. Galler Business Books & Tools

Wissenschaft

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.

Swiridoff

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 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 evrcidunt 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

Herausgegeben von Christian Abegglen

Wissenschaft

ISBN 3- 934350- 89- 5

9 783934 350892 >

Knut Bleicher Management im Wandel Meilensteine der Entwicklung eines Integrierten Managements Herausgegeben von Christian Abegglen St. Galler Business Books & Tools

Swiridoff

Meilensteine Integriertes Management

Wissenschaft

Strukturen & Kulturen

Faculty

Bleicher

Knut Bleicher Normative und Strategic Management Published by Christian Abegglen

Meilensteine der Entwicklung eines Integrierten Managements

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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

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W i s s e n s ch a f t

Swiridoff

The St. Gallen Concept by Professor Bleicher has been recently published in the 9th edition (2017) 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.

Dr. Christian Abegglen President of the Board

Knut Bleicher Corporate Dynamics

Bleicher, Abegglen

DAS KONZEPT INTEGRIERTES MANAGEMENT

M A

E G N A M

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.

St. Galler Business Books & Tools

2017

“The Concept of Integrated Management” (Campus, 9th edition)

Bleicher Management im Wandel

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 (9th Edition 2017).

tion 9th Edi

9., aktualisierte und erweiterte Auflage des Standardwerks

Meilensteine der Entwicklung eines Integrierten Managements

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.

ISBN 978-3-593-50599-2

St. Galler ManagementKonzept

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.

»Integriertes Management – ein griffiges Konzept, das alltagstaugliche und praxisorientierte Denkanstöße liefert, wie Visionen und Strategien erfolgreich umgesetzt werden können.« Bettina Würth, Vorsitzende des Beirats der Würth-Gruppe

Wissenschaft

Meilensteine Integriertes Management

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.

»Ein Management-Leitfaden der besonderen Art – praxistaugliche Modelle werden prägnant aufgezeigt. Eine wichtige Lektüre und ein Nachschlagewerk für Theorie und Praxis gleichermaßen.« Dr. Manfred Wittenstein, Aufsichtsratvorsitzender der WITTENSTEIN SE

Visionen – Missionen – Programme

ISBN 3- 934350- 89- 5

9 783934 350892 >

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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”. Today, this St. Gallen Management-Concept is standard within modern management training and development. € 64,00 [ D ]

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.

»Eine der grundlegenden Schriften der modernen Management-Lehre. Ein zeitloser Ratgeber für die Praxis und Grundlage zur Entwicklung unternehmensindividueller und dauerhafter Strategien.« Dr. U. M. Schneider, CEO, Nestlé S.A.

»Der Orientierungsrahmen für ganzheitliches Management! Ein langlebiger, großartiger Wurf!« Prof. Dr. Dr. h.c. mult. Peter Horváth, Universität Stuttgart

Jetzt mit St. Galler Startpaket! Mit Zusatzmaterialien zum Download: Exklusiv für Leser dieses Buches stehen Arbeitspapiere, Schautafeln, Roadmaps und Anleitungen digital bereit.

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Knut Bleicher Management in Transition Published by Christian Abegglen

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Knut Bleicher Structures & Cultures of Organizations in Transition Published by Christian Abegglen

About St. Gallen Business School

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Die Diplomlehrgänge der St. Galler Business School

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– Basierend auf dem bewährten St.Galler Management-Konzept – Unter wissenschaftlicher Leitung

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Wissenschaftliche Gesamtleitung Wissenschaftliche Gesamtleitung

Präsident des Verwaltungsrates Präsident des Verwaltungsrates

Christian Abegglen Christian Abegglen Dr. oec. HSG Dr. oec. HSG christian.abegglen@sgbs.com christian.abegglen@sgbs.com

far beyond daily business.

Robert Neumann Robert Prof. Dr.Neumann Prof. Dr. .neumann@sgbs.com robert robert.neumann@sgbs.com

Management-Kongresse der SGBS

Christian Abegglen Christian Abegglen Dr. oec. HSG Dr. oec. HSG christian.abegglen@sgbs.com christian.abegglen@sgbs.com

Peter Zehnder Peter lic. rer.Zehnder pol. lic. rer. pol. peter.zehnder@sgbs.com peter.zehnder@sgbs.com

Die Seminare & Lehrgänge stehen Die Seminare & Lehrgänge stehen unter der wissenschaftlichen unter dervon wissenschaftlichen Leitung Prof. Dr. Robert Leitung von . Prof. Dr. Robert Neumann . Neumann Der Dozentenstab vereinigt Der Dozentenstabaus vereinigt Persönlichkeiten WissenPersönlichkeiten aus Wissenschaft, Managementberatung schaft, Managementberatung und Praxis. und Praxis. St. Galler Business School St. Galler Business School St. Galler Business School St. Galler Business School

Swiridoff

1 Swiridoff – SGBBT

Meilensteine Integriertes Management

Wissenschaft

ISBN 3- 934350- 89- 5

Herausgegeben von Christian Abegglen St. Galler Business Books & Tools

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

Meilensteine der Entwicklung eines Integrierten Managements

9 783934 350892 >

Swiridoff

ISBN 3- 934350- 89- 5

9 783934 350892 >

Knut Bleicher

Meilensteine der Entwicklung eines Integrierten Managements Herausgegeben von Christian Abegglen St. Galler Business Books & Tools

Wissenschaft

Swiridoff

Finanzmanagement • Volume 6: Corporate Dynamics Finanzmanagement

• • • • • • • •

Knut Bleicher Strukturen und Kulturen

E U T S C H L A N D Prof.DDr. Theo Wehner

Knut Bleicher Normatives und Strategisches Management

Dr. Thilo Sarrazin

Philipp Schwander

Peter Zehnder

• Felix Ahlers Dr. Christian7Lawrence • Management-Intensivkurs Management-Intensivkurs für für Nicht-Betriebswirtschafter Nicht-Betriebswirtschafter 7 Tage Tage • General • General Management Management Seminar Seminar für für Juniors Juniors 55 Tage Tage • St.Galler St.Galler Betriebswirtschaftslehrgang Betriebswirtschaftslehrgang 3x4 • 3x4 Tage Tage

Peter Edelmann • Peter Zürn • Helmut Bührle • Prof. Dr, Manfred Spitzer Prof. Dr. Mathias Binswanger • Christo Quiske • Dr. Gunter Dr. Christian Frank Abegglen

Prof. Dr. Theo Wehner

Prof. Dr. Theo Wehner Dr. Wolf Schumacher

Mit dieser hochaktuellen Thematik beschäftigten sich Studenten der Vorlesung „Corporate Dynamics“ von Christian Abegglen an der AlpenAdria-Universität Klagenfurt im Rahmen von studentischen Forschungsprojekten. In zwei Sammelbänden werden vorliegend als Resultat ausgesuchte Beiträge veröffentlicht. Dort werden bewährte ManagementInstrumente wirksamer Initiierung, Steuerung und Bewältigung von Wandel und Fortschritt dargestellt und mittels aktueller Fragestellungen intensiv diskutiert. Methodische Grundlagen beider Bände sind zwei zentrale Bausteine der weithin bekannten St. Galler Management-Lehre: Systemorientiertes Management und das Lebenszyklus-Modell. Zielsetzung von Band 1 ist die Darstellung wesentlicher Voraussetzungen und Stellhebel erfolgreichen Managements von Veränderungen sowie die griffige Veranschaulichung der Grundlagen für optimales Handeln in turbulenten Zeiten. Obwohl die Notwendigkeiten zum Wandel vielerorts bewusst sind, klagen Unternehmen über mangelnde Veränderungsbereitschaft. Mit der systematischen Suche nach Ursachen und Gründen dieses Mangels werden entlang der Phasen des Unternehmenslebenszyklus die Veränderungsfähigkeit eines Unternehmens einerseits sowie typische interne Umsetzungshürden andererseits diskutiert. So sind zunächst schrittweise intern und extern relevante Faktoren identifiziert und beleuchtet. Dann wird aufgezeigt, wie diese wirksam abzugleichen sind, damit die Stosskraft eines Unternehmens entlang der Reifephasen nachhaltig sichergestellt werden kann.

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Wolfram H

St. Galler Business School D E U T S C H L A N D

St. Galler St. Galler Business School Business School D E U T S C H L A N D

Dr. Christian Abegglen

Prof. Dr. Theo Wehner

Finanzmanagement Finanzmanagement

Dr. Wolf Schumacher

Dr. Thilo Sarrazin

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Felix Ahlers Dr. Christian Lawrence Schwander • St.Galler Controller Programm 3x4 TagePhilipp Prof. Dr. Theo Wehner Dr. Christian Abegglen • • Grundlagen Grundlagen FinanzFinanz- und und Rechnungswesen Rechnungswesen 44 Tage Tage Peter Zehnder Felix Ahlers Dr. Christian Lawrence 4 Tage Philipp Schwander • • Finance-Week Finance-Week London London 4 Tage

Leadership Leadership Seminare Seminare

Wolfram Hatz jun.

Dr. Christian Lawrence

Felix Ahlers

Peter Zehnder

Dr. Wolf Schumacher

Philipp Schwander

Peter Zehnder

Dr. Christian Lawrence

Arthur E. Darboven

Dr. Thilo Sarrazin

Darboven Trading

Arthur E.

Philipp Schwande

Dar Tra

Wolfram Hatz jun.

Arthur E. Darboven

Darboven Trading

St. Gallen

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Meilensteine der Entwicklung eines Integrierten Managements Herausgegeben von Christian Abegglen St. Galler Business Books & Tools

W i s s e n s ch a f t

Swiridoff

Meilensteine der Entwicklung eines Integrierten Managements Herausgegeben von Christian Abegglen St. Galler Business Books & Tools

Wissenschaft

Swiridoff

Meilensteine der Entwicklung eines Integrierten Managements Herausgegeben von Christian Abegglen

St. Galler Business Books & Tools

W i s s e n s ch a f t

Swiridoff

D E U T S C H L A N D D E U T S C H L A N D

Nach den heftigen Beben der Finanzkrise zeichnen sich – zwar noch diffus – erste Anzeichen eines Aufschwungs ab. Nach langen Monaten des „Durchhaltens“ gilt es nun für Unternehmer, Manager und Führungskräfte, den leichten wirtschaftlichen Aufwind positiv zu nutzen. Das aktuelle Marktumfeld zeigt sich jedoch in gewandelter Form: Althergebrachte Patentrezepte, Pfadabhängigkeiten sowie Denkmuster von gestern sind häufig nicht mehr wirkungsvoll. Vieles muss in Unternehmen nun neu und anders gemacht werden, vielerorts stehen Wandel, Veränderung und Fortschritt ganz oben auf der Tagesordnung. Entsprechend gross ist der Bedarf an wirksamen, ganzheitlichen und nachhaltigen Instrumenten und Denkhilfen.

D E U T S C H L A N D

Strategie und Marketing Otto Ineichen Prof. Business Dr. HansSeminare Jobst • Dr. Eckart von StrategieJoachim und Marketing Seminare St. •Galler SchoolPleitner • Rosenbergstrasse 36Hirschhausen • CH-9000 St. Gallen Hunold • Ole N. Nielsen • Felix Richterich • Andreas Schell Dr. Christian Abegglen

St.Galler St.Galler Finanzlehrgang Finanzlehrgang 2x4 2x4 Tage Tage St.Galler St.Galler Controller Controller Programm Programm 3x4 3x4 Tage Tage Grundlagen FinanzGrundlagen Finanz- und und Rechnungswesen Rechnungswesen 44 Tage Tage Finance-Week 4 Dr. Christian Abegglen • Prof. Knut Bleicher • Helmut Bührle • Dr. Klaus v. Dohnanyi Finance-Week London London 4 Tage Tage Dr. Christian Abegglen • Prof. Knut Bleicher • Helmut Bührle • Dr. Klaus v. Dohnanyi

Peter Edelmann Peter • Christian Prof. Hans Georg GrafGeorg •Bleicher Mark McGregor • • Dr. Eckart vonvon Dr. Abegglen • Prof. Dr. •Klaus Dohnanyi Edelmann • Prof. HansKnut Graf• •Helmut Mark Bührle McGregor Dr. v. Eckart Edelmann Prof. Hans Georg Graf Ineichen Mark •McGregor Dr. Eckart von Joachim Hunold • Otto Ineichen •• Prof. Dr. Krüger Hirschhausen • Peter • •Joachim Hunold • Otto Prof.Wilfried Dr.• Wilfried Krüger Hirschhausen • Kretschmer Joachim Hunold • Otto • Ineichen Prof. Peclum Wilfried Krüger Hirschhausen General Stephan Kretschmer • Ole N. Nielsen Karl-Heinz Grosse •Peclum •Dr.Prof. Dr. Hans General Stephan • Ole• N. Nielsen Karl-Heinz Grosse • Prof. Dr. Hans General Stephan • Knut OleBleicher Nielsen •Schell Karl-Heinz GrosseDres. Peclum • Prof. Hans Knut Bleicher Jobst Pleitner • Kretschmer Felix Richterich •N.Andreas • Prof. Manuel R. Dr. Theisen Knut Bleicher Jobst Pleitner • Felix Richterich • Andreas Schell Prof. Dres.Dr. Manuel R. Theisen HumanPleitner Resources Management Corporate Dynamics Jobst • Felix Richterich •Rolf Andreas SchellDr. • Prof. Dr.Dr. Dres. Manuel R.Wüthrich Theisen Managementsysteme Galler School ••• Rosenbergstrasse 36 Würth •Rolf Prof. Dr. Wunderer Prof.Hans Hans A.CH-9000 5 Bettina Würth 4 Bettina • St. Prof. Dr. Business Prof. ••6Dr. A. •Wüthrich Bettina Würth • Prof. Wunderer Dr. Rolf Wunderer Prof. Dr. Hans A. Wüthrich

Dr. Wolf Schumacher

D E U T S C H L A N D

Junior Junior Management Management Seminare Seminare

Dr. Christian Abegglen • Prof. Knut Bleicher • Jobst Siemer • Peter E. Zehnder Ernst Wyrsch • Dr. Klaus Dohnanyi • Prof. Dr. Hans A. Wüthrich • General Stephan Kretschmer Bettina Würth • Dr. Konrad Hummler • Prof. Dr. Dres. Manuel R. Th• Business School 11 Tage eisen • Prof. Dr. WundererJunior • Karl-Heinz Grosse Peclum • Prof. Wilfried Krüger • St.Galler St.Galler Junior Business School 11 Dr. Tage

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the company?»

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Meilensteine Integriertes Management

Reinvent or optimize or optimize entcompany? «Reinvthe

• • • • • • • •

Herausgegeben von Christian Abegglen

Alumni-Clubs

International International Senior Senior Management Management Programm Programm 33 Wochen Wochen General General Management Management Seminar Seminar für für Executives Executives 44 Tage Tage Dr. Christian Abegglen St.Galler St.Galler Executive Executive Business Business School School 2x5 2x5 Tage Tage Effective Management Management Programm Programm für für Executives Executives 2x4 Effective 2x4 Tage Tage

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17 in St. Gallen September, 21, 20

• • St.Galler St.Galler Junior Junior Business Business School School 11 11 Tage Tage • 77 Tage • Management-Intensivkurs Management-Intensivkurs für fürDr. Nicht-Betriebswirtschafter Nicht-Betriebswirtschafter TageBührle • Dr. Klaus v. Dohnanyi Christian Abegglen • Prof. Knut Bleicher • Helmut Peter Edelmann • Prof. Hans Georg Graf • Mark McGregor • Dr. Eckart von • General General Management Management Seminar Seminar für Juniors Juniors Tage • Joachim 5 • Otto Ineichen • Prof. Dr. Wilfried Krüger Hirschhausen • für 5Hunold Tage Dr. Christian Abegglen • Prof. Knut Bleicher • Helmut Bührle • Dr. Klaus v. Dohnanyi General Stephan Kretschmer • Ole N. Nielsen • Karl-Heinz Grosse Peclum • Prof. Dr. Hans Transition • Volume 1: Management Peter Edelmann • in Prof. Hans Georg Graf • Mark McGregor • Dr. Eckart von Jobst Pleitner • Felix Richterich • Andreas Schell • Prof. Dr. Dres. Manuel R. Theisen • St.Galler St.Galler Betriebswirtschaftslehrgang Betriebswirtschaftslehrgang Tage Joachim • Otto Ineichen • Prof. Dr. Wilfried Krüger Hirschhausen • 3x4 • TageHunold Bettina Würth 3x4 • Prof. Dr. Rolf Wunderer • Prof. Dr. Hans A. Wüthrich General Stephan Kretschmer • Ole N. Nielsen • Karl-Heinz Grosse Peclum • Prof. Dr. Hans Cultures • Volume 2: Structures Jobst Pleitner •&Felix Richterich •of Andreas Schell • Prof. Dr. Dres. Manuel R. Theisen Würth • Prof. Dr. Rolf Wunderer • Prof. Dr. Hans A. Wüthrich OrganizationsBettina in Transition und Marketing Seminare

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D E U T S C H L A N D

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• • • • • • • •

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SGBS Alumni-Jahrbuch 2009 – 2010

Prof. Dr. Martin Westphal

Dr. Christian Abegglen • Prof. Knut Bleicher • Helmut Bührle • Dr. Klaus v. Dohnanyi

Peter Edelmann • Prof. HansKnut Georg Graf• •Helmut Mark Bührle McGregor Dr. v.Eckart von Dr. Christian Abegglen • Prof. Bleicher • Dr. •Klaus Dohnanyi Hunold • Otto Prof. Dr.• Wilfried Krüger Hirschhausen Peter Edelmann• •Joachim Prof. Hans Georg Graf Ineichen • Mark •McGregor Dr. Eckart von Dr. Christian Abegglen • Prof. Knut Bleicher Helmut Bührle Dr. v. Dohnanyi General Stephan • Ole N. Nielsen Karl-Heinz • Prof. Dr. Hans • Kretschmer Joachim Hunold • Otto • •Ineichen • Grosse Prof.• Peclum Dr. Klaus Wilfried Krüger Hirschhausen Peter Edelmann • Prof. Hans Georg Graf • Mark McGregor Dr. von Jobst Pleitner • Kretschmer Felix Richterich •N. Andreas • Prof. Dr. •Dres. Manuel R. Theisen Dr. Christian Abegglen • Prof. Knut Bleicher •Karl-Heinz Helmut Bührle Dr. •Klaus v.Eckart Dohnanyi General Stephan • Ole Nielsen •Schell Grosse Peclum • Prof. Dr. Hans Hunold • Wunderer Otto Ineichen •McGregor Prof. Dr. Wilfried Krüger Hirschhausen Bettina Würth Prof. Dr. •Rolf Prof. Dr. Hans Peter Edelmann ••Joachim Prof. Hans Georg GrafSchell • Mark •Manuel Dr. A.Eckart von Jobst Pleitner •• Felix Richterich Andreas •• Prof. Dr. Dres. R.Wüthrich Theisen General Stephan • OleRolf N. Nielsen Karl-Heinz • A. Prof.Wüthrich Dr. Hans Joachim • Wunderer Otto • Ineichen • Grosse Prof. Dr. Wilfried Krüger Hirschhausen Bettina Würth• Kretschmer • Prof. Hunold Dr. • Prof. Dr. Peclum Hans Jobst Pleitner Felix Richterich • Prof.Grosse Dr. Dres. Manuel Theisen General Stephan• Kretschmer • Ole •N.Andreas Nielsen •Schell Karl-Heinz Peclum • Prof.R.Dr. Hans Bettina Würth • Prof. Dr. •Rolf Wunderer Prof.Dr. Dr. A. R.Wüthrich Jobst Pleitner • Felix Richterich Andreas Schell •• Prof. Dres.Hans Manuel Theisen Bettina Würth • Prof. Dr. Rolf Wunderer • Prof. Dr. Hans A. Wüthrich

Management-Kongresse der SGBSManagement-Congresses Management-Seminare Management-Seminare SGBS 2003-2014 des SGBS Alumni-Clubs Research &– Rückblick Publictions Executive Management Seminare des SGBS Alumni-Clubs

• • • • • • • •

(CEIBS) and Cracow collaborating with local universities and

www.sgbs.ch

cally interrested • For scientiﬁder Management-Kongresse SGBS practitioners Management-Kongresse der SGBS Management-Kongresse der der SGBS SGBS – Management-Kongresse Rückblick des des SGBS SGBS Alumni-Clubs Alumni-Clubs – Rückblick Rückblick des des SGBS SGBS Alumni-Clubs Alumni-Clubs –– Rückblick

pany that helps integrating all activities in a

master plan. Moreover ideas are offered that go

Peter Zehnder Peter lic. rer.Zehnder pol. lic. rer. pol. peter.zehnder@sgbs.com peter.zehnder@sgbs.com

Executive – Rückblick Executive Management Management Seminare Seminare

Each year mid-September the Management-Congress St. Gal-

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take place in Boston (Harvard Club), London (LSE), Shanghai

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Dr. Dirk Haft

WITTENSTEIN SE

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approach that influences sustainably especially Wissenschaftliche Gesamtleitung Präsident des Verwaltungsrates 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. .neumann@sgbs.com robert robert.neumann@sgbs.com

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nings in fields of strategy, leadership, finances and marketing

• • • • • • • •

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zerland in the English Language. Moreover Anglophone trai-

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A lot of classical management courses are conducted in Swit-

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4 Tage

Finance-Week London • Dipl. Finanzleiter/in Finance-Week London 44 Tage Tage SGBS

Christian Abegglen Peter Zehnder Robert Neumann Peter Zehnder rer. pol. Prof.Dr. Dr.oec. HSG lic. rer. pollic.Peter Christian Abegglen Zehnder christian.abegglen@sgbs.com peter.zehnder@sgbs.com robert.neumann@sgbs.ch peter.zehnder@sgbs.ch andreas.rippberger@sgbs.ch Christian Abegglen Peter Dr. oec. HSG lic. rer.Zehnder pol. Dr. oec. HSG lic. rer. pol. christian.abegglen@sgbs.com peter.zehnder@sgbs.com peter.zehnder@sgbs.com Speakerschristian.abegglen@sgbs.com are experts in fields of sciences, consulting and management.

Management-Seminare Management-Publications

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Die Seminare & Lehrgänge stehen unter wissenschaftlichen Dieder Seminare & Lehrgänge stehen Die Seminare &Dr.Lehrgänge Leitung von Robert stehen unter der Prof. wissenschaftlichen . von Neumann unter der wissenschaftlichen Leitung Prof. Dr. Robert DerNeumann Dozentenstab vereinigt Leitung von Dr. Robert . Prof. Persönlichkeiten . aus WissenNeumann Der Dozentenstab vereinigt schaft, Managementberatung Der Dozentenstab vereinigt Persönlichkeiten aus Wissenundschaft, Praxis.Managementberatung Persönlichkeiten aus Wissenschaft, Managementberatung Andreas Rippberger und Praxis. Praxis. Dipl.und Betr.-Wirt.

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customer needs are conducted in the German, English, French, Spa-

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2019: September 20, St. Gallen

Financial Management Finanzmanagement Finanzmanagement

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Executive Management Seminare Executive Management Seminare • Management Programm 3 We offer following • International International Senior Senior Management Programmdegrees: 3 Wochen Wochen

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Präsidentof the Executive Board Scientifi c Director MBA Consulting Präsident des Programs Verwaltungsrates Director Director Consulting Wissenschaftliche Gesamtleitung Director Consulting Wissenschaftliche Gesamtleitung Präsident des Verwaltungsrates Director Consulting Wissenschaftliche Gesamtleitung Präsident des Verwaltungsrates

Inhouse Educations

rolling, marketing, strategy, leadership and much more.

len takes place in St. Gallen.

Strategie und Marketing Seminare Strategy und Strategie undMarketing MarketingSeminars Seminare

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Management-Ausbildung Management-Education

Galler Business Business School 36 36 • CH-9000 St. Gallen St.St.Galler School••Rosenbergstrasse Rosenbergstrasse • CH-9000 St. Gallen Tel. 0041 0041 (0)71 • Fax 0041 (0)71 225 225 40 89 Tel. (0)71225 22540408080 • Fax 0041 (0)71 40 89 www.sgbs.ch • seminare@sgbs.ch www.sgbs.com • seminare@sgbs.com

In-house (further) educations are a very fast growing field of activity.

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step with actual practice that – depending on their individual aims –

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of that they decide to attend an extra-occupational education in

ledge.

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ning with attendance at seminars respectively colloquia and end

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SGBS: Overview

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Strategy- & MarketingSeminars

The essential training categories of the St. Gallen Business School are:

Christian Abegglen Christian Abegglen Dr. oec. HSG Dr. oec. HSG christian.abegglen@sgbs.com christian.abegglen@sgbs.com

ISBN 3-905379-21-X BUSINESS Schutzgebühr SFr. 15.–/€10.–

SGBS St.Galler Business School

Books & Tools

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PERSONAL IMAGE SGBS Alumni-Jahrbuch 2011

Peter Zehnder Peter lic. rer.Zehnder pol. lic. rer. pol. peter.zehnder@sgbs.com peter.zehnder@sgbs.com

Sprache – Kommunikation – Präsentation

Die Seminare & Lehrgänge stehen Die Seminare & Lehrgänge stehen unter der wissenschaftlichen

eine Short-Story für Führungskräfte und Manager von Uwe J. Hackbarth

Robert Neumann Robert Prof. Dr.Neumann Prof. Dr. .neumann@sgbs.com robert robert.neumann@sgbs.com

Christian Abegglen Christian Abegglen Dr. oec. HSG Dr. oec. HSG christian.abegglen@sgbs.com christian.abegglen@sgbs.com

Peter Zehnder Peter lic. rer.Zehnder pol. lic. rer. pol. peter.zehnder@sgbs.com peter.zehnder@sgbs.com

unter dervon wissenschaftlichen Leitung Prof. Dr. Robert Leitung von . Prof. Dr. Robert Neumann . Neumann Der Dozentenstab vereinigt Der Dozentenstabaus vereinigt Persönlichkeiten WissenPersönlichkeiten 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 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 • • seminare@sgbs.com seminare@sgbs.com

St. Galler Business School • Rosenbergstrasse 36 • CH-9000 St. Gallen Tel. 0041 (0)71 225 40 80 • Fax 0041 (0)71 225 40 89 www.sgbs.com • seminare@sgbs.com

St. Galler Business School

Overview International Seminars in English International Senior Programs

Finance-Week London

International Senior Management Page 10 Program Lucerne – London – Boston

No. 52118 March 12 – 15, 2018 London, School of Economics

No. E1118

part 1 June 18 -22, 2018 part 2 September 10 - 13, 2018 part 3 November 12 – 16, 2018 Boston, USA / London / Boston, USA

No. E1218

part 1 November 5 – 8, 2018 part 2 March 11 – 14, 2019 part 3 June 17 – 21, 2019 Boston, USA / London / Boston, USA

seminar language: Part 1: B oston, USA (in English) Part 2: London (in English) Part 3: Boston, USA (in English) Asia-Week Shanghai

Page 12

No. A1119 May 20 – 24, 2019 Shanghai

Strategy-Week Boston

Page 13

No. 34118 June 11 – 15, 2018 Boston, USA, Harvard Club No. 34218 November 5 – 9, 2018 Boston, USA, Harvard Club

Leadership-Week Boston

Page 14

No. 72118 June 18 – 22, 2018 Boston, USA, Harvard Club No. 72218 November 12 – 16, 2018 Boston, USA, Harvard Club

Page 15

No. 52218 September 10 – 13, 2018 London, School of Economics

International Junior Programs International Junior Management Page 18 Program No. 25118

part 1 March 9 – 11, 2018 part 2 June 8 – 10, 2018 part 3 July 6 – 8, 2018 part 4 September 7 – 9, 2018 St. Gallen / Cracow / Flims /Lucerne

No. 25218

part 1 September 28 – 30, 2018 part 2 December 7 – 9, 2018 part 3 March 8 – 10, 2019 part 4 June 7 – 9, 2019 St. Gallen / Flims / Lucerne / Cracow

seminar language: part 1–3: in English part 4: in German or English

2014 2018 Strategic & Marketing Management for Talents Page 20 No. 47118 March 9 – 11, 2018 St. Gallen (in English, Friday to Sunday) No. 47218 September 28 – 30, 2018 St. Gallen (in English, Friday to Sunday)

Business Simulation

Page 23

No. 57118 July 2 – 4, 2018, St. Gallen No. 57218 December 3 – 5, 2018, St. Gallen

Certificates & MBA SGBS International Senior ManagementPage 26 Certificate St. Gallen®

Financial Management for Talents Page 21

No. 19118 1st Accomplishment Begin of study: January 8, 2018

No. 58118 March 23 – 25, 2018 St. Gallen (in English, Friday to Sunday)

No. 19218 2nd Accomplishment Begin of study: April 9, 2018

No. 58218 September 17 – 19, 2018 Lucerne (in English, Friday to Sunday) Leadership for Talents

No. 77218 December 7 – 9, 2018 Flims (in English, Friday to Sunday)

Leadership Week, Harvard Club of Boston, Boston Finance Week, London School of Economics (LSE), London Asia Week, China Europe International Business School (CEIBS), Shanghai

No. 19418 4th Accomplishment Begin of study: October 8, 2018

Page 22

No. 77118 July 6 – 8, 2018 Flims (in English, Friday to Sunday)

Strategy Week, Harvard Club of Boston, Boston

No. 19318 3rd Accomplishment Begin of study: July 9, 2018

International Executive MBA

Page 28

No. 92118 1st Accomplishment Begin of study: January 8, 2018 No. 92218 2nd Accomplishment Begin of study: April 9, 2018 No. 92318 3rd Accomplishment Begin of study: July 9, 2018 No. 92418 4th Accomplishment Begin of study: October 8, 2018

Cracow University: European Integrated Management Program (MBA), Cracow Page 30 94118

October 8, 2018 Cracow / St. Gallen

Overview International Seminars in English

2019

â&#x17E;˘ Seminar Dates available April 2018

St.â&#x20AC;&#x2030;Galler Business School

ÂŤImpressing 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.Âť

International Senior Programs

➢ International Senior Management Program

➢ Strategy-Week Boston

➢ Leadership-Week Boston

➢ Finance-Week London

➢ Asia Week: Doing Business in Asia

St. Galler Business School

Participants 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

Concept 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. Numerous factors and their relations need special awareness: global strategies, local marketing concepts, core competence processes, culturally diverse management and many more. 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.

2018 No. E1118 Summer 2018 part 1 June 11 -15, 2018 part 2 September 10 - 13, 2018 part 3 November 12 – 16, 2018 Boston / London / Boston No. E1218 Winter 2018 part 1 November 5 – 9, 2018 part 2 March 11 – 14, 2019 part 3 June 24 – 28, 2019 Boston / London / Boston Duration: 2 x 5 days and 1 x 4 days The seminar parts can be taken in any order. Course Fee: CHF 13900.–/€ 12600.–

englische Version – andere Termine!! 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.

Course modules: Week 1: 5-day session in Boston, USA Course in English Topics: Strategy and Marketing or Leadership Week 2: Topics:

4-day session in London Course in English Financial Management

Week 3: 5-day session in Boston, USA Course in English Topics: 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: Business School St. Gallen 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: seminare@sgbs.ch

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

St. Galler Business School

Strategy-Week Boston

Participants

Concept

This intense strategy course in English is designed for executives with basic know ledge 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 5. Executives preparing for new functions with strategic and operative responsibilities. 2018 No. 34118 Summer 2018 June 11 – 15, 2018 Boston, USA, Harvard Club No. 34218 Winter 2018 November 5 – 9, 2018 Boston, USA, Harvard Club Duration: 1 x 5 days Location: Harvard Club of Boston Course Fee: CHF 5400.– € 4900.–

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

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.

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

Mark McGregor

Leadership Motivation

Methodology 2018

Ähnliches Seminar in englischer Sprache:

No. 72118 Summer 2018 June 18 – 22, 2018 Boston, USA

Leadership-Week Boston (5 days)

No. 72218 Winter 2018 November 12 – 16, 2018 Boston, USA

2018

Duration: 1 x 5 days Location: Harvard Club of Boston Course Fee : CHF 5400.– / € 4850.–

No. 72118 Summer 2018 June 18 – 22, 2018 Boston, USA, Harvard Club No. 72218 Winter 2018 November 12 – 16, 2018 Boston, USA, Harvard Club

Experienced lecturers introduce multi faceted 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

Duration: 1 x 5 days Location: Harvard Club of Boston

St. Galler Business School

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

2018

Ähnliches Seminar in englischer Sprache:

No. 52118 Spring 2018 March 12 – 15, 2018 London, School of Economics

Finance-Week London (4 days)

No. 52218 Fall 2018 September 10 – 13, 2018 London, School of Economics

2018

Duration: 1 x 4 days Location: LSE, London Course Fee: CHF 4900.–/€ 4450.–

No. 52118 Spring 2018 March 12 – 15, 2018 London, School of Economics No. 52218 Fall 2018 September 10 – 13, 2018 London, School of Economics Duration: 1 x 4 days

Location: LSE, London

Concept 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. Practical Relevance – Benefits This course is based on latest knowledge of research and financial practice and is offering a thorough understanding of all relevant elements of modern financial managements. After this course in London you will have a systematic overview about the tools of modern finance management be able to make key financial decisions with peace of mind know which information you should request from Controlling to be on top of your organizational unit learn how to use your personalized balanced scorecard to manage financial aspects. 1. Financial Management An executive manager’s financial management responsibility Appraising balance sheets and profit/loss statements; Rapid achievement of financial targets

2. Cost Management – Value Based Management The value of consistent cost management From process cost statement to cost management – Identification and elimination of sources of losses Setting up a profit-boosting program: Those who do not expect above average p rofits 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 Cost of capital definition Financing: conventional and creative approaches Analyzing financial reports: Trends and Strategies to multiply net worth 4. Controlling - Business Planning Key figures for value-oriented management Data warehouses / data marts – the heart of modern controlling systems Interpreting and analysing controlling reports: practical case examples Planing a start-up: business plans, investment and financial viability calculations 5. Mergers & Acquisitions Assessing corporate value, evaluating synergies, estimating the risks IPO: how to float a company on the market Boosting value; De-investment by selling a company You will examine these topics in the context of numerous case studies that both summarise the program syllabus and enhance your financial qualities.

Participants

Asia-Week: Doing Business in Asia

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 Asia’s changing environment. 4. Executives planning to redefine their business models by identifying new opportunities in Asia 5. Executives intending to broaden their knowledge in Chinese management practices This 3-day executive seminar is designed for upper level executives with a need to update on most recent knowledge on doing business in Asia. The program addresses especially also current or scheduled expatriate managers or members of multinational teams who seek to prepare for running a business in Asia`s changing environment.

2018 No. A1118 June 4 – 6, 2018 St. Gallen

in English

No. A1218 November 26 – 28, 2018 Lucerne in English Duration: 1 x 3 days Course Fee: CHF 3900.–/€ 3450.–

To analyse and understand both Western and Asian 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 Asia’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 Asia? 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 Asia. The unique Asia business and cultural environment How to master the unique Asia business and cultural environment Challenges of running a business in Asia Typical cross-cultural misunderstandings: Asian culture and its managerial implications

Importance of Asia’s markets Identification of regions with future growth potential in Asia 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 Asia 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 corporations in Asia Entry, reorganization and subsequent growth in a turbulent environment of a European company in Asia

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

* add 7,7 % VAT

St. Galler Business School

«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.»

International Junior Programs

➢ International Junior Management Program

➢ Strategic & Marketing Management for Talents

➢ Financial Management for Talents

➢ Leadership for Talents

➢ Business Simulation (Game)

St. Galler Business School

International Junior Management Program

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.

2018 No. E2118 Spring 2018 part 1 March 23 – 25, 2018 part 2 June 8 – 10, 2018 part 3 July 6 – 8, 2018 part 4 September 7 – 9, 2018 Zurich / Cracow / Flims / Zurich No. E2218 Fall 2018 part 1 September 7 – 9, 2018 part 2 December 7 – 9, 2018 part 3 March 22 – 24, 2019 part 4 June 14 – 16, 2019 Zurich / Zurich / Zurich / Cracow Duration: 4 x 3 days Part 1–4: English The seminar parts can be taken in any order. Course Fee*: CHF 7900.–/€ 7150.– * add 7,7 % VAT on the course costs in Switzerland.

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: I ntegrated 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.

5. C ustomer satisfaction, customer 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?

6. R aising efficiency thanks to 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. St. Galler Business School

Concept Strategic & Marketing Management for Talents

2018 No. 47118 Winter 2018 February 9 – 11, 2018 Cracow (in English, Friday to Sunday) No. 47218 Spring 2018 March 9 – 11, 2018 Zurich (in English, Friday to Sunday) No. 47318 Fall 2018 September 7 – 9, 2018 Zurich (in English, Friday to Sunday) Duration: 1 x 3 days Course Fee*: CHF 2900.–/€ 2550.– * add 7,7 % VAT

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.

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 2018

Liquidity management

No. 58118 Spring 2018 March 23 – 25, 2018 Zurich (Friday to Sunday)

The right mix of financial instruments,

No. 58218 Fall 2018 September 28 – 30, 2018 Zurich (Friday to Sunday) Duration: 1 x 3 days

financing rules The shareholder value concept

Controlling Key figures for controlling, key performance indicators KPI 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 Course Fee*: CHF 2900.–/€ 2550.–

system

* add 7,7 % VAT

Understanding a controlling report

St. Galler Business School

Concept Leadership for Talents

2018 No. 77118 Spring 2018 April 6 – 8, 2018 Cracow (Friday to Sunday) No. 77218 Summer 2018 July 6 – 8, 2018 Flims (Friday to Sunday) No. 77218 Winter 2018 December 7 – 9, 2018 Zurich (Friday to Sunday) Duration: 1 x 3 days Course Fee*: CHF 3200.–/€ 2880.– * add 7,7 % VAT

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

Leadership in difficult situations Strategies for coping with conflicts:

Can leadership be learned?

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 correctly Time management: avoiding time traps with skillful working techniques

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)

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.

2018 No. 57118 1st Accomplishment 2018 July 2 – 4, 2018 Appenzell No. 57218 2nd Accomplishment 2018 December 3 – 5, 2018 Appenzell Duration: 1 x 3 days Course Fee*: CHF 2900.–/€ 2550.–

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 theo retical 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: Manage rial 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. 7,7 % VAT

St. Galler Business School

«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.»

Overview Certificates & MBA

➢ SGBS International Senior Management

Certificate St. Gallen®

➢ International Executive MBA

➢ Cracow University – MBA in European

Multicultural Integrated Management

St. Galler Business School

Accreditation SGBS International Senior Management-Certificate St. Gallen®

2018 No. 19218 2nd Accomplishment Begin of study: April 9, 2018 No. 19318 3rd Accomplishment Begin of study: July 9, 2018 No. 19418 4th Accomplishment Begin of study: Oct. 8, 2018 2019 No. 19118 1st Accomplishment Begin of study: Jan. 8, 2019

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

No. 19219 2nd Accomplishment Begin of study: April 8, 2019 No. 19319 3rd Accomplishment Begin of study: July 8, 2019

SGBS International Senior Management-Zertifikat St. Gallen®

No. 19419 4th Accomplishment Begin of study: Oct. 7, 2019 Z

Course Fee*: CHF 21 900.–/€ 19 900.– * add 7,7 % VAT

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Studienbeginne: 8. Januar 2018 9. April 2018 9. Juli 2018 8. Oktober 2018

Die Zertifikatsprogramme der St. Galler Business School – Basierend auf dem bewährten St. Galler Management-Konzept – Praxisnahe Aus- & Weiterbildung mit Upgrade-Möglichkeit

2018-20 Master-Diplome St. Gallen

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: Strategy-Week Boston Leadership-Week Boston 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 10, 2017

Mt 1 July 2017

Mt 2 Aug. 2017

Mt 3 Sept. 2017

Mt 4 Oct. 2017

Mt 5 Nov. 2017

Mt 6 Dec. 2017

Mt 7 Jan. 2018

Seminars Strategy-Week Boston* Leadership-Week Boston Finance-Week London Asia-Week Shanghai * or Seminar in Switzerland

Modules Distance Learning 1 Integrated Management 2 Strategic Management

Mt 8 Feb. 2018

Mt 9 March 2018

Mt 10 April 2018

Mt 11 May 2018

Mt 12 June 2018

Defence Project Thesis August 25, 2017 Certiﬁcate Awarding in the course of our Management- & Alumni-Congress in St.Gallen, 21. September 2018

From process cost statement to cost 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 St. Galler Business School

International Executive MBA upgradeS your perSpective.

2018 No. 92218 2nd Accomplishment Begin of study: April 9, 2018 No. 92318 3rd Accomplishment Begin of study: July 9, 2018 No. 92418 4th Accomplishment Begin of study: Oct. 8, 2018 2019 No. 92118 1st Accomplishment Begin of study: Jan. 8, 2019 No. 92219 2nd Accomplishment Begin of study: April 8, 2019 No. 92319 3rd Accomplishment Begin of study: July 8, 2019 No. 92419 4th Accomplishment Begin of study: Oct. 7, 2019 Course Fee*: CHF 49 000.– * add 7,7 % VAT

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 International Executive MBA

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 9, 2017

Precondition: University degree, SGBS Diploma and seminars will be taken in account (up to max. 60 ECTS-points). Start October 2017 (Example)

Mt 9/10 Mt 11/12 Sept/Oct Nov/Dec 2017 2017

Mt 1/2 Jan/Feb 2018

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 2018 2018 2018 2018 2018

Mt 1/2 Jan/Feb 2019

Mt 3/4 Mt 5/6 Mt 7/8 Mar/Apr May/June July/Aug 2019 2019 2019

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) D egree of an university or an university of applied sciences and (2) W ork experiences for more than 10 years and actual managerial responsibility within an upper management position and (3) P roof 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 August 18, 2018 Defence August 17, 2019 Diploma Ceremony Sept. 20, 2019 * 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 20, 2019

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.

St. Galler Business School

Concept Cracow University – MBA in European Multicultural Integrated Management Cooperation between Business School St. Gallen and Cracow School of Business at Cracow University of Economics

2018 No. 94118 October 8, 2018 Cracow / St. Gallen

in English

2019 No. 94119 October 7, 2019 Cracow / St. Gallen

in English

Fee: € 24 000.–* * Scholarships for Polish students possible. (50 % for residents in Poland)

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 Integrated Management 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: 4 23 teaching hours + 977 project hours = 1400 hours

Prof. CUE dr hab. inz˙ż Andrzej Chochół Rector of Cracow University of Economics

Prof. CUE dr hab. Kazimierz Zielin´ski 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 St. Galler Business School

Study Trip 2010

Study Trip 2008

Study Trip 2012

DIPLOMAUSBILDUNGEN FÜR MANAGER/INNEN

St. Galler Business School

2018

St. Galler Business School

European Multicultural Integrated Management Program

Study‐Trip Switzerland

European Multicultural Integrated Management Program

Next Accomplishments: Studienbeginne: October 2017

Study-Trip Switzerland

8. Januar2018 2018 October 9. April 2018 October 2019

European Multicultural Integrated Management Program

9. Juli 2018 8. Oktober 2018

Die Diplomlehrgänge der St. Galler Business School

European Multicultural Integrated Management Program

European M ulticultural Integrated M anagement Program

Study-Trip Switzerland

– Basierend auf dem bewährten International St.Galler Management-Konzept

MBA in Integrated Management Master of Business Administration in Integrated Management

– Anspruchsvolle und praxisnahe Aus- & Weiterbildung – Diplomabschluss SGBS

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

S tudy-Trip S witzerland

Master of Business Administration

Study-Trip Switzerland June 13 – 16, 2010

Study‐Trip Switzerland  June 03 – 06, 2012

International Master of B usiness Administration

– Unter wissenschaftlicher Leitung

Master-Diplome St. Gallen

Study-Trip Switzerland June 26 – 29, 2008

Study-Trip Switzerland

S tudy-Trip S witzerland June 7 – 10, 2009

SGBS MBA-Programmes

Study-Trip Switzerland 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 www.sgbs.com • seminare@sgbs.com

Study Trip 2009

Study Trip 2014 St. Galler Business School St. Galler

St. Galler Business School

Study Trip 2011

8: 1 0 2 d n a l r e z wit S p i r T y d u t S 18 0 2 , 0 3 – 8 May 2 May 29, 2016 / Sunday 20:00

Individual arrival at the hotel Montana (near Zürich Main Station):

May 31, 2016 / Tuesday 08:00

Walk to Credit Suisse AG,