2018 Management Seminars in English, St. Gallen International Business School
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. 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 thoughtprovoking 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. 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 anglamerican areas.
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.
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 thoughtprovoking 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.
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 anglamerican areas.
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BOSTON<br />
CRACOW<br />
<strong>St</strong>. <strong>Gallen</strong><br />
INTERNATIONAL<br />
Bus<strong>in</strong>ess <strong>School</strong><br />
FRANKFURT<br />
LONDON<br />
HAMBURG<br />
KÖLN<br />
LUZERN<br />
MÜNCHEN<br />
Sem<strong>in</strong>are<br />
Private Coach<strong>in</strong>g<br />
Workshops<br />
<strong>Sem<strong>in</strong>ars</strong><br />
<strong>in</strong> <strong>English</strong><br />
SHANGHAI<br />
<strong>2018</strong><br />
ZÜRICH<br />
ST. GALLEN<br />
• <strong>International</strong> Senior<br />
<strong>Management</strong> Programme<br />
• <strong>St</strong>rategy Week Boston<br />
• Leadership Week Boston<br />
• F<strong>in</strong>ance Week London<br />
• Asia Week<br />
• <strong>International</strong> Junior <strong>Management</strong> Program<br />
• Leadership for Talents<br />
• F<strong>in</strong>ancial <strong>Management</strong> for Talents<br />
• <strong>St</strong>rategic & Market<strong>in</strong>g for Talents<br />
sgbs.ch/english
<strong>Sem<strong>in</strong>ars</strong> <strong>in</strong> <strong>English</strong> <strong>2018</strong>-19<br />
Bus<strong>in</strong>ess <strong>School</strong> <strong>St</strong>. <strong>Gallen</strong><br />
Rosenbergstrasse 36<br />
CH-9000 <strong>St</strong>. <strong>Gallen</strong><br />
Phone 0041(0)71 225 40 80<br />
Fax 0041(0)71 225 40 89<br />
e-mail sem<strong>in</strong>are@sgbs.ch<br />
Internet www.sgbs.ch/<strong>in</strong>ternational<br />
www.sgbs.ch/<strong>in</strong>ternational
Contents <strong>Sem<strong>in</strong>ars</strong> <strong>in</strong> <strong>English</strong> <strong>2018</strong>-19<br />
Editorial4<br />
About <strong>St</strong>. <strong>Gallen</strong> Bus<strong>in</strong>ess <strong>School</strong> 5<br />
Overview <strong>International</strong> <strong>Sem<strong>in</strong>ars</strong><br />
<strong>in</strong> <strong>English</strong> <strong>2018</strong> & 2019 6<br />
<strong>International</strong> Senior Programs<br />
<strong>International</strong> Senior <strong>Management</strong> Program 10<br />
<strong>St</strong>rategy-Week Boston 12<br />
Leadership-Week Boston 13<br />
F<strong>in</strong>ance-Week London 14<br />
Asia-Week: Do<strong>in</strong>g Bus<strong>in</strong>ess <strong>in</strong> Asia 15<br />
Certificates & MBA<br />
SGBS <strong>International</strong> Senior <strong>Management</strong>-<br />
Certificate <strong>St</strong>. <strong>Gallen</strong>® 26<br />
<strong>International</strong> Executive MBA 28<br />
Cracow University – MBA <strong>in</strong> European<br />
Multicultural Integrated <strong>Management</strong> 30<br />
Inhouse & Consult<strong>in</strong>g<br />
Inhouse Programs 34<br />
<strong>Management</strong> Consult<strong>in</strong>g <strong>St</strong>. <strong>Gallen</strong> 35<br />
<strong>International</strong> Junior Programs<br />
<strong>International</strong> Junior <strong>Management</strong> Program18<br />
<strong>St</strong>rategic & Market<strong>in</strong>g <strong>Management</strong><br />
for Talents 20<br />
F<strong>in</strong>ancial <strong>Management</strong> for Talents 21<br />
Leadership for Talents 22<br />
Bus<strong>in</strong>ess Simulation 23<br />
Adm<strong>in</strong>istration and Registration 36<br />
Enrollment Form 37<br />
www.sgbs.ch
Editorial<br />
Der ganzheitliche Ansatz des <strong>St</strong>. Galler <strong>Management</strong>-Konzepts hat das<br />
Denken und Handeln unzähliger Manager nachhaltig bee<strong>in</strong>flusst. In<br />
diesem <strong>St</strong>andardwerk der <strong>Management</strong>-Lehre von Knut Bleicher f<strong>in</strong>den<br />
Führungskräfte den Gestaltungsrahmen für die Zukunftssicherung<br />
ihrer Unternehmung. Das Buch transformiert komplexes Wissen <strong>in</strong><br />
hohen Lesernutzen.<br />
Diese von Christian Abegglen komplett überarbeitete Auflage führt<br />
den Leser zusätzlich mit dem neuen <strong>St</strong>. Galler Wissensnavigator beim<br />
Nachschlagen, Querlesen und Umsetzen von der Theorie h<strong>in</strong> zur<br />
Praxis der <strong>in</strong>tegrierten Unternehmungsentwicklung.<br />
Jetzt mit <strong>St</strong>. Galler <strong>St</strong>artpaket!<br />
Mit Zusatzmaterialien zum Download: Exklusiv für Leser dieses Buches<br />
stehen Arbeitspapiere, Schautafeln, Roadmaps und Anleitungen digital<br />
bereit.<br />
»Der Orientierungsrahmen für ganzheitliches <strong>Management</strong>!<br />
E<strong>in</strong> langlebiger, großartiger Wurf!«<br />
Prof. Dr. Dr. h.c. mult. Peter Horváth, Universität <strong>St</strong>uttgart<br />
»E<strong>in</strong>e der grundlegenden Schriften der modernen <strong>Management</strong>-Lehre.<br />
E<strong>in</strong> zeitloser Ratgeber für die Praxis und Grundlage zur Entwicklung<br />
unternehmens<strong>in</strong>dividueller und dauerhafter <strong>St</strong>rategien.«<br />
Dr. U. M. Schneider, CEO, Nestlé S.A.<br />
»E<strong>in</strong> <strong>Management</strong>-Leitfaden der besonderen Art – praxistaugliche<br />
Modelle werden prägnant aufgezeigt. E<strong>in</strong>e wichtige Lektüre und e<strong>in</strong><br />
Nachschlagewerk für Theorie und Praxis gleichermaßen.«<br />
Dr. Manfred Wittenste<strong>in</strong>, Aufsichtsratvorsitzender der WITTENSTEIN SE<br />
»Integriertes <strong>Management</strong> – e<strong>in</strong> griffiges Konzept, das alltagstaugliche<br />
und praxisorientierte Denkanstöße liefert, wie Visionen<br />
und <strong>St</strong>rategien erfolgreich umgesetzt werden können.«<br />
Bett<strong>in</strong>a Würth, Vorsitzende des Beirats der Würth-Gruppe<br />
ISBN 978-3-593-50599-2<br />
Lore t<strong>in</strong>ibh ea facidui t<strong>in</strong> vercidunt lobore facil utpat etumsandiam euismolummy nissequat augueril<br />
et acilla augiate commy num vullut alis nullam, core vel esequisisi euipisim ad digna faciduisi.<br />
Lorperit iusto dolorem vendit, si tem zzriusto core m<strong>in</strong>cilluptat prat, commy nis acidunt alis<br />
dignisis auguerc<strong>in</strong> er sustrud doloborer si esenim nonsenim aliquatue dio od modolor Lore t<strong>in</strong>ibh<br />
ea facidui t<strong>in</strong> vercidunt lobore facil utpat etumsandiam euismolummy nissequat augueril et acilla<br />
augiate commy num vullut alis nullam, core vel esequisisi euipisim ad digna faciduisi. Lorperit iusto<br />
dolorem vendit, si tem zzriusto core m<strong>in</strong>cilluptat prat, commy nis acidunt alis dignisis auguerc<strong>in</strong> er<br />
sustrud doloborer si esenim nonsenim aliquatue dio od modolor Lore t<strong>in</strong>ibh ea facidui t<strong>in</strong> vercidunt<br />
lobore facil utpat etumsandiam euismolummy nissequat augueril et acilla augiate commy num<br />
vullut alis nullam, core vel esequisisi euipisim ad digna faciduisi. Lorperit iusto dolorem vendit, si<br />
tem zzriusto core m<strong>in</strong>cilluptat prat, commy nis acidunt alis dignisis auguerc<strong>in</strong> er sustrud doloborer<br />
si esenim nonsenim aliquatue dio od modolor<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess Books & Tools<br />
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ISBN 3- 934350- 89- 5<br />
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Lore t<strong>in</strong>ibh ea facidui t<strong>in</strong> vercidunt lobore facil utpat etumsandiam euismolummy nissequat augueril<br />
et acilla augiate commy num vullut alis nullam, core vel esequisisi euipisim ad digna faciduisi.<br />
Lorperit iusto dolorem vendit, si tem zzriusto core m<strong>in</strong>cilluptat prat, commy nis acidunt alis<br />
dignisis auguerc<strong>in</strong> er sustrud doloborer si esenim nonsenim aliquatue dio od modolor Lore t<strong>in</strong>ibh<br />
ea facidui t<strong>in</strong> vercidunt lobore facil utpat etumsandiam euismolummy nissequat augueril et acilla<br />
augiate commy num vullut alis nullam, core vel esequisisi euipisim ad digna faciduisi. Lorperit iusto<br />
dolorem vendit, si tem zzriusto core m<strong>in</strong>cilluptat prat, commy nis acidunt alis dignisis auguerc<strong>in</strong> er<br />
sustrud doloborer si esenim nonsenim aliquatue dio od modolor Lore t<strong>in</strong>ibh ea facidui t<strong>in</strong> vercidunt<br />
lobore facil utpat etumsandiam euismolummy nissequat augueril et acilla augiate commy num<br />
vullut alis nullam, core vel esequisisi euipisim ad digna faciduisi. Lorperit iusto dolorem vendit, si<br />
tem zzriusto core m<strong>in</strong>cilluptat prat, commy nis acidunt alis dignisis auguerc<strong>in</strong> er sustrud doloborer<br />
si esenim nonsenim aliquatue dio od modolor<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess Books & Tools<br />
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ISBN 3- 934350-89- 5<br />
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<strong>St</strong>. Galler Bus<strong>in</strong>ess Books & Tools<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess Books & Tools<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess Books & Tools<br />
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The world has not got simpler, s<strong>in</strong>ce today’s def<strong>in</strong>itive book <strong>in</strong> management “The<br />
Concept of Integrated <strong>Management</strong>” has been published <strong>in</strong> the year 1991 by Knut<br />
Bleicher. Those times Knut Bleicher pleaded for an <strong>in</strong>tegrative approach and po<strong>in</strong>ted<br />
to the fact, that basically the world would have to change <strong>in</strong> terms of the understand<strong>in</strong>g<br />
of bus<strong>in</strong>ess and management. Because of <strong>in</strong>creas<strong>in</strong>g complexity different<br />
challenges cannot be managed by unidimensional <strong>in</strong>terventions.<br />
In the meantime the prognosticated change is <strong>in</strong> full sw<strong>in</strong>g. Obvious signs are global<br />
turbulences with<strong>in</strong> bus<strong>in</strong>ess and society, not be<strong>in</strong>g considered as possible few years<br />
ago. Old habits are no longer tenable. That is proved by government relief programs<br />
<strong>in</strong> the dizzy height of billions that have become a burden and threat for the capitalistic<br />
economic system itself.<br />
L<strong>in</strong>ked to that, a feel<strong>in</strong>g of uncerta<strong>in</strong>ness and disorientation arises, with which decision<br />
makers with<strong>in</strong> companies are faced as well. Because of a still permanent <strong>in</strong>creas<strong>in</strong>g<br />
level of complexity it is very difficult to figure out the small path to success<br />
that guides through an almost tight thicket. The extreme load of <strong>in</strong>formation result<strong>in</strong>g<br />
from worldwide <strong>in</strong>terconnectedness triggers rather confusion than clarification.<br />
Christian Abegglen<br />
Dr.oec.HSG<br />
Chairman of the Board<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess <strong>School</strong><br />
4<br />
At last <strong>in</strong> many companies the awareness<br />
expands that short term, isolated and too simple<br />
<strong>in</strong>terventions can’t solve the chang<strong>in</strong>g problems<br />
with<strong>in</strong> a complex world. The recent economy<br />
demands more – it demands an <strong>in</strong>tegrative<br />
approach enabl<strong>in</strong>g companies to re-position if<br />
not re<strong>in</strong>vent themselves.<br />
It is the merit of Prof. Dr. Dres. h.c. Hans Ulrich<br />
recogniz<strong>in</strong>g these developments as one of the<br />
first and deal<strong>in</strong>g <strong>in</strong>tensely with them with colleagues<br />
of the university of <strong>St</strong>. <strong>Gallen</strong>.<br />
His successor Prof. Dr. Dres. h.c. Knut Bleicher<br />
optimized the model of Ulrich and developed the<br />
Concept of Integrated <strong>Management</strong>, that bears<br />
up tumultuous developments (9th Edition 2017).<br />
Bus<strong>in</strong>ess <strong>School</strong> <strong>St</strong>. <strong>Gallen</strong><br />
The sem<strong>in</strong>ar program of the Bus<strong>in</strong>ess <strong>School</strong><br />
<strong>St</strong>. <strong>Gallen</strong> is based on the “<strong>St</strong>. <strong>Gallen</strong> Concept of<br />
an Integrated <strong>Management</strong>”. Today, this <strong>St</strong>. <strong>Gallen</strong><br />
<strong>Management</strong>-Concept is standard with<strong>in</strong> modern<br />
management tra<strong>in</strong><strong>in</strong>g and development.<br />
The Concept of Integrated <strong>Management</strong> provides a<br />
mental map and steer<strong>in</strong>g aid which meet the needs<br />
of today’s very complex and global challenges. But<br />
the <strong>St</strong>. <strong>Gallen</strong> Approach advanced by Professor Knut<br />
Bleicher <strong>in</strong>tentionally isn’t a recipe or a nostrum.<br />
In fact it offers a perfect framework – a “framework<br />
for mean<strong>in</strong>g” (Ulrich) – which helps managers<br />
to identify and solve problems by themselves.<br />
Therefore the experienced manager gets via <strong>in</strong>tegrated<br />
process concepts essential thought-provok<strong>in</strong>g<br />
impulses and <strong>in</strong>struments that enable him apply<strong>in</strong>g<br />
the holistic <strong>St</strong>. <strong>Gallen</strong> body of thought with<strong>in</strong> the<br />
own company. As a consequence answers and basic<br />
concepts <strong>in</strong> order to deal with permanent change<br />
emerge.<br />
The <strong>St</strong>. <strong>Gallen</strong> Concept by Professor Bleicher has been<br />
recently published <strong>in</strong> the 9th edition (2017) and has<br />
accomplished a constant place <strong>in</strong> management literature.<br />
Although at the moment the enhancements<br />
of the <strong>St</strong>. <strong>Gallen</strong> Model focus on ethical aspects <strong>in</strong><br />
the sense of Corporate Citizenship and process-optimiz<strong>in</strong>g,<br />
the Integrated <strong>Management</strong> Concept of Knut<br />
Bleicher rema<strong>in</strong>s the central pillar of the <strong>St</strong>. <strong>Gallen</strong><br />
understand<strong>in</strong>g of management. Moreover this <strong>in</strong>tegrated<br />
approach marks an explicit opposite pole to<br />
unidimensional management th<strong>in</strong>k<strong>in</strong>g especially<br />
widely spread among anglo-american areas.<br />
Faculty<br />
The nearby 100 lecturers (scientists, senior consultants,<br />
practitioners) of the <strong>St</strong>. <strong>Gallen</strong> Bus<strong>in</strong>ess<br />
<strong>School</strong> are proven experts with<strong>in</strong> their area of<br />
expertise and convey their knowledge <strong>in</strong> a topclass<br />
and implementation-oriented manner.<br />
Dr. Christian Abegglen<br />
President of the Board<br />
€ 64,00 [ D ]<br />
Herausgegeben von Christian Abegglen<br />
Swiridoff<br />
M A N A G E M E N T<br />
Bleicher, Abegglen<br />
DAS KONZEPT<br />
INTEGRIERTES MANAGEMENT<br />
Bleicher <strong>Management</strong> im Wandel<br />
Meilenste<strong>in</strong>e der Entwicklung e<strong>in</strong>es Integrierten <strong>Management</strong>s<br />
Meilenste<strong>in</strong>e<br />
Integriertes<br />
<strong>Management</strong> 1<br />
Swiridoff – SGBBT<br />
Knut Bleicher<br />
mit Christian Abegglen<br />
DAS KONZEPT<br />
INTEGRIERTES<br />
MANAGEMENT<br />
Visionen – Missionen –<br />
Programme<br />
9., aktualisierte und erweiterte<br />
Auflage des <strong>St</strong>andardwerks<br />
“The Concept of<br />
Integrated<br />
<strong>Management</strong>”<br />
(Campus, 9th edition)<br />
Herausgegeben von Christian Abegglen<br />
Swiridoff<br />
<strong>St</strong>. Galler<br />
<strong>Management</strong>-<br />
Konzept<br />
9th Edition 2017<br />
Knut Bleicher<br />
Human Resources <strong>Management</strong><br />
Meilenste<strong>in</strong>e der Entwicklung e<strong>in</strong>es Integrierten <strong>Management</strong>s<br />
Herausgegeben von Christian Abegglen<br />
Swiridoff<br />
Knut Bleicher<br />
Human Resources<br />
<strong>Management</strong><br />
Published by<br />
Christian Abegglen<br />
Knut Bleicher<br />
Normatives und <strong>St</strong>rategisches <strong>Management</strong><br />
Meilenste<strong>in</strong>e der Entwicklung e<strong>in</strong>es Integrierten <strong>Management</strong>s 3<br />
Herausgegeben von Christian Abegglen<br />
Knut Bleicher<br />
<strong>Management</strong> im Wandel<br />
Meilenste<strong>in</strong>e der Entwicklung e<strong>in</strong>es Integrierten <strong>Management</strong>s 1<br />
Herausgegeben von Christian Abegglen<br />
Swiridoff<br />
leicher <strong>St</strong> rukturen & Kulture B n<br />
Knut Bleicher<br />
<strong>Management</strong> <strong>in</strong> Transition<br />
Published by<br />
Christian Abegglen<br />
5<br />
Swiridoff<br />
Knut Bleicher<br />
Normative und<br />
<strong>St</strong>rategic<br />
<strong>Management</strong><br />
Published by<br />
Christian Abegglen<br />
Meilenste<strong>in</strong>e<br />
Integriertes<br />
M anagement 2<br />
Swiridoff<br />
Knut Bleicher<br />
Corporate Dynamics<br />
Meilenste<strong>in</strong>e der Entwicklung e<strong>in</strong>es Integrierten <strong>Management</strong>s<br />
Herausgegeben von Christian Abegglen<br />
Swiridoff<br />
Knut Bleicher<br />
Human Resources<br />
<strong>Management</strong><br />
Published by<br />
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Knut Bleicher<br />
<strong>Management</strong>systeme<br />
Meilenste<strong>in</strong>e der Entwicklung e<strong>in</strong>es Integrierten <strong>Management</strong>s 4<br />
Herausgegeben von Christian Abegglen<br />
Swiridoff<br />
Knut Bleicher<br />
<strong>Management</strong>systems<br />
Published by<br />
Christian Abegglen<br />
Knut Bleicher<br />
<strong>St</strong>rukturen und Kulturen<br />
Meilenste<strong>in</strong>e der Entwicklung e<strong>in</strong>es Integrierten <strong>Management</strong>s 2<br />
Herausgegeben von Christian Abegglen<br />
Swiridoff<br />
Knut Bleicher<br />
<strong>St</strong>ructures & Cultures<br />
of Organizations <strong>in</strong><br />
Transition<br />
Published by<br />
Christian Abegglen<br />
6
<strong>St</strong>. Galler Bus<strong>in</strong>ess <strong>School</strong> 5<br />
The essential tra<strong>in</strong><strong>in</strong>g categories of the<br />
<strong>St</strong>. <strong>Gallen</strong> Bus<strong>in</strong>ess <strong>School</strong> are:<br />
Executive <strong>Management</strong> Tra<strong>in</strong><strong>in</strong>g<br />
Courses for top managers, that have already proofed their<br />
competences will<strong>in</strong>g to enhance and update their knowledge.<br />
Junior <strong>Management</strong> Tra<strong>in</strong><strong>in</strong>g<br />
Courses for high potentials and young leaders, middle<br />
management or experts without general management knowledge.<br />
Specialist Tra<strong>in</strong><strong>in</strong>g<br />
Courses for managers, specialists and staff employees that<br />
want to improve their knowledge <strong>in</strong> fields of f<strong>in</strong>ances, controll<strong>in</strong>g,<br />
market<strong>in</strong>g, strategy, leadership and much more.<br />
<strong>International</strong> Education<br />
A lot of classical management courses are conducted <strong>in</strong> Switzerland<br />
<strong>in</strong> the <strong>English</strong> Language. Moreover Anglophone tra<strong>in</strong><strong>in</strong>gs<br />
<strong>in</strong> fields of strategy, leadership, f<strong>in</strong>ances and market<strong>in</strong>g<br />
take place <strong>in</strong> Boston (Harvard Club), London (LSE), Shanghai<br />
(CEIBS) and Cracow collaborat<strong>in</strong>g with local universities and<br />
companies.<br />
<strong>Management</strong>-Congress <strong>St</strong>. <strong>Gallen</strong><br />
Each year mid-September the <strong>Management</strong>-Congress <strong>St</strong>. <strong>Gallen</strong><br />
takes place <strong>in</strong> <strong>St</strong>. <strong>Gallen</strong>.<br />
<strong>2018</strong>: September 21, <strong>St</strong>. <strong>Gallen</strong><br />
2019: September 20, <strong>St</strong>. <strong>Gallen</strong><br />
MBA-, Master- & Diploma course of studies<br />
Extra-occupational further educations, that comb<strong>in</strong>e distance learn<strong>in</strong>g<br />
with attendance at sem<strong>in</strong>ars respectively colloquia and end<br />
with a diploma, master or (an academic) MBA. The MBA-, Master- &<br />
Diploma course of studies are aimed at achievement-oriented, experienced<br />
leaders will<strong>in</strong>g to ga<strong>in</strong> knowledge go<strong>in</strong>g beyond s<strong>in</strong>gle sem<strong>in</strong>ars<br />
but not hav<strong>in</strong>g the time for a full time academic study. Instead<br />
of that they decide to attend an extra-occupational education <strong>in</strong><br />
step with actual practice that – depend<strong>in</strong>g on their <strong>in</strong>dividual aims –<br />
can lead to an academic MBA.<br />
Inhouse Educations<br />
In-house (further) educations are a very fast grow<strong>in</strong>g field of activity.<br />
Tailored sem<strong>in</strong>ars and workshops, <strong>in</strong>dividually <strong>in</strong> l<strong>in</strong>e with specific<br />
customer needs are conducted <strong>in</strong> the German, <strong>English</strong>, French, Spanish,<br />
Greek or Polish language.<br />
About <strong>St</strong>. <strong>Gallen</strong> Bus<strong>in</strong>ess <strong>School</strong><br />
SGBS: Overview<br />
<strong>St</strong>.Galler<br />
Bus<strong>in</strong>ess <strong>School</strong><br />
<strong>Management</strong>-Ausbildung<br />
• Sem<strong>in</strong>are & Lehrgänge<br />
• Diplomstudiengänge<br />
• Inhouse-Sem<strong>in</strong>are<br />
• Consult<strong>in</strong>g<br />
• <strong>Management</strong>-Publikationen & Tools<br />
• <strong>Management</strong>-Kongress<br />
• Alumni-Club SGBS<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess <strong>School</strong> • Rosenbergstrasse 36 • CH-9000 <strong>St</strong>. <strong>Gallen</strong><br />
Tel. 0041 (0)71 225 40 80 • Fax 0041 (0)71 225 40 89<br />
www.sgbs.com • sem<strong>in</strong>are@sgbs.com<br />
<strong>St</strong>. Galler<br />
Bus<strong>in</strong>ess <strong>School</strong><br />
• <strong>Sem<strong>in</strong>ars</strong> & Courses<br />
• MBA- & Diploma Degrees<br />
• Inhouse-<strong>Sem<strong>in</strong>ars</strong><br />
• Consult<strong>in</strong>g<br />
• <strong>Management</strong>-Publications & Tools<br />
• <strong>Management</strong>-Congress<br />
• Alumni-Club SGBS<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess <strong>School</strong> • Rosenbergstrasse 36 • CH-9000 <strong>St</strong>. <strong>Gallen</strong><br />
Tel. 0041 (0)71 225 40 80 • Fax 0041 (0)71 225 40 89<br />
www.sgbs.ch • sem<strong>in</strong>are@sgbs.ch<br />
<strong>Management</strong>-Education<br />
MBA- & Diploma<br />
Degrees<br />
Inhouse<br />
<strong>Sem<strong>in</strong>ars</strong><br />
Consult<strong>in</strong>g<br />
F<strong>in</strong>ance<br />
<strong>Sem<strong>in</strong>ars</strong><br />
Leadership<br />
<strong>Sem<strong>in</strong>ars</strong><br />
<strong>St</strong>rategy- &<br />
Market<strong>in</strong>g-<br />
<strong>Sem<strong>in</strong>ars</strong><br />
Junior<br />
<strong>Sem<strong>in</strong>ars</strong><br />
Executive<br />
<strong>Sem<strong>in</strong>ars</strong><br />
<strong>St</strong>rategy und Market<strong>in</strong>g <strong>Sem<strong>in</strong>ars</strong><br />
• <strong>St</strong>.Galler Market<strong>in</strong>g Programm 2x4 days<br />
• <strong>St</strong>.Galler Verkaufs- & Vertriebsmanagement Programm 2x4 days<br />
• <strong>St</strong>rategisches <strong>Management</strong> für Executives 2x4 days<br />
• <strong>St</strong>rategie-Week Boston 5 days<br />
Junior <strong>Management</strong> <strong>Sem<strong>in</strong>ars</strong><br />
• <strong>St</strong>.Galler Junior Bus<strong>in</strong>ess <strong>School</strong> 11 days<br />
• <strong>Management</strong>-Intensivkurs für Nicht-Betriebswirtschafter 7 days<br />
• General <strong>Management</strong> Sem<strong>in</strong>ar for Juniors 5 days<br />
• <strong>St</strong>.Galler Betriebswirtschaftslehrgang 3x4 days<br />
Executive <strong>Management</strong> <strong>Sem<strong>in</strong>ars</strong><br />
• <strong>International</strong> Senior <strong>Management</strong> Program 3 weeks<br />
• General <strong>Management</strong> Sem<strong>in</strong>ar für Executives 4 days<br />
• <strong>St</strong>.Galler Executive Bus<strong>in</strong>ess <strong>School</strong> 2x5 days<br />
• Effective <strong>Management</strong> Program for Executives 2x4 days<br />
F<strong>in</strong>ancial <strong>Management</strong><br />
• <strong>St</strong>.Galler F<strong>in</strong>anzlehrgang 2x4 days<br />
• <strong>St</strong>.Galler Controller Programm 3x4 days<br />
• Grundlagen F<strong>in</strong>anz- und Rechnungswesen 4 days<br />
• F<strong>in</strong>ance-Week London 4 days<br />
Leadership <strong>Sem<strong>in</strong>ars</strong><br />
• Leadership - <strong>St</strong>. Galler Führungsprogramm 2x4 days<br />
• Die eigene <strong>Management</strong>-Kraft steigern 2x4 days<br />
• Leadership-Week Boston 5 days<br />
• Persönliche Führungskompetenz 2x4 days<br />
<strong>Management</strong>-<strong>Sem<strong>in</strong>ars</strong><br />
Wissenschaftliche Gesamtleitung<br />
Prof. Dr.<br />
. @sgbs.com<br />
Die Sem<strong>in</strong>are & Lehrgänge stehen<br />
unter der wissenschaftlichen<br />
Leitung von Prof. Dr. Robert<br />
.<br />
Der Dozentenstab vere<strong>in</strong>igt<br />
Persönlichkeiten aus Wissenschaft,<br />
<strong>Management</strong>beratung<br />
und Praxis.<br />
Christian Abegglen<br />
Dr. oec. HSG<br />
christian.abegglen@sgbs.com<br />
Peter Zehnder<br />
lic.rer.pol.<br />
peter.zehnder@sgbs.com<br />
Director Consult<strong>in</strong>g<br />
Präsident des Verwaltungsrates<br />
Robert Neumann<br />
robert neumann<br />
Neumann<br />
<strong>St</strong>rategie und Market<strong>in</strong>g Sem<strong>in</strong>are<br />
• <strong>St</strong>.Galler Market<strong>in</strong>g Programm 2x4 Tage<br />
• <strong>St</strong>.Galler Verkaufs- & Vertriebsmanagement Programm 2x4 Tage<br />
• <strong>St</strong>rategisches <strong>Management</strong> für Executives 2x4 Tage<br />
• <strong>St</strong>rategie-Week Boston 5 Tage<br />
Junior <strong>Management</strong> Sem<strong>in</strong>are<br />
• <strong>St</strong>.Galler Junior Bus<strong>in</strong>ess <strong>School</strong> 11 Tage<br />
• <strong>Management</strong>-Intensivkurs für Nicht-Betriebswirtschafter 7 Tage<br />
• General <strong>Management</strong> Sem<strong>in</strong>ar für Juniors 5 Tage<br />
• <strong>St</strong>.Galler Betriebswirtschaftslehrgang 3x4 Tage<br />
Executive <strong>Management</strong> Sem<strong>in</strong>are<br />
• <strong>International</strong> Senior <strong>Management</strong> Programm 3 Wochen<br />
• General <strong>Management</strong> Sem<strong>in</strong>ar für Executives 4 Tage<br />
• <strong>St</strong>.Galler Executive Bus<strong>in</strong>ess <strong>School</strong> 2x5 Tage<br />
• Effective <strong>Management</strong> Programm für Executives 2x4 Tage<br />
F<strong>in</strong>anzmanagement<br />
• <strong>St</strong>.Galler F<strong>in</strong>anzlehrgang 2x4 Tage<br />
• <strong>St</strong>.Galler Controller Programm 3x4 Tage<br />
• Grundlagen F<strong>in</strong>anz- und Rechnungswesen 4 Tage<br />
• F<strong>in</strong>ance-Week London 4 Tage<br />
Leadership Sem<strong>in</strong>are<br />
• Leadership - <strong>St</strong>. Galler Führungsprogramm 2x4 Tage<br />
• Die eigene <strong>Management</strong>-Kraft steigern 2x4 Tage<br />
• Leadership-Week Boston 5 Tage<br />
• Persönliche Führungskompetenz 2x4 Tage<br />
<strong>Management</strong>-Sem<strong>in</strong>are<br />
Wissenschaftliche Gesamtleitung<br />
Prof. Dr.<br />
. @sgbs.com<br />
Die Sem<strong>in</strong>are & Lehrgänge stehen<br />
unter der wissenschaftlichen<br />
Leitung von Prof. Dr. Robert<br />
.<br />
Der Dozentenstab vere<strong>in</strong>igt<br />
Persönlichkeiten aus Wissenschaft,<br />
<strong>Management</strong>beratung<br />
und Praxis.<br />
Christian Abegglen<br />
Dr. oec. HSG<br />
christian.abegglen@sgbs.com<br />
Peter Zehnder<br />
lic.rer.pol.<br />
peter.zehnder@sgbs.com<br />
Director Consult<strong>in</strong>g<br />
Präsident des Verwaltungsrates<br />
Robert Neumann<br />
robert neumann<br />
Neumann<br />
<strong>St</strong>rategie und Market<strong>in</strong>g Sem<strong>in</strong>are<br />
• <strong>St</strong>.Galler Market<strong>in</strong>g Programm 2x4 Tage<br />
• <strong>St</strong>.Galler Verkaufs- & Vertriebsmanagement Programm 2x4 Tage<br />
• <strong>St</strong>rategisches <strong>Management</strong> für Executives 2x4 Tage<br />
• <strong>St</strong>rategie-Week Boston 5 Tage<br />
Junior <strong>Management</strong> Sem<strong>in</strong>are<br />
• <strong>St</strong>.Galler Junior Bus<strong>in</strong>ess <strong>School</strong> 11 Tage<br />
• <strong>Management</strong>-Intensivkurs für Nicht-Betriebswirtschafter 7 Tage<br />
• General <strong>Management</strong> Sem<strong>in</strong>ar für Juniors 5 Tage<br />
• <strong>St</strong>.Galler Betriebswirtschaftslehrgang 3x4 Tage<br />
Executive <strong>Management</strong> Sem<strong>in</strong>are<br />
• <strong>International</strong> Senior <strong>Management</strong> Programm 3 Wochen<br />
• General <strong>Management</strong> Sem<strong>in</strong>ar für Executives 4 Tage<br />
• <strong>St</strong>.Galler Executive Bus<strong>in</strong>ess <strong>School</strong> 2x5 Tage<br />
• Effective <strong>Management</strong> Programm für Executives 2x4 Tage<br />
F<strong>in</strong>anzmanagement<br />
• <strong>St</strong>.Galler F<strong>in</strong>anzlehrgang 2x4 Tage<br />
• <strong>St</strong>.Galler Controller Programm 3x4 Tage<br />
• Grundlagen F<strong>in</strong>anz- und Rechnungswesen 4 Tage<br />
• F<strong>in</strong>ance-Week London 4 Tage<br />
Leadership Sem<strong>in</strong>are<br />
• Leadership - <strong>St</strong>. Galler Führungsprogramm 2x4 Tage<br />
• Die eigene <strong>Management</strong>-Kraft steigern 2x4 Tage<br />
• Leadership-Week Boston 5 Tage<br />
• Persönliche Führungskompetenz 2x4 Tage<br />
<strong>Management</strong>-Sem<strong>in</strong>are<br />
Wissenschaftliche Gesamtleitung<br />
Prof. Dr.<br />
. @sgbs.com<br />
Die Sem<strong>in</strong>are & Lehrgänge stehen<br />
unter der wissenschaftlichen<br />
Leitung von Prof. Dr. Robert<br />
.<br />
Der Dozentenstab vere<strong>in</strong>igt<br />
Persönlichkeiten aus Wissenschaft,<br />
<strong>Management</strong>beratung<br />
und Praxis.<br />
Christian Abegglen<br />
Dr. oec. HSG<br />
christian.abegglen@sgbs.com<br />
Peter Zehnder<br />
lic.rer.pol.<br />
peter.zehnder@sgbs.com<br />
Director Consult<strong>in</strong>g<br />
Präsident des Verwaltungsrates<br />
Robert Neumann<br />
robert neumann<br />
Neumann<br />
Präsidentof the Executive Board Scientific Director MBA Programs Director Consult<strong>in</strong>g Director Consult<strong>in</strong>g<br />
Christian Abegglen<br />
Dr. oec. HSG<br />
christian.abegglen@sgbs.ch<br />
Robert Neumann<br />
Prof. Dr.<br />
robert.neumann@sgbs.ch<br />
Peter Zehnder<br />
lic. rer. pol<br />
peter.zehnder@sgbs.ch<br />
Andreas Rippberger<br />
Dipl. Betr.-Wirt.<br />
andreas.rippberger@sgbs.ch<br />
Speakers are experts <strong>in</strong> fields of sciences, consult<strong>in</strong>g and management.<br />
<strong>St</strong>rategie und Market<strong>in</strong>g Sem<strong>in</strong>are<br />
• <strong>St</strong>.Galler Market<strong>in</strong>g Programm 2x4 Tage<br />
• <strong>St</strong>.Galler Verkaufs- & Vertriebsmanagement Programm 2x4 Tage<br />
• <strong>St</strong>rategisches <strong>Management</strong> für Executives 2x4 Tage<br />
• <strong>St</strong>rategie-Week Boston 5 Tage<br />
Junior <strong>Management</strong> Sem<strong>in</strong>are<br />
• <strong>St</strong>.Galler Junior Bus<strong>in</strong>ess <strong>School</strong> 11 Tage<br />
• <strong>Management</strong>-Intensivkurs für Nicht-Betriebswirtschafter 7 Tage<br />
• General <strong>Management</strong> Sem<strong>in</strong>ar für Juniors 5 Tage<br />
• <strong>St</strong>.Galler Betriebswirtschaftslehrgang 3x4 Tage<br />
Executive <strong>Management</strong> Sem<strong>in</strong>are<br />
• <strong>International</strong> Senior <strong>Management</strong> Programm 3 Wochen<br />
• General <strong>Management</strong> Sem<strong>in</strong>ar für Executives 4 Tage<br />
• <strong>St</strong>.Galler Executive Bus<strong>in</strong>ess <strong>School</strong> 2x5 Tage<br />
• Effective <strong>Management</strong> Programm für Executives 2x4 Tage<br />
F<strong>in</strong>anzmanagement<br />
• <strong>St</strong>.Galler F<strong>in</strong>anzlehrgang 2x4 Tage<br />
• <strong>St</strong>.Galler Controller Programm 3x4 Tage<br />
• Grundlagen F<strong>in</strong>anz- und Rechnungswesen 4 Tage<br />
• F<strong>in</strong>ance-Week London 4 Tage<br />
Leadership Sem<strong>in</strong>are<br />
• Leadership - <strong>St</strong>. Galler Führungsprogramm 2x4 Tage<br />
• Die eigene <strong>Management</strong>-Kraft steigern 2x4 Tage<br />
• Leadership-Week Boston 5 Tage<br />
• Persönliche Führungskompetenz 2x4 Tage<br />
<strong>Management</strong>-Sem<strong>in</strong>are<br />
Wissenschaftliche Gesamtleitung<br />
Prof. Dr.<br />
. @sgbs.com<br />
Die Sem<strong>in</strong>are & Lehrgänge stehen<br />
unter der wissenschaftlichen<br />
Leitung von Prof. Dr. Robert<br />
.<br />
Der Dozentenstab vere<strong>in</strong>igt<br />
Persönlichkeiten aus Wissenschaft,<br />
<strong>Management</strong>beratung<br />
und Praxis.<br />
Christian Abegglen<br />
Dr. oec. HSG<br />
christian.abegglen@sgbs.com<br />
Peter Zehnder<br />
lic.rer.pol.<br />
peter.zehnder@sgbs.com<br />
Director Consult<strong>in</strong>g<br />
Präsident des Verwaltungsrates<br />
Robert Neumann<br />
robert neumann<br />
Neumann<br />
<strong>St</strong>rategie und Market<strong>in</strong>g Sem<strong>in</strong>are<br />
• <strong>St</strong>.Galler Market<strong>in</strong>g Programm 2x4 Tage<br />
• <strong>St</strong>.Galler Verkaufs- & Vertriebsmanagement Programm 2x4 Tage<br />
• <strong>St</strong>rategisches <strong>Management</strong> für Executives 2x4 Tage<br />
• <strong>St</strong>rategie-Week Boston 5 Tage<br />
Junior <strong>Management</strong> Sem<strong>in</strong>are<br />
• <strong>St</strong>.Galler Junior Bus<strong>in</strong>ess <strong>School</strong> 11 Tage<br />
• <strong>Management</strong>-Intensivkurs für Nicht-Betriebswirtschafter 7 Tage<br />
• General <strong>Management</strong> Sem<strong>in</strong>ar für Juniors 5 Tage<br />
• <strong>St</strong>.Galler Betriebswirtschaftslehrgang 3x4 Tage<br />
Executive <strong>Management</strong> Sem<strong>in</strong>are<br />
• <strong>International</strong> Senior <strong>Management</strong> Programm 3 Wochen<br />
• General <strong>Management</strong> Sem<strong>in</strong>ar für Executives 4 Tage<br />
• <strong>St</strong>.Galler Executive Bus<strong>in</strong>ess <strong>School</strong> 2x5 Tage<br />
• Effective <strong>Management</strong> Programm für Executives 2x4 Tage<br />
F<strong>in</strong>anzmanagement<br />
• <strong>St</strong>.Galler F<strong>in</strong>anzlehrgang 2x4 Tage<br />
• <strong>St</strong>.Galler Controller Programm 3x4 Tage<br />
• Grundlagen F<strong>in</strong>anz- und Rechnungswesen 4 Tage<br />
• F<strong>in</strong>ance-Week London 4 Tage<br />
Leadership Sem<strong>in</strong>are<br />
• Leadership - <strong>St</strong>. Galler Führungsprogramm 2x4 Tage<br />
• Die eigene <strong>Management</strong>-Kraft steigern 2x4 Tage<br />
• Leadership-Week Boston 5 Tage<br />
• Persönliche Führungskompetenz 2x4 Tage<br />
<strong>Management</strong>-Sem<strong>in</strong>are<br />
Wissenschaftliche Gesamtleitung<br />
Prof. Dr.<br />
. @sgbs.com<br />
Die Sem<strong>in</strong>are & Lehrgänge stehen<br />
unter der wissenschaftlichen<br />
Leitung von Prof. Dr. Robert<br />
.<br />
Der Dozentenstab vere<strong>in</strong>igt<br />
Persönlichkeiten aus Wissenschaft,<br />
<strong>Management</strong>beratung<br />
und Praxis.<br />
Christian Abegglen<br />
Dr. oec. HSG<br />
christian.abegglen@sgbs.com<br />
Peter Zehnder<br />
lic.rer.pol.<br />
peter.zehnder@sgbs.com<br />
Director Consult<strong>in</strong>g<br />
Präsident des Verwaltungsrates<br />
Robert Neumann<br />
robert neumann<br />
Neumann<br />
MBA- & Diploma Degrees<br />
We offer follow<strong>in</strong>g degrees:<br />
MBA-, Master- & General<br />
<strong>Management</strong>-Degrees:<br />
• <strong>International</strong> Executive MBA<br />
• Master of Bus<strong>in</strong>ess Adm<strong>in</strong>istration <strong>in</strong><br />
Integrated <strong>Management</strong><br />
• SGBS Master of <strong>Management</strong> <strong>St</strong>. <strong>Gallen</strong><br />
• Dipl. Betriebswirtschafter SGBS<br />
• General <strong>Management</strong>-Diplom SGBS<br />
• SGBS Junior <strong>Management</strong>-Zertifikat <strong>St</strong>. <strong>Gallen</strong><br />
8. Auflage<br />
2011<br />
(Knut Bleicher)<br />
Profession & Expert Degrees:<br />
• Dipl. Market<strong>in</strong>gleiter/<strong>in</strong> SGBS<br />
• Dipl. Verkaufsleiter/<strong>in</strong> SGBS<br />
• Dipl. F<strong>in</strong>anzleiter/<strong>in</strong> SGBS<br />
• Dipl. Controller/<strong>in</strong> SGBS<br />
• Leadership- & Human Resources<br />
<strong>Management</strong>-Diplom SGBS<br />
• Dipl. Consultant SGBS<br />
<strong>St</strong>. Galler<br />
Bus<strong>in</strong>ess <strong>School</strong><br />
<strong>International</strong><br />
Executive MBA<br />
<strong>St</strong>. Galler<br />
Bus<strong>in</strong>ess <strong>School</strong><br />
upgradeS<br />
your<br />
perSpective<br />
Berufsbegleitende akademische MBA-Ausbildung<br />
für obere und oberste Führungskräfte<br />
MBA<br />
INTERNATIONAL EXECUTIVE<br />
SEMINARE<br />
FERNSTUDIEN-<br />
MODULE<br />
KOLLOQUIEN<br />
PRAXISARBEIT<br />
www.sgbs.ch/mba<br />
BOSTON<br />
LONDON<br />
SHANGHAI<br />
2017-18<br />
upgradeS<br />
your<br />
perSpective.<br />
<strong>St</strong>. Galler<br />
Bus<strong>in</strong>ess <strong>School</strong><br />
MBA<br />
INTEGRIERTES MANAGEMENT<br />
Berufsbegleitende akademische<br />
MBA-Ausbildung für Führungskräfte<br />
<strong>St</strong>. Galler<br />
Bus<strong>in</strong>ess <strong>School</strong><br />
SEMINARE<br />
FERNSTUDIEN-<br />
MODULE<br />
KOLLOQUIEN<br />
PRAXISARBEIT<br />
Master of Bus<strong>in</strong>ess<br />
Adm<strong>in</strong>istration (MBA)<br />
<strong>in</strong> Integrated <strong>Management</strong> 2017–18<br />
www.sgbs.ch/mba<br />
Dipl. Betriebswirtschafter/<strong>in</strong><br />
SGBS®<br />
<strong>St</strong>.Galler Bus<strong>in</strong>ess <strong>School</strong><br />
DIPLOMAUSBILDUNGEN FÜR MANAGER/INNEN<br />
Master Diplome <strong>St</strong>.<strong>Gallen</strong><br />
Nächste <strong>St</strong>udienbeg<strong>in</strong>ne:<br />
Die Diplomlehrgänge der <strong>St</strong>.Galler Bus<strong>in</strong>ess <strong>School</strong><br />
– Anspruchsvolle und praxisnahe Aus- & Weiterbildung<br />
– Diplomabschluss SGBS<br />
– Basierend auf dem bewährten <strong>St</strong>.Galler <strong>Management</strong>-<br />
Konzept<br />
– Unter Wissenschaftlicher Leitung der <strong>St</strong>.Galler Bus<strong>in</strong>ess <strong>School</strong><br />
2017<br />
4. Januar 2016<br />
4. April 2016<br />
4. Juli 2016<br />
3. Oktober 2016<br />
<strong>St</strong>. Galler<br />
Bus<strong>in</strong>ess <strong>School</strong><br />
DIPLOMAUSBILDUNGEN FÜR MANAGER/INNEN<br />
<strong>2018</strong><br />
Master-Diplome <strong>St</strong>. <strong>Gallen</strong><br />
Die Diplomlehrgänge der<br />
<strong>St</strong>.Galler Bus<strong>in</strong>ess <strong>School</strong><br />
– Anspruchsvolle und praxisnahe<br />
Aus- & Weiterbildung<br />
– Diplomabschluss SGBS<br />
– Basierend auf dem bewährten<br />
<strong>St</strong>.Galler <strong>Management</strong>-Konzept<br />
– Unter wissenschaftlicher Leitung<br />
<strong>St</strong>udienbeg<strong>in</strong>ne:<br />
8. Januar <strong>2018</strong><br />
9. April <strong>2018</strong><br />
9. Juli <strong>2018</strong><br />
8. Oktober <strong>2018</strong><br />
Dipl. Market<strong>in</strong>gleiter/<strong>in</strong><br />
SGBS®<br />
«We work <strong>in</strong> yesterday‘s structures<br />
with today‘s ressources on tomorrows<br />
strategies with people who created<br />
yesterday‘s structures and are not<br />
go<strong>in</strong>g to be <strong>in</strong> the companies the day<br />
after tomorrow.<br />
The classic work of the <strong>St</strong>. <strong>Gallen</strong><br />
<strong>Management</strong> Approach<br />
<strong>in</strong> its 8 th edition.<br />
The standard with<strong>in</strong> modern management has<br />
been cont<strong>in</strong>uously developed and covers newest<br />
progresses <strong>in</strong> management.<br />
The <strong>St</strong>. <strong>Gallen</strong> <strong>Management</strong>-Concept is a holistic<br />
approach that <strong>in</strong>fluences susta<strong>in</strong>ably especially<br />
<strong>in</strong>ternational managers. Leaders f<strong>in</strong>d a framework<br />
for a long-term development of their company<br />
that helps <strong>in</strong>tegrat<strong>in</strong>g all activities <strong>in</strong> a<br />
master plan. Moreover ideas are offered that go<br />
far beyond daily bus<strong>in</strong>ess.<br />
<strong>St</strong>rategie und Market<strong>in</strong>g Sem<strong>in</strong>are<br />
• <strong>St</strong>.Galler Market<strong>in</strong>g Programm 2x4 Tage<br />
• <strong>St</strong>.Galler Verkaufs- & Vertriebsmanagement Programm 2x4 Tage<br />
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• <strong>St</strong>rategie-Week Boston 5 Tage<br />
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• <strong>Management</strong>-Intensivkurs für Nicht-Betriebswirtschafter 7 Tage<br />
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• General <strong>Management</strong> Sem<strong>in</strong>ar für Executives 4 Tage<br />
• <strong>St</strong>.Galler Executive Bus<strong>in</strong>ess <strong>School</strong> 2x5 Tage<br />
• Effective <strong>Management</strong> Programm für Executives 2x4 Tage<br />
F<strong>in</strong>anzmanagement<br />
• <strong>St</strong>.Galler F<strong>in</strong>anzlehrgang 2x4 Tage<br />
• <strong>St</strong>.Galler Controller Programm 3x4 Tage<br />
• Grundlagen F<strong>in</strong>anz- und Rechnungswesen 4 Tage<br />
• F<strong>in</strong>ance-Week London 4 Tage<br />
Leadership Sem<strong>in</strong>are<br />
• Leadership - <strong>St</strong>. Galler Führungsprogramm 2x4 Tage<br />
• Die eigene <strong>Management</strong>-Kraft steigern 2x4 Tage<br />
• Leadership-Week Boston 5 Tage<br />
• Persönliche Führungskompetenz 2x4 Tage<br />
<strong>Management</strong>-Sem<strong>in</strong>are<br />
Wissenschaftliche Gesamtleitung<br />
Prof. Dr.<br />
. @sgbs.com<br />
Die Sem<strong>in</strong>are & Lehrgänge stehen<br />
unter der wissenschaftlichen<br />
Leitung von Prof. Dr. Robert<br />
.<br />
Der Dozentenstab vere<strong>in</strong>igt<br />
Persönlichkeiten aus Wissenschaft,<br />
<strong>Management</strong>beratung<br />
und Praxis.<br />
Christian Abegglen<br />
Dr. oec. HSG<br />
christian.abegglen@sgbs.com<br />
Peter Zehnder<br />
lic.rer.pol.<br />
peter.zehnder@sgbs.com<br />
Director Consult<strong>in</strong>g<br />
Präsident des Verwaltungsrates<br />
Robert Neumann<br />
robert neumann<br />
Neumann<br />
<strong>St</strong>rategie und Market<strong>in</strong>g Sem<strong>in</strong>are<br />
• <strong>St</strong>.Galler Market<strong>in</strong>g Programm 2x4 Tage<br />
• <strong>St</strong>.Galler Verkaufs- & Vertriebsmanagement Programm 2x4 Tage<br />
• <strong>St</strong>rategisches <strong>Management</strong> für Executives 2x4 Tage<br />
• <strong>St</strong>rategie-Week Boston 5 Tage<br />
Junior <strong>Management</strong> Sem<strong>in</strong>are<br />
• <strong>St</strong>.Galler Junior Bus<strong>in</strong>ess <strong>School</strong> 11 Tage<br />
• <strong>Management</strong>-Intensivkurs für Nicht-Betriebswirtschafter 7 Tage<br />
• General <strong>Management</strong> Sem<strong>in</strong>ar für Juniors 5 Tage<br />
• <strong>St</strong>.Galler Betriebswirtschaftslehrgang 3x4 Tage<br />
Executive <strong>Management</strong> Sem<strong>in</strong>are<br />
• <strong>International</strong> Senior <strong>Management</strong> Programm 3 Wochen<br />
• General <strong>Management</strong> Sem<strong>in</strong>ar für Executives 4 Tage<br />
• <strong>St</strong>.Galler Executive Bus<strong>in</strong>ess <strong>School</strong> 2x5 Tage<br />
• Effective <strong>Management</strong> Programm für Executives 2x4 Tage<br />
F<strong>in</strong>anzmanagement<br />
• <strong>St</strong>.Galler F<strong>in</strong>anzlehrgang 2x4 Tage<br />
• <strong>St</strong>.Galler Controller Programm 3x4 Tage<br />
• Grundlagen F<strong>in</strong>anz- und Rechnungswesen 4 Tage<br />
• F<strong>in</strong>ance-Week London 4 Tage<br />
Leadership Sem<strong>in</strong>are<br />
• Leadership - <strong>St</strong>. Galler Führungsprogramm 2x4 Tage<br />
• Die eigene <strong>Management</strong>-Kraft steigern 2x4 Tage<br />
• Leadership-Week Boston 5 Tage<br />
• Persönliche Führungskompetenz 2x4 Tage<br />
<strong>Management</strong>-Sem<strong>in</strong>are<br />
Wissenschaftliche Gesamtleitung<br />
Prof. Dr.<br />
. @sgbs.com<br />
Die Sem<strong>in</strong>are & Lehrgänge stehen<br />
unter der wissenschaftlichen<br />
Leitung von Prof. Dr. Robert<br />
.<br />
Der Dozentenstab vere<strong>in</strong>igt<br />
Persönlichkeiten aus Wissenschaft,<br />
<strong>Management</strong>beratung<br />
und Praxis.<br />
Christian Abegglen<br />
Dr. oec. HSG<br />
christian.abegglen@sgbs.com<br />
Peter Zehnder<br />
lic.rer.pol.<br />
peter.zehnder@sgbs.com<br />
Director Consult<strong>in</strong>g<br />
Präsident des Verwaltungsrates<br />
Robert Neumann<br />
robert neumann<br />
Neumann<br />
<strong>Management</strong>-Publications<br />
The concept of Integrated <strong>Management</strong><br />
2015: 24 Years<br />
<strong>St</strong>. Galler Concept<br />
• Updated and upgraded with<br />
practical examples<br />
• New tools<br />
• For scientifically <strong>in</strong>terrested<br />
practitioners<br />
<strong>St</strong>rategie und Market<strong>in</strong>g Sem<strong>in</strong>are<br />
• <strong>St</strong>.Galler Market<strong>in</strong>g Programm 2x4 Tage<br />
• <strong>St</strong>.Galler Verkaufs- & Vertriebsmanagement Programm 2x4 Tage<br />
• <strong>St</strong>rategisches <strong>Management</strong> für Executives 2x4 Tage<br />
• <strong>St</strong>rategie-Week Boston 5 Tage<br />
Junior <strong>Management</strong> Sem<strong>in</strong>are<br />
• <strong>St</strong>.Galler Junior Bus<strong>in</strong>ess <strong>School</strong> 11 Tage<br />
• <strong>Management</strong>-Intensivkurs für Nicht-Betriebswirtschafter 7 Tage<br />
• General <strong>Management</strong> Sem<strong>in</strong>ar für Juniors 5 Tage<br />
• <strong>St</strong>.Galler Betriebswirtschaftslehrgang 3x4 Tage<br />
Executive <strong>Management</strong> Sem<strong>in</strong>are<br />
• <strong>International</strong> Senior <strong>Management</strong> Programm 3 Wochen<br />
• General <strong>Management</strong> Sem<strong>in</strong>ar für Executives 4 Tage<br />
• <strong>St</strong>.Galler Executive Bus<strong>in</strong>ess <strong>School</strong> 2x5 Tage<br />
• Effective <strong>Management</strong> Programm für Executives 2x4 Tage<br />
F<strong>in</strong>anzmanagement<br />
• <strong>St</strong>.Galler F<strong>in</strong>anzlehrgang 2x4 Tage<br />
• <strong>St</strong>.Galler Controller Programm 3x4 Tage<br />
• Grundlagen F<strong>in</strong>anz- und Rechnungswesen 4 Tage<br />
• F<strong>in</strong>ance-Week London 4 Tage<br />
Leadership Sem<strong>in</strong>are<br />
• Leadership - <strong>St</strong>. Galler Führungsprogramm 2x4 Tage<br />
• Die eigene <strong>Management</strong>-Kraft steigern 2x4 Tage<br />
• Leadership-Week Boston 5 Tage<br />
• Persönliche Führungskompetenz 2x4 Tage<br />
<strong>Management</strong>-Sem<strong>in</strong>are<br />
Wissenschaftliche Gesamtleitung<br />
Prof. Dr.<br />
. @sgbs.com<br />
Die Sem<strong>in</strong>are & Lehrgänge stehen<br />
unter der wissenschaftlichen<br />
Leitung von Prof. Dr. Robert<br />
.<br />
Der Dozentenstab vere<strong>in</strong>igt<br />
Persönlichkeiten aus Wissenschaft,<br />
<strong>Management</strong>beratung<br />
und Praxis.<br />
Christian Abegglen<br />
Dr. oec. HSG<br />
christian.abegglen@sgbs.com<br />
Peter Zehnder<br />
lic.rer.pol.<br />
peter.zehnder@sgbs.com<br />
Director Consult<strong>in</strong>g<br />
Präsident des Verwaltungsrates<br />
Robert Neumann<br />
robert neumann<br />
Neumann<br />
<strong>St</strong>rategie und Market<strong>in</strong>g Sem<strong>in</strong>are<br />
• <strong>St</strong>.Galler Market<strong>in</strong>g Programm 2x4 Tage<br />
• <strong>St</strong>.Galler Verkaufs- & Vertriebsmanagement Programm 2x4 Tage<br />
• <strong>St</strong>rategisches <strong>Management</strong> für Executives 2x4 Tage<br />
• <strong>St</strong>rategie-Week Boston 5 Tage<br />
Junior <strong>Management</strong> Sem<strong>in</strong>are<br />
• <strong>St</strong>.Galler Junior Bus<strong>in</strong>ess <strong>School</strong> 11 Tage<br />
• <strong>Management</strong>-Intensivkurs für Nicht-Betriebswirtschafter 7 Tage<br />
• General <strong>Management</strong> Sem<strong>in</strong>ar für Juniors 5 Tage<br />
• <strong>St</strong>.Galler Betriebswirtschaftslehrgang 3x4 Tage<br />
Executive <strong>Management</strong> Sem<strong>in</strong>are<br />
• <strong>International</strong> Senior <strong>Management</strong> Programm 3 Wochen<br />
• General <strong>Management</strong> Sem<strong>in</strong>ar für Executives 4 Tage<br />
• <strong>St</strong>.Galler Executive Bus<strong>in</strong>ess <strong>School</strong> 2x5 Tage<br />
• Effective <strong>Management</strong> Programm für Executives 2x4 Tage<br />
F<strong>in</strong>anzmanagement<br />
• <strong>St</strong>.Galler F<strong>in</strong>anzlehrgang 2x4 Tage<br />
• <strong>St</strong>.Galler Controller Programm 3x4 Tage<br />
• Grundlagen F<strong>in</strong>anz- und Rechnungswesen 4 Tage<br />
• F<strong>in</strong>ance-Week London 4 Tage<br />
Leadership Sem<strong>in</strong>are<br />
• Leadership - <strong>St</strong>. Galler Führungsprogramm 2x4 Tage<br />
• Die eigene <strong>Management</strong>-Kraft steigern 2x4 Tage<br />
• Leadership-Week Boston 5 Tage<br />
• Persönliche Führungskompetenz 2x4 Tage<br />
<strong>Management</strong>-Sem<strong>in</strong>are<br />
Wissenschaftliche Gesamtleitung<br />
Prof. Dr.<br />
. @sgbs.com<br />
Die Sem<strong>in</strong>are & Lehrgänge stehen<br />
unter der wissenschaftlichen<br />
Leitung von Prof. Dr. Robert<br />
.<br />
Der Dozentenstab vere<strong>in</strong>igt<br />
Persönlichkeiten aus Wissenschaft,<br />
<strong>Management</strong>beratung<br />
und Praxis.<br />
Christian Abegglen<br />
Dr. oec. HSG<br />
christian.abegglen@sgbs.com<br />
Peter Zehnder<br />
lic.rer.pol.<br />
peter.zehnder@sgbs.com<br />
Director Consult<strong>in</strong>g<br />
Präsident des Verwaltungsrates<br />
Robert Neumann<br />
robert neumann<br />
Neumann<br />
SGBS Alumni-Jahrbuch 2009 – 2010<br />
SGBS<br />
<strong>St</strong>.Galler<br />
Bus<strong>in</strong>ess <strong>School</strong><br />
SGBS<br />
<strong>St</strong>.Galler<br />
Bus<strong>in</strong>ess <strong>School</strong><br />
SGBS<br />
Alumni-Jahrbuch<br />
201<br />
ISBN 3-905379-21-X<br />
Schutzgebühr SFr. 15.–/€10.–<br />
ST. GALLER<br />
BUSINESS BOOKS & TOOLS<br />
ALUMNI-CLUB SERIES<br />
1<br />
Ganzheitliches <strong>Management</strong><br />
<strong>in</strong> der Praxis<br />
Ausgewählte Diplomarbeiten der<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess <strong>School</strong><br />
Band 1:<br />
Ideen- und Innovationsmanagement<br />
Christian Abegglen<br />
Herausgeber<br />
ST. GALLER<br />
BUSINESS BOOKS & TOOLS<br />
GENERAL MANAGEMENT SERIES<br />
Bus<strong>in</strong>ess<br />
Books & Tools<br />
P ERSONAL IM AG E<br />
Sprache – Kommunikation – Präsentation<br />
e<strong>in</strong>e Short-<strong>St</strong>ory für Führungskräfte und Manager<br />
von Uwe J. Hackbarth<br />
ST. GALLER<br />
BUSINESS BOOKS & TOOLS<br />
GENERAL MANAGEMENT SERIES<br />
Corporate Dynamics<br />
Erfolgreiches <strong>Management</strong> von Wandel<br />
aus studentischer Sicht<br />
Band 1<br />
Christian Abegglen<br />
Robert Neumann<br />
Herausgeber<br />
Christian Abegglen · Robert Neumann Corporate Dynamics · Band 1<br />
ST. GALLER<br />
BUSINESS BOOKS & TOOLS<br />
GENERAL MANAGEMENT SERIES<br />
EDITION GENERAL MANAGEMENT SERIES<br />
Nach den heftigen Beben der F<strong>in</strong>anzkrise zeichnen sich – zwar noch diffus<br />
– erste Anzeichen e<strong>in</strong>es Aufschwungs ab. Nach langen Monaten des<br />
„Durchhaltens“ gilt es nun für Unternehmer, Manager und Führungskräfte,<br />
den leichten wirtschaftlichen Aufw<strong>in</strong>d positiv zu nutzen. Das aktuelle<br />
Marktumfeld zeigt sich jedoch <strong>in</strong> gewandelter Form: Althergebrachte<br />
Patentrezepte, Pfadabhängigkeiten sowie Denkmuster von gestern s<strong>in</strong>d<br />
häufig nicht mehr wirkungsvoll. Vieles muss <strong>in</strong> Unternehmen nun neu und<br />
anders gemacht werden, vielerorts stehen Wandel, Veränderung und<br />
Fortschritt ganz oben auf der Tagesordnung. Entsprechend gross ist der<br />
Bedarf an wirksamen, ganzheitlichen und nachhaltigen Instrumenten und<br />
Denkhilfen.<br />
Mit dieser hochaktuellen Thematik beschäftigten sich <strong>St</strong>udenten der<br />
Vorlesung „Corporate Dynamics“ von Christian Abegglen an der Alpen-<br />
Adria-Universität Klagenfurt im Rahmen von studentischen Forschungsprojekten.<br />
In zwei Sammelbänden werden vorliegend als Resultat ausgesuchte<br />
Beiträge veröffentlicht. Dort werden bewährte <strong>Management</strong>-<br />
Instrumente wirksamer Initiierung, <strong>St</strong>euerung und Bewältigung von<br />
Wandel und Fortschritt dargestellt und mittels aktueller Fragestellungen<br />
<strong>in</strong>tensiv diskutiert. Methodische Grundlagen beider Bände s<strong>in</strong>d zwei zentrale<br />
Bauste<strong>in</strong>e der weith<strong>in</strong> bekannten <strong>St</strong>. Galler <strong>Management</strong>-Lehre:<br />
Systemorientiertes <strong>Management</strong> und das Lebenszyklus-Modell.<br />
Zielsetzung von Band 1 ist die Darstellung wesentlicher Voraussetzungen<br />
und <strong>St</strong>ellhebel erfolgreichen <strong>Management</strong>s von Veränderungen sowie die<br />
griffige Veranschaulichung der Grundlagen für optimales Handeln <strong>in</strong> turbulenten<br />
Zeiten. Obwohl die Notwendigkeiten zum Wandel vielerorts<br />
bewusst s<strong>in</strong>d, klagen Unternehmen über mangelnde Veränderungsbereitschaft.<br />
Mit der systematischen Suche nach Ursachen und Gründen dieses<br />
Mangels werden entlang der Phasen des Unternehmenslebenszyklus die<br />
Veränderungsfähigkeit e<strong>in</strong>es Unternehmens e<strong>in</strong>erseits sowie typische<br />
<strong>in</strong>terne Umsetzungshürden andererseits diskutiert. So s<strong>in</strong>d zunächst schrittweise<br />
<strong>in</strong>tern und extern relevante Faktoren identifiziert und beleuchtet.<br />
Dann wird aufgezeigt, wie diese wirksam abzugleichen s<strong>in</strong>d, damit die<br />
<strong>St</strong>osskraft e<strong>in</strong>es Unternehmens entlang der Reifephasen nachhaltig sichergestellt<br />
werden kann.<br />
Research & Publictions<br />
Milestones <strong>in</strong> the development<br />
of an Integrated <strong>Management</strong><br />
Swiridoff<br />
Knut Bleicher<br />
Meilenste<strong>in</strong>e der Entwicklung e<strong>in</strong>es Integrierten <strong>Management</strong>s<br />
Herausgegeben von Christian Abegglen<br />
3<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess Books & Tools<br />
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W issenschaf<br />
Normatives und <strong>St</strong>rategisches <strong>Management</strong><br />
9 783934 3 5 0892 ><br />
ISBN 3- 934350- 89- 5<br />
Swiridoff – SGBBT<br />
Bleicher <strong>Management</strong> im Wandel<br />
Swiridoff<br />
Knut Bleicher<br />
<strong>Management</strong> im Wandel<br />
Meilenste<strong>in</strong>e der Entwicklung e<strong>in</strong>es Integrierten <strong>Management</strong>s<br />
Herausgegeben von Christian Abegglen<br />
1<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess Books & Tools<br />
Wissenschaft<br />
Swiridoff<br />
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si esenim nonsenim aliquatue dio od modolor<br />
Herausgegeben von Christian Abegglen<br />
Meilenste<strong>in</strong>e<br />
Integriertes<br />
<strong>Management</strong> 1<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess Books & Tools<br />
Wissenschaft<br />
Meilenste<strong>in</strong>e der Entwicklung e<strong>in</strong>es Integrierten <strong>Management</strong>s<br />
9 7 8 3934 3 5 0892 ><br />
ISBN 3- 934350-89- 5<br />
Swiridoff<br />
leicher<br />
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rukturen & Kulture<br />
Swiridoff<br />
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Meilenste<strong>in</strong>e der Entwicklung e<strong>in</strong>es Integrierten <strong>Management</strong>s<br />
Herausgegeben von Christian Abegglen<br />
2<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess Books & Tools<br />
Wissenschaft<br />
Swiridoff<br />
Lore t<strong>in</strong>ibh ea facidui t<strong>in</strong> vercidunt lobore facil utpat etumsandiam euismolummy nissequat augueril<br />
et acilla augiate commy num vullut alis nullam, core vel esequisisi euipisim ad digna faciduisi.<br />
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dignisis auguerc<strong>in</strong> er sustrud doloborer si esenim nonsenim aliquatue dio od modolor Lore t<strong>in</strong>ibh<br />
ea facidui t<strong>in</strong> vercidunt lobore facil utpat etumsandiam euismolummy nissequat augueril et acilla<br />
augiate commy num vullut alis nullam, core vel esequisisi euipisim ad digna faciduisi. Lorperit iusto<br />
dolorem vendit, si tem zzriusto core m<strong>in</strong>cilluptat prat, commy nis acidunt alis dignisis auguerc<strong>in</strong> er<br />
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tem zzriusto core m<strong>in</strong>cilluptat prat, commy nis acidunt alis dignisis auguerc<strong>in</strong> er sustrud doloborer<br />
si esenim nonsenim aliquatue dio od modolor<br />
Herausgegeben von Christian Abegglen<br />
Meilenste<strong>in</strong>e<br />
Integriertes<br />
anagement<br />
M 2<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess Books & Tools<br />
Wissenschaft<br />
Entwicklung e<strong>in</strong>es Integrierten <strong>Management</strong>s<br />
Meilenste<strong>in</strong>e der<br />
<strong>St</strong>rukturen und Kulturen<br />
Swiridoff<br />
Knut Bleicher<br />
Meilenste<strong>in</strong>e der Entwicklung e<strong>in</strong>es Integrierten <strong>Management</strong>s<br />
Herausgegeben von Christian Abegglen<br />
6<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess Books & Tools<br />
t<br />
W issenschaf<br />
Corporate Dynamics<br />
Swiridoff<br />
Knut Bleicher<br />
<strong>Management</strong>systeme<br />
Meilenste<strong>in</strong>e der Entwicklung e<strong>in</strong>es Integrierten <strong>Management</strong>s<br />
Herausgegeben von Christian Abegglen<br />
4<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess Books & Tools<br />
t<br />
Wissenschaf<br />
Swiridoff<br />
Knut Bleicher<br />
Meilenste<strong>in</strong>e der Entwicklung e<strong>in</strong>es Integrierten <strong>Management</strong>s<br />
Herausgegeben von Christian Abegglen<br />
5<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess Books & Tools<br />
t<br />
W issenschaf<br />
Human Resources <strong>Management</strong><br />
• Volume 1: <strong>Management</strong> <strong>in</strong> Transition<br />
• Volume 2: <strong>St</strong>ructures & Cultures of<br />
Organizations <strong>in</strong> Transition<br />
• Volume 3: Normative und <strong>St</strong>rategic<br />
<strong>Management</strong><br />
• Volume 4: <strong>Management</strong>systems<br />
• Volume 5: Human Resources <strong>Management</strong><br />
• Volume 6: Corporate Dynamics<br />
<strong>Management</strong>-Congresses SGBS 2003-2014<br />
Review of the SGBS Alumni-Clubs<br />
<strong>St</strong>rategie und Market<strong>in</strong>g Sem<strong>in</strong>are<br />
• <strong>St</strong>.Galler Market<strong>in</strong>g Programm 2x4 Tage<br />
• <strong>St</strong>.Galler Verkaufs- & Vertriebsmanagement Programm 2x4 Tage<br />
• <strong>St</strong>rategisches <strong>Management</strong> für Executives 2x4 Tage<br />
• <strong>St</strong>rategie-Week Boston 5 Tage<br />
Junior <strong>Management</strong> Sem<strong>in</strong>are<br />
• <strong>St</strong>.Galler Junior Bus<strong>in</strong>ess <strong>School</strong> 11 Tage<br />
• <strong>Management</strong>-Intensivkurs für Nicht-Betriebswirtschafter 7 Tage<br />
• General <strong>Management</strong> Sem<strong>in</strong>ar für Juniors 5 Tage<br />
• <strong>St</strong>.Galler Betriebswirtschaftslehrgang 3x4 Tage<br />
Executive <strong>Management</strong> Sem<strong>in</strong>are<br />
• <strong>International</strong> Senior <strong>Management</strong> Programm 3 Wochen<br />
• General <strong>Management</strong> Sem<strong>in</strong>ar für Executives 4 Tage<br />
• <strong>St</strong>.Galler Executive Bus<strong>in</strong>ess <strong>School</strong> 2x5 Tage<br />
• Effective <strong>Management</strong> Programm für Executives 2x4 Tage<br />
F<strong>in</strong>anzmanagement<br />
• <strong>St</strong>.Galler F<strong>in</strong>anzlehrgang 2x4 Tage<br />
• <strong>St</strong>.Galler Controller Programm 3x4 Tage<br />
• Grundlagen F<strong>in</strong>anz- und Rechnungswesen 4 Tage<br />
• F<strong>in</strong>ance-Week London 4 Tage<br />
Leadership Sem<strong>in</strong>are<br />
• Leadership - <strong>St</strong>. Galler Führungsprogramm 2x4 Tage<br />
• Die eigene <strong>Management</strong>-Kraft steigern 2x4 Tage<br />
• Leadership-Week Boston 5 Tage<br />
• Persönliche Führungskompetenz 2x4 Tage<br />
<strong>Management</strong>-Sem<strong>in</strong>are<br />
Wissenschaftliche Gesamtleitung<br />
Prof. Dr.<br />
. @sgbs.com<br />
Die Sem<strong>in</strong>are & Lehrgänge stehen<br />
unter der wissenschaftlichen<br />
Leitung von Prof. Dr. Robert<br />
.<br />
Der Dozentenstab vere<strong>in</strong>igt<br />
Persönlichkeiten aus Wissenschaft,<br />
<strong>Management</strong>beratung<br />
und Praxis.<br />
Christian Abegglen<br />
Dr. oec. HSG<br />
christian.abegglen@sgbs.com<br />
Peter Zehnder<br />
lic.rer.pol.<br />
peter.zehnder@sgbs.com<br />
Director Consult<strong>in</strong>g<br />
Präsident des Verwaltungsrates<br />
Robert Neumann<br />
robert neumann<br />
Neumann<br />
<strong>St</strong>rategie und Market<strong>in</strong>g Sem<strong>in</strong>are<br />
• <strong>St</strong>.Galler Market<strong>in</strong>g Programm 2x4 Tage<br />
• <strong>St</strong>.Galler Verkaufs- & Vertriebsmanagement Programm 2x4 Tage<br />
• <strong>St</strong>rategisches <strong>Management</strong> für Executives 2x4 Tage<br />
• <strong>St</strong>rategie-Week Boston 5 Tage<br />
Junior <strong>Management</strong> Sem<strong>in</strong>are<br />
• <strong>St</strong>.Galler Junior Bus<strong>in</strong>ess <strong>School</strong> 11 Tage<br />
• <strong>Management</strong>-Intensivkurs für Nicht-Betriebswirtschafter 7 Tage<br />
• General <strong>Management</strong> Sem<strong>in</strong>ar für Juniors 5 Tage<br />
• <strong>St</strong>.Galler Betriebswirtschaftslehrgang 3x4 Tage<br />
Executive <strong>Management</strong> Sem<strong>in</strong>are<br />
• <strong>International</strong> Senior <strong>Management</strong> Programm 3 Wochen<br />
• General <strong>Management</strong> Sem<strong>in</strong>ar für Executives 4 Tage<br />
• <strong>St</strong>.Galler Executive Bus<strong>in</strong>ess <strong>School</strong> 2x5 Tage<br />
• Effective <strong>Management</strong> Programm für Executives 2x4 Tage<br />
F<strong>in</strong>anzmanagement<br />
• <strong>St</strong>.Galler F<strong>in</strong>anzlehrgang 2x4 Tage<br />
• <strong>St</strong>.Galler Controller Programm 3x4 Tage<br />
• Grundlagen F<strong>in</strong>anz- und Rechnungswesen 4 Tage<br />
• F<strong>in</strong>ance-Week London 4 Tage<br />
Leadership Sem<strong>in</strong>are<br />
• Leadership - <strong>St</strong>. Galler Führungsprogramm 2x4 Tage<br />
• Die eigene <strong>Management</strong>-Kraft steigern 2x4 Tage<br />
• Leadership-Week Boston 5 Tage<br />
• Persönliche Führungskompetenz 2x4 Tage<br />
<strong>Management</strong>-Sem<strong>in</strong>are<br />
Wissenschaftliche Gesamtleitung<br />
Prof. Dr.<br />
. @sgbs.com<br />
Die Sem<strong>in</strong>are & Lehrgänge stehen<br />
unter der wissenschaftlichen<br />
Leitung von Prof. Dr. Robert<br />
.<br />
Der Dozentenstab vere<strong>in</strong>igt<br />
Persönlichkeiten aus Wissenschaft,<br />
<strong>Management</strong>beratung<br />
und Praxis.<br />
Christian Abegglen<br />
Dr. oec. HSG<br />
christian.abegglen@sgbs.com<br />
Peter Zehnder<br />
lic.rer.pol.<br />
peter.zehnder@sgbs.com<br />
Director Consult<strong>in</strong>g<br />
Präsident des Verwaltungsrates<br />
Robert Neumann<br />
robert neumann<br />
Neumann<br />
<strong>Management</strong>-Congresses SGBS: <strong>in</strong> the middle of September <strong>in</strong> <strong>St</strong>. <strong>Gallen</strong><br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess <strong>School</strong> • Rosenbergstrasse 36 • CH-9000 <strong>St</strong>. <strong>Gallen</strong><br />
Tel. 0041 (0)71 225 40 80 • Fax 0041 (0)71 225 40 89<br />
www.sgbs.com • sem<strong>in</strong>are@sgbs.com<br />
<strong>Management</strong>-Kongresse der SGBS<br />
– Rückblick des SGBS Alumni-Clubs<br />
<strong>St</strong>.Galler<br />
Bus<strong>in</strong>ess <strong>School</strong><br />
D E U T S C H L A N D<br />
Dr. Christian Abegglen • Prof. Knut Bleicher • Helmut Bührle • Dr. Klaus v. Dohnanyi<br />
Peter Edelmann • Prof. Hans Georg Graf • Mark McGregor • Dr. Eckart von<br />
Hirschhausen<br />
• Joachim Hunold • Otto Ineichen • Prof. Dr. Wilfried Krüger<br />
General <strong>St</strong>ephan Kretschmer • Ole N. Nielsen • Karl-He<strong>in</strong>z Grosse Peclum • Prof. Dr. Hans<br />
Jobst Pleitner • Felix Richterich • Andreas Schell • Prof. Dr. Dres. Manuel R. Theisen<br />
Bett<strong>in</strong>a Würth • Prof. Dr. Rolf Wunderer • Prof. Dr. Hans A. Wüthrich<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess <strong>School</strong> • Rosenbergstrasse 36 • CH-9000 <strong>St</strong>. <strong>Gallen</strong><br />
Tel. 0041 (0)71 225 40 80 • Fax 0041 (0)71 225 40 89<br />
www.sgbs.com • sem<strong>in</strong>are@sgbs.com<br />
<strong>Management</strong>-Kongresse der SGBS<br />
– Rückblick des SGBS Alumni-Clubs<br />
<strong>St</strong>.Galler<br />
Bus<strong>in</strong>ess <strong>School</strong><br />
D E U T S C H L A N D<br />
Dr. Christian Abegglen • Prof. Knut Bleicher • Helmut Bührle • Dr. Klaus v. Dohnanyi<br />
Peter Edelmann • Prof. Hans Georg Graf • Mark McGregor • Dr. Eckart von<br />
Hirschhausen<br />
• Joachim Hunold • Otto Ineichen • Prof. Dr. Wilfried Krüger<br />
General <strong>St</strong>ephan Kretschmer • Ole N. Nielsen • Karl-He<strong>in</strong>z Grosse Peclum • Prof. Dr. Hans<br />
Jobst Pleitner • Felix Richterich • Andreas Schell • Prof. Dr. Dres. Manuel R. Theisen<br />
Bett<strong>in</strong>a Würth • Prof. Dr. Rolf Wunderer • Prof. Dr. Hans A. Wüthrich<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess <strong>School</strong> • Rosenbergstrasse 36 • CH-9000 <strong>St</strong>. <strong>Gallen</strong><br />
Tel. 0041 (0)71 225 40 80 • Fax 0041 (0)71 225 40 89<br />
www.sgbs.com • sem<strong>in</strong>are@sgbs.com<br />
<strong>Management</strong>-Kongresse der SGBS<br />
– Rückblick des SGBS Alumni-Clubs<br />
<strong>St</strong>.Galler<br />
Bus<strong>in</strong>ess <strong>School</strong><br />
D E U T S C H L A N D<br />
Dr. Christian Abegglen • Prof. Knut Bleicher • Helmut Bührle • Dr. Klaus v. Dohnanyi<br />
Peter Edelmann • Prof. Hans Georg Graf • Mark McGregor • Dr. Eckart von<br />
Hirschhausen<br />
• Joachim Hunold • Otto Ineichen • Prof. Dr. Wilfried Krüger<br />
General <strong>St</strong>ephan Kretschmer • Ole N. Nielsen • Karl-He<strong>in</strong>z Grosse Peclum • Prof. Dr. Hans<br />
Jobst Pleitner • Felix Richterich • Andreas Schell • Prof. Dr. Dres. Manuel R. Theisen<br />
Bett<strong>in</strong>a Würth • Prof. Dr. Rolf Wunderer • Prof. Dr. Hans A. Wüthrich<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess <strong>School</strong> • Rosenbergstrasse 36 • CH-9000 <strong>St</strong>. <strong>Gallen</strong><br />
Tel. 0041 (0)71 225 40 80 • Fax 0041 (0)71 225 40 89<br />
www.sgbs.com • sem<strong>in</strong>are@sgbs.com<br />
<strong>Management</strong>-Kongresse der SGBS<br />
– Rückblick des SGBS Alumni-Clubs<br />
<strong>St</strong>.Galler<br />
Bus<strong>in</strong>ess <strong>School</strong><br />
D E U T S C H L A N D<br />
Dr. Christian Abegglen • Prof. Knut Bleicher • Helmut Bührle • Dr. Klaus v. Dohnanyi<br />
Peter Edelmann • Prof. Hans Georg Graf • Mark McGregor • Dr. Eckart von<br />
Hirschhausen<br />
• Joachim Hunold • Otto Ineichen • Prof. Dr. Wilfried Krüger<br />
General <strong>St</strong>ephan Kretschmer • Ole N. Nielsen • Karl-He<strong>in</strong>z Grosse Peclum • Prof. Dr. Hans<br />
Jobst Pleitner • Felix Richterich • Andreas Schell • Prof. Dr. Dres. Manuel R. Theisen<br />
Bett<strong>in</strong>a Würth • Prof. Dr. Rolf Wunderer • Prof. Dr. Hans A. Wüthrich<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess <strong>School</strong> • Rosenbergstrasse 36 • CH-9000 <strong>St</strong>. <strong>Gallen</strong><br />
Tel. 0041 (0)71 225 40 80 • Fax 0041 (0)71 225 40 89<br />
www.sgbs.com • sem<strong>in</strong>are@sgbs.com<br />
<strong>Management</strong>-Kongresse der SGBS<br />
– Rückblick des SGBS Alumni-Clubs<br />
<strong>St</strong>.Galler<br />
Bus<strong>in</strong>ess <strong>School</strong><br />
D E U T S C H L A N D<br />
Dr. Christian Abegglen • Prof. Knut Bleicher • Helmut Bührle • Dr. Klaus v. Dohnanyi<br />
Peter Edelmann • Prof. Hans Georg Graf • Mark McGregor • Dr. Eckart von<br />
Hirschhausen<br />
• Joachim Hunold • Otto Ineichen • Prof. Dr. Wilfried Krüger<br />
General <strong>St</strong>ephan Kretschmer • Ole N. Nielsen • Karl-He<strong>in</strong>z Grosse Peclum • Prof. Dr. Hans<br />
Jobst Pleitner • Felix Richterich • Andreas Schell • Prof. Dr. Dres. Manuel R. Theisen<br />
Bett<strong>in</strong>a Würth • Prof. Dr. Rolf Wunderer • Prof. Dr. Hans A. Wüthrich<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess <strong>School</strong> • Rosenbergstrasse 36 • CH-9000 <strong>St</strong>. <strong>Gallen</strong><br />
Tel. 0041 (0)71 225 40 80 • Fax 0041 (0)71 225 40 89<br />
www.sgbs.com • sem<strong>in</strong>are@sgbs.com<br />
<strong>Management</strong>-Kongresse der SGBS<br />
– Rückblick des SGBS Alumni-Clubs<br />
<strong>St</strong>.Galler<br />
Bus<strong>in</strong>ess <strong>School</strong><br />
D E U T S C H L A N D<br />
Dr. Christian Abegglen • Prof. Knut Bleicher • Helmut Bührle • Dr. Klaus v. Dohnanyi<br />
Peter Edelmann • Prof. Hans Georg Graf • Mark McGregor • Dr. Eckart von<br />
Hirschhausen<br />
• Joachim Hunold • Otto Ineichen • Prof. Dr. Wilfried Krüger<br />
General <strong>St</strong>ephan Kretschmer • Ole N. Nielsen • Karl-He<strong>in</strong>z Grosse Peclum • Prof. Dr. Hans<br />
Jobst Pleitner • Felix Richterich • Andreas Schell • Prof. Dr. Dres. Manuel R. Theisen<br />
Bett<strong>in</strong>a Würth • Prof. Dr. Rolf Wunderer • Prof. Dr. Hans A. Wüthrich<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess <strong>School</strong> • Rosenbergstrasse 36 • CH-9000 <strong>St</strong>. <strong>Gallen</strong><br />
Tel. 0041 (0)71 225 40 80 • Fax 0041 (0)71 225 40 89<br />
www.sgbs.com • sem<strong>in</strong>are@sgbs.com<br />
<strong>Management</strong>-Kongresse der SGBS<br />
– Rückblick des SGBS Alumni-Clubs<br />
<strong>St</strong>.Galler<br />
Bus<strong>in</strong>ess <strong>School</strong><br />
D E U T S C H L A N D<br />
Dr. Christian Abegglen • Prof. Knut Bleicher • Helmut Bührle • Dr. Klaus v. Dohnanyi<br />
Peter Edelmann • Prof. Hans Georg Graf • Mark McGregor • Dr. Eckart von<br />
Hirschhausen<br />
• Joachim Hunold • Otto Ineichen • Prof. Dr. Wilfried Krüger<br />
General <strong>St</strong>ephan Kretschmer • Ole N. Nielsen • Karl-He<strong>in</strong>z Grosse Peclum • Prof. Dr. Hans<br />
Jobst Pleitner • Felix Richterich • Andreas Schell • Prof. Dr. Dres. Manuel R. Theisen<br />
Bett<strong>in</strong>a Würth • Prof. Dr. Rolf Wunderer • Prof. Dr. Hans A. Wüthrich<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess <strong>School</strong> • Rosenbergstrasse 36 • CH-9000 <strong>St</strong>. <strong>Gallen</strong><br />
Tel. 0041 (0)71 225 40 80 • Fax 0041 (0)71 225 40 89<br />
www.sgbs.com • sem<strong>in</strong>are@sgbs.com<br />
<strong>Management</strong>-Kongresse der SGBS<br />
– Rückblick des SGBS Alumni-Clubs<br />
<strong>St</strong>.Galler<br />
Bus<strong>in</strong>ess <strong>School</strong><br />
D E U T S C H L A N D<br />
Dr. Christian Abegglen • Prof. Knut Bleicher • Helmut Bührle • Dr. Klaus v. Dohnanyi<br />
Peter Edelmann • Prof. Hans Georg Graf • Mark McGregor • Dr. Eckart von<br />
Hirschhausen<br />
• Joachim Hunold • Otto Ineichen • Prof. Dr. Wilfried Krüger<br />
General <strong>St</strong>ephan Kretschmer • Ole N. Nielsen • Karl-He<strong>in</strong>z Grosse Peclum • Prof. Dr. Hans<br />
Jobst Pleitner • Felix Richterich • Andreas Schell • Prof. Dr. Dres. Manuel R. Theisen<br />
Bett<strong>in</strong>a Würth • Prof. Dr. Rolf Wunderer • Prof. Dr. Hans A. Wüthrich<br />
<strong>St</strong>.Galler Bus<strong>in</strong>e<br />
www.sgbs<br />
Dr. Christian Lawrence<br />
Dr. Wolf Schumach<br />
Prof. Dr. Theo Wehner<br />
Philipp Schwande<br />
Felix Ahlers<br />
Dr. Christian Abegglen<br />
<strong>St</strong>.Galler Bus<strong>in</strong>ess <strong>School</strong><br />
www.sgbs.com<br />
Dr. Christian Lawrence<br />
Dr. Wolf Schumacher<br />
Prof. Dr. Theo Wehner<br />
Philipp Schwander<br />
Dr. Thilo Sarraz<strong>in</strong><br />
Felix Ahlers<br />
Dr. Christian Abegglen<br />
W<br />
Peter ehnder<br />
Z<br />
<strong>St</strong>.Galler Bus<strong>in</strong>ess <strong>School</strong><br />
www.sgbs.com<br />
Dr. Christian Lawrence<br />
Dr. Wolf Schumacher<br />
Prof. Dr. Theo Wehner<br />
Philipp Schwander<br />
Dr. Thilo Sarraz<strong>in</strong><br />
Felix Ahlers<br />
Arthur E. Darboven<br />
Dr. Christian Abegglen<br />
Wolfram Hatz jun.<br />
Darboven<br />
Trad<strong>in</strong>g<br />
Peter ehnder<br />
Z<br />
<strong>St</strong>.Galler Bus<strong>in</strong>ess <strong>School</strong><br />
www.sgbs.com<br />
Dr. Christian Lawrence<br />
Dr. Wolf Schumacher<br />
Prof. Dr. Theo Wehner<br />
Philipp Schwander<br />
Dr. Thilo Sarraz<strong>in</strong><br />
Felix Ahlers<br />
Arthur E. Darboven<br />
Dr. Christian Abegglen<br />
Wolfram Hatz jun.<br />
Darboven<br />
Trad<strong>in</strong>g<br />
Peter ehnder<br />
Z<br />
<strong>St</strong>.Galler Bus<strong>in</strong>ess <strong>School</strong><br />
www.sgbs.com<br />
Dr. Christian Lawrence<br />
Dr. Wolf Schumacher<br />
Prof. Dr. Theo Wehner<br />
Philipp Schwander<br />
Dr. Thilo Sarraz<strong>in</strong><br />
Felix Ahlers<br />
Arthur E. Darboven<br />
Dr. Christian Abegglen<br />
Wolfram Hatz jun.<br />
Darboven<br />
Trad<strong>in</strong>g<br />
Peter ehnder<br />
Z<br />
<strong>St</strong>.Galler Bus<strong>in</strong>ess <strong>School</strong><br />
www.sgbs.com<br />
Dr. Christian Lawrence<br />
Dr. Wolf Schumacher<br />
Prof. Dr. Theo Wehner<br />
Philipp Schwander<br />
Dr. Thilo Sarraz<strong>in</strong><br />
Felix Ahlers Arthur E.<br />
Dr. Christian Abegglen<br />
Wolfram H<br />
Dar<br />
Tra<br />
Peter ehnder<br />
Z<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess <strong>School</strong> • Rosenbergstrasse 36 • CH-9000 <strong>St</strong>. <strong>Gallen</strong><br />
Tel. 0041 (0)71 225 40 80 • Fax 0041 (0)71 225 40 89<br />
www.sgbs.com • sem<strong>in</strong>are@sgbs.com<br />
<strong>Management</strong>-Kongresse der SGBS<br />
– Rückblick des SGBS Alumni-Clubs<br />
<strong>St</strong>.Galler<br />
Bus<strong>in</strong>ess <strong>School</strong><br />
D E U T S C H L A N D<br />
Dr. Christian Abegglen • Prof. Knut Bleicher • Helmut Bührle • Dr. Klaus v. Dohnanyi<br />
Peter Edelmann • Prof. Hans Georg Graf • Mark McGregor • Dr. Eckart von<br />
Hirschhausen<br />
• Joachim Hunold • Otto Ineichen • Prof. Dr. Wilfried Krüger<br />
General <strong>St</strong>ephan Kretschmer • Ole N. Nielsen • Karl-He<strong>in</strong>z Grosse Peclum • Prof. Dr. Hans<br />
Jobst Pleitner • Felix Richterich • Andreas Schell • Prof. Dr. Dres. Manuel R. Theisen<br />
Bett<strong>in</strong>a Würth • Prof. Dr. Rolf Wunderer • Prof. Dr. Hans A. Wüthrich<br />
Dr. Christian Abegglen • Prof. Knut Bleicher • Jobst Siemer • Peter E. Zehnder Ernst<br />
Wyrsch • Dr. Klaus Dohnanyi • Prof. Dr. Hans A. Wüthrich • General <strong>St</strong>ephan<br />
Kretschmer Bett<strong>in</strong>a Würth • Dr. Konrad Hummler • Prof. Dr. Dres. Manuel R. Theisen<br />
• Prof. Dr. Wunderer • Karl-He<strong>in</strong>z Grosse Peclum • Prof. Dr. Wilfried Krüger<br />
Otto Ineichen • Prof. Dr. Hans Jobst Pleitner • Dr. Eckart von Hirschhausen<br />
Joachim Hunold • Ole N. Nielsen • Felix Richterich • Andreas Schell<br />
Peter Edelmann • Peter Zürn • Helmut Bührle • Prof. Dr, Manfred Spitzer<br />
Prof. Dr. Mathias B<strong>in</strong>swanger • Christo Quiske • Dr. Gunter Frank<br />
Dr. Maximilian Herzog • Prof. Dr. Hans Eberspächer • Sören M. Slowak<br />
Prof. Dr. Janus Teczke • Mark McGregor • Philipp Schwander • Dr. Robert Neumann<br />
• Dr. Hermann Jung • Peter Rösler • Prof. Dr. Markus Schwan<strong>in</strong>ger • Torsten<br />
Oltmanns • He<strong>in</strong>rich Villiger • Prof. Dr. Theo Wehner • Dr. Wolf Schumacher<br />
Dr. Thilo Sarraz<strong>in</strong> • Wolfram Hatz jun. • Felix Ahlers • Dr. Christian Lawrenc<br />
• Christian Sagehorn • Arthur E. Darboven • Prof. Dr. Dietrich Dörner<br />
Master Han Shan • Dr. Konrad Hummler • Lars W<strong>in</strong>dhorst • Maja <strong>St</strong>orch<br />
Roger Köppel • Prof. Dr. Markus Schwan<strong>in</strong>ger • Dr. Joerg Dederichs<br />
Prof. Dr. Thomas <strong>St</strong>raubhaar • Tomas Prenosil • Dr. Manfred Wittenste<strong>in</strong><br />
Prof. Dr. Franz-Rudolf Esch • Robert He<strong>in</strong>zer Dr. Hendrik Hartje<br />
Dr. <strong>St</strong>ephan Feige • Simone Zuberbühler<br />
Norbert Barnikel<br />
Barnikel Innovation &<br />
Digital Transformation<br />
Beate Monastiridis-Dörr<br />
Münchener Rück-<br />
Versicherungsgesellschaft<br />
Dr. Jörg Genstorfer<br />
Spital Limattal<br />
Dr. Dirk Haft<br />
WITTENSTEIN SE<br />
Michael Beckmann MBA<br />
Beckmann Peer Boards GmbH<br />
Oliver Bilke-Hentsch, MD MBA<br />
Modellstation SOMOSA<br />
W<strong>in</strong>terthur<br />
<strong>St</strong>. Galler<br />
Bus<strong>in</strong>ess <strong>School</strong><br />
16. <strong>St</strong>. Galler<br />
Alumni <strong>Management</strong>-<br />
Event – Interactive<br />
21. September <strong>2018</strong> <strong>in</strong> <strong>St</strong>. <strong>Gallen</strong><br />
www.sgbs.ch<br />
Prof. Dr. Mart<strong>in</strong> Westphal<br />
Fresenius Kabi<br />
Deutschland AG<br />
Re<strong>in</strong>vent or optimize the company?<br />
16th congress <strong>2018</strong>:<br />
September, 21, 2017 <strong>in</strong> <strong>St</strong>. <strong>Gallen</strong><br />
«Re<strong>in</strong>vent or optimize the company?»
Overview <strong>International</strong> <strong>Sem<strong>in</strong>ars</strong> <strong>in</strong> <strong>English</strong> 2014 <strong>2018</strong><br />
<strong>International</strong> Senior Programs<br />
<strong>International</strong> Senior <strong>Management</strong><br />
Program Page 10<br />
Lucerne – London – Boston<br />
No. E1118 part 1 June 18 -22, <strong>2018</strong><br />
part 2 September 10 - 13, <strong>2018</strong><br />
part 3 November 12 – 16, <strong>2018</strong><br />
Boston, USA / London / Boston, USA<br />
No. E1218 part 1 November 5 – 8, <strong>2018</strong><br />
part 2 March 11 – 14, 2019<br />
part 3 June 17 – 21, 2019<br />
Boston, USA / London / Boston, USA<br />
sem<strong>in</strong>ar language: <br />
Part 1: Boston, USA (<strong>in</strong> <strong>English</strong>)<br />
Part 2: London (<strong>in</strong> <strong>English</strong>)<br />
Part 3: Boston, USA (<strong>in</strong> <strong>English</strong>)<br />
Asia-Week Shanghai Page 12<br />
No. A1119 May 20 – 24, 2019<br />
Shanghai<br />
<strong>St</strong>rategy-Week Boston Page 13<br />
No. 34118 June 11 – 15, <strong>2018</strong><br />
Boston, USA, Harvard Club<br />
No. 34218 November 5 – 9, <strong>2018</strong><br />
Boston, USA, Harvard Club<br />
Leadership-Week Boston Page 14<br />
No. 72118 June 18 – 22, <strong>2018</strong><br />
Boston, USA, Harvard Club<br />
No. 72218 November 12 – 16, <strong>2018</strong><br />
Boston, USA, Harvard Club<br />
F<strong>in</strong>ance-Week London Page 15<br />
No. 52118 March 12 – 15, <strong>2018</strong><br />
London, <strong>School</strong> of Economics<br />
No. 52218 September 10 – 13, <strong>2018</strong><br />
London, <strong>School</strong> of Economics<br />
<strong>International</strong> Junior Programs<br />
<strong>International</strong> Junior <strong>Management</strong><br />
Program Page 18<br />
No. 25118 part 1 March 9 – 11, <strong>2018</strong><br />
part 2 June 8 – 10, <strong>2018</strong><br />
part 3 July 6 – 8, <strong>2018</strong><br />
part 4 September 7 – 9, <strong>2018</strong><br />
<strong>St</strong>. <strong>Gallen</strong> / Cracow / Flims /Lucerne<br />
No. 25218 part 1 September 28 – 30, <strong>2018</strong><br />
part 2 December 7 – 9, <strong>2018</strong><br />
part 3 March 8 – 10, 2019<br />
part 4 June 7 – 9, 2019<br />
<strong>St</strong>. <strong>Gallen</strong> / Flims / Lucerne /<br />
Cracow<br />
sem<strong>in</strong>ar language: part 1–3: <strong>in</strong> <strong>English</strong><br />
part 4: <strong>in</strong> German or<br />
<strong>English</strong><br />
<strong>St</strong>rategy Week, Harvard Club of Boston,<br />
Boston<br />
Leadership Week, Harvard Club of<br />
Boston, Boston<br />
F<strong>in</strong>ance Week, London <strong>School</strong> of<br />
Economics (LSE), London<br />
Asia Week, Ch<strong>in</strong>a Europe <strong>International</strong><br />
Bus<strong>in</strong>ess <strong>School</strong> (CEIBS), Shanghai<br />
<strong>St</strong>rategic & Market<strong>in</strong>g <strong>Management</strong><br />
for Talents Page 20<br />
No. 47118 March 9 – 11, <strong>2018</strong><br />
<strong>St</strong>. <strong>Gallen</strong><br />
(<strong>in</strong> <strong>English</strong>, Friday to Sunday)<br />
No. 47218 September 28 – 30, <strong>2018</strong><br />
<strong>St</strong>. <strong>Gallen</strong><br />
(<strong>in</strong> <strong>English</strong>, Friday to Sunday)<br />
F<strong>in</strong>ancial <strong>Management</strong> for Talents Page 21<br />
No. 58118 March 23 – 25, <strong>2018</strong><br />
<strong>St</strong>. <strong>Gallen</strong><br />
(<strong>in</strong> <strong>English</strong>, Friday to Sunday)<br />
No. 58218 September 17 – 19, <strong>2018</strong><br />
Lucerne<br />
(<strong>in</strong> <strong>English</strong>, Friday to Sunday)<br />
Leadership for Talents Page 22<br />
No. 77118 July 6 – 8, <strong>2018</strong><br />
Flims<br />
(<strong>in</strong> <strong>English</strong>, Friday to Sunday)<br />
No. 77218 December 7 – 9, <strong>2018</strong><br />
Flims<br />
(<strong>in</strong> <strong>English</strong>, Friday to Sunday)<br />
Bus<strong>in</strong>ess Simulation Page 23<br />
No. 57118 July 2 – 4, <strong>2018</strong>, <strong>St</strong>. <strong>Gallen</strong><br />
No. 57218 December 3 – 5, <strong>2018</strong>, <strong>St</strong>. <strong>Gallen</strong><br />
Certificates & MBA<br />
SGBS <strong>International</strong> Senior <strong>Management</strong>-<br />
Certificate <strong>St</strong>. <strong>Gallen</strong>® Page 26<br />
No. 19118 1st Accomplishment<br />
Beg<strong>in</strong> of study: January 8, <strong>2018</strong><br />
No. 19218 2nd Accomplishment<br />
Beg<strong>in</strong> of study: April 9, <strong>2018</strong><br />
No. 19318 3rd Accomplishment<br />
Beg<strong>in</strong> of study: July 9, <strong>2018</strong><br />
No. 19418 4th Accomplishment<br />
Beg<strong>in</strong> of study: October 8, <strong>2018</strong><br />
<strong>International</strong> Executive MBA Page 28<br />
No. 92118 1st Accomplishment<br />
Beg<strong>in</strong> of study: January 8, <strong>2018</strong><br />
No. 92218 2nd Accomplishment<br />
Beg<strong>in</strong> of study: April 9, <strong>2018</strong><br />
No. 92318 3rd Accomplishment<br />
Beg<strong>in</strong> of study: July 9, <strong>2018</strong><br />
No. 92418 4th Accomplishment<br />
Beg<strong>in</strong> of study: October 8, <strong>2018</strong><br />
Cracow University: European Integrated<br />
<strong>Management</strong> Program (MBA), Cracow<br />
Page 30<br />
94118 October 8, <strong>2018</strong><br />
Cracow / <strong>St</strong>. <strong>Gallen</strong><br />
6
Overview <strong>International</strong> <strong>Sem<strong>in</strong>ars</strong> <strong>in</strong> <strong>English</strong> 2019<br />
➢ Sem<strong>in</strong>ar Dates available<br />
April <strong>2018</strong><br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess <strong>School</strong> 7
8<br />
«Impress<strong>in</strong>g methodological approaches of the<br />
speakers and very flexible adoption of the contents<br />
of the sem<strong>in</strong>ar on concrete questions and needs<br />
of the participants. I could succeed <strong>in</strong> directly br<strong>in</strong>g<strong>in</strong>g<br />
<strong>in</strong> my challanges. The huge fund of practical<br />
examples and especially the guided exchange<br />
with other participants was of great advantage.<br />
Alltogether a perfect renewal of knowledge.»
<strong>International</strong> Senior Programs<br />
➢ <strong>International</strong> Senior <strong>Management</strong> Program 10<br />
➢ <strong>St</strong>rategy-Week Boston 12<br />
➢ Leadership-Week Boston 13<br />
➢ F<strong>in</strong>ance-Week London 14<br />
➢ Asia Week: Do<strong>in</strong>g Bus<strong>in</strong>ess <strong>in</strong> Asia 15<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess <strong>School</strong> 9
Participants<br />
Concept<br />
<strong>International</strong><br />
Senior <strong>Management</strong><br />
Program<br />
<strong>2018</strong><br />
No. E1118 Summer <strong>2018</strong><br />
part 1 June 11 -15, <strong>2018</strong><br />
part 2 September 10 - 13, <strong>2018</strong><br />
part 3 November 12 – 16, <strong>2018</strong><br />
Boston / London / Boston<br />
No. E1218 W<strong>in</strong>ter <strong>2018</strong><br />
part 1 November 5 – 9, <strong>2018</strong><br />
part 2 March 11 – 14, 2019<br />
part 3 June 24 – 28, 2019<br />
Boston / London / Boston<br />
1. Experienced managers who acquire a<br />
higher general management position <strong>in</strong><br />
<strong>in</strong>ternational fields<br />
2. <strong>Management</strong> committee and board<br />
members<br />
3. Manag<strong>in</strong>g directors, division or profit<br />
center managers<br />
4. Managers with high decision-mak<strong>in</strong>g<br />
responsibility<br />
5. Managers responsible for strategic<br />
projects and major plann<strong>in</strong>g<br />
Today’s managers have to be effective<br />
and motivat<strong>in</strong>g leaders who accomplish<br />
excellent results <strong>in</strong> their particular<br />
fields of responsibility and guide<br />
the company to success. This process<br />
requires an <strong>in</strong>tegrated management<br />
approach which takes <strong>in</strong>ternational<br />
and global issues <strong>in</strong>to consideration.<br />
Numerous factors and their relations<br />
need special awareness: global<br />
strategies, local market<strong>in</strong>g concepts,<br />
core competence processes, culturally<br />
diverse management and many more.<br />
The “<strong>International</strong> Senior <strong>Management</strong><br />
Program” addresses all these subjects<br />
<strong>in</strong> several sessions dur<strong>in</strong>g a total of 13<br />
days. This course is especially designed<br />
for experienced managers acquir<strong>in</strong>g a<br />
higher general management position<br />
with <strong>in</strong>ternational focus.<br />
englische Version – andere The <strong>St</strong>. <strong>Gallen</strong> Term<strong>in</strong>e!!<br />
Approach<br />
This German/<strong>English</strong> bil<strong>in</strong>gual program<br />
comb<strong>in</strong>es the proven <strong>St</strong>. <strong>Gallen</strong> management<br />
approach with the American case study<br />
methodology. The <strong>in</strong>ternational exposure of<br />
participants allows mutual exchange<br />
of bus<strong>in</strong>ess experience and favors global<br />
network opportunities.<br />
Course modules:<br />
Week 1:<br />
Topics:<br />
Week 2:<br />
Topics:<br />
Week 3:<br />
Topics:<br />
Interactive Concept:<br />
5-day session <strong>in</strong> Boston, USA<br />
Course <strong>in</strong> <strong>English</strong><br />
<strong>St</strong>rategy and Market<strong>in</strong>g<br />
or Leadership<br />
4-day session <strong>in</strong> London<br />
Course <strong>in</strong> <strong>English</strong><br />
F<strong>in</strong>ancial <strong>Management</strong><br />
5-day session <strong>in</strong> Boston, USA<br />
Course <strong>in</strong> <strong>English</strong><br />
Leadership or<br />
<strong>St</strong>rategy and Market<strong>in</strong>g<br />
Skilled lecturers provide different approaches;<br />
professional bus<strong>in</strong>ess know ledge,<br />
actual bus<strong>in</strong>ess situations and case studies.<br />
Theoretical concepts are complemented<br />
with practical examples and thus guarantee<br />
a diverse, <strong>in</strong>tegrated approach. A mixture of<br />
<strong>in</strong>teractive learn<strong>in</strong>g with small study groups<br />
challenges both, your leadership skills and<br />
your managerial communication skills.<br />
Duration: 2 x 5 days and 1 x 4 days<br />
The sem<strong>in</strong>ar parts can be taken <strong>in</strong> any order.<br />
Course Fee: CHF 13900.–/€ 12600.–<br />
10
Topics<br />
Pr<strong>in</strong>ciples of General <strong>Management</strong><br />
Success<br />
Corporate management <strong>in</strong> turbulent times<br />
Reliable management pr<strong>in</strong>ciples<br />
New global conditions<br />
Why toolboxes are “out” and th<strong>in</strong>k<strong>in</strong>g is<br />
“<strong>in</strong>”<br />
<strong>St</strong>rategic <strong>Management</strong><br />
Alert managers recognize the right<br />
moment for a strategic turn-around; new<br />
concepts for future challenges<br />
Keys to competitive advantage: New global<br />
strategies<br />
Explor<strong>in</strong>g the central strategic “plus”<br />
Manag<strong>in</strong>g strategic <strong>in</strong>formation: Bus<strong>in</strong>ess<br />
Knowledge Eng<strong>in</strong>eer<strong>in</strong>g<br />
Bus<strong>in</strong>ess units versus corporate strategy –<br />
ways of handl<strong>in</strong>g the dilemma<br />
Identification of core bus<strong>in</strong>ess us<strong>in</strong>g the<br />
portfolio approach<br />
<strong>St</strong>rategic alliances, <strong>in</strong>ternational collaboration<br />
Intuitiv management or sophisticated controll<strong>in</strong>g<br />
tools?<br />
Market<strong>in</strong>g <strong>Management</strong><br />
Functional market<strong>in</strong>g basics<br />
Future opportunities for bus<strong>in</strong>esses, products<br />
and markets<br />
Product life cycle management; development<br />
of an <strong>in</strong>tegrated product life cycle<br />
concept<br />
Product ideas and their <strong>in</strong>corporation <strong>in</strong>to<br />
<strong>in</strong>ternational product strategies<br />
Market management: Identification of<br />
growth and penetration potentials<br />
Mass customization<br />
Ingredient brand<strong>in</strong>g<br />
The e-commerce challenge<br />
Implementation<br />
Early identification of obstacles and barriers<br />
us<strong>in</strong>g the <strong>St</strong>. <strong>Gallen</strong> implementation<br />
concept<br />
Driv<strong>in</strong>g implementation; the most common<br />
barriers of implementation; roles of visionaries,<br />
strategists, executors, or coaches<br />
The balanced scorecard used as a core<br />
implementation tool<br />
F<strong>in</strong>ance <strong>Management</strong><br />
F<strong>in</strong>ancial responsibilities for executives<br />
Assessment of balance sheets and profit<br />
and loss statements<br />
Focus on profitability<br />
F<strong>in</strong>ancial management <strong>in</strong> the particular<br />
field of responsibility<br />
Recognition of plann<strong>in</strong>g mistakes<br />
Cost <strong>Management</strong><br />
Importance of ongo<strong>in</strong>g cost management<br />
From process cost statement to cost<br />
management<br />
Def<strong>in</strong>ition of one's own cost position<br />
Design<strong>in</strong>g a profitability concept<br />
In/outsourc<strong>in</strong>g: When do <strong>in</strong>vestments make<br />
sense – fixed or variable costs?<br />
Controll<strong>in</strong>g<br />
Key figures for value-oriented management<br />
and compensation<br />
Data warehouse / data marts – the core of<br />
modern controll<strong>in</strong>g systems<br />
Interpretation and analysis of controll<strong>in</strong>g<br />
reports: actual cases<br />
Bus<strong>in</strong>ess plans, <strong>in</strong>vestment and profit ability<br />
calculations, plann<strong>in</strong>g of start-ups<br />
Mergers and Acquisitions<br />
Assess<strong>in</strong>g corporate value, synergies, and<br />
risks<br />
IPO: how to float a company on the market<br />
(practical example)<br />
How to <strong>in</strong>crease value; sell<strong>in</strong>g a company<br />
Leadership<br />
Key elements of high-performance leadership<br />
systems<br />
Build<strong>in</strong>g corporate culture based on leadership<br />
personalities and cultural diversity<br />
Manag<strong>in</strong>g people: The art of lead<strong>in</strong>g,<br />
coach <strong>in</strong>g, encourag<strong>in</strong>g and challeng<strong>in</strong>g<br />
Communication and negotiation skills,<br />
difficult conversations, conflicts, goal<br />
def<strong>in</strong>ition, handl<strong>in</strong>g critisism<br />
Empowerment factors<br />
Personal time management: boost<strong>in</strong>g efficiency<br />
and effectiveness through appropriate<br />
self organization<br />
Job satisfaction and motivation: <strong>Management</strong><br />
<strong>in</strong> uncerta<strong>in</strong>ty<br />
Work life balance<br />
These topics will be complemented with<br />
numerous case studies to illustrate course<br />
contents and test participant’s leadership<br />
qualities. F<strong>in</strong>ally you will develop an <strong>in</strong>dividual,<br />
effective management model.<br />
Please mail or fax your registration to:<br />
Bus<strong>in</strong>ess <strong>School</strong> <strong>St</strong>. <strong>Gallen</strong><br />
Rosenbergstrasse 36<br />
CH-9000 <strong>St</strong>. <strong>Gallen</strong><br />
Phone: 0041-(0)71 225 40 80<br />
Fax: 0041-(0)71 225 40 89<br />
Internet: www.sgbs.ch<br />
E-Mail: sem<strong>in</strong>are@sgbs.ch<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess <strong>School</strong> 11
Participants<br />
Concept<br />
<strong>St</strong>rategy-Week<br />
Boston<br />
<strong>2018</strong><br />
No. 34118 Summer <strong>2018</strong><br />
June 11 – 15, <strong>2018</strong><br />
Boston, USA, Harvard Club<br />
No. 34218 W<strong>in</strong>ter <strong>2018</strong><br />
November 5 – 9, <strong>2018</strong><br />
Boston, USA, Harvard Club<br />
This <strong>in</strong>tense strategy course <strong>in</strong> <strong>English</strong> is<br />
designed for executives with basic knowledge<br />
and experience <strong>in</strong> strategic management.<br />
Current knowledge will be critically<br />
questioned and new strategy approaches<br />
and proven best practices will be <strong>in</strong>troduced.<br />
Participants outl<strong>in</strong>e new ideas and options<br />
for their own corporate or bus<strong>in</strong>ess unit<br />
strategy.<br />
Participants<br />
1. Top and high-level executives<br />
2. Entrepreneurs, directors, board members,<br />
presidents and executives<br />
3. Executives with general management<br />
responsibilities<br />
4. Managers of ma<strong>in</strong> departments with<br />
responsibility for results<br />
5. Executives prepar<strong>in</strong>g for new functions<br />
with strategic and operative responsibilities.<br />
This course <strong>in</strong>troduces latest<br />
knowledge and strategic concepts<br />
and also shows examples of strategic<br />
implemen tation <strong>in</strong> top US corporations.<br />
This cross-cultural sem<strong>in</strong>ar provides<br />
theoretical background <strong>in</strong>formation<br />
which will be analyzed and applied <strong>in</strong><br />
actual cases of lead<strong>in</strong>g American companies.<br />
You will discuss methods and<br />
utensils the twenty-first century executive<br />
needs to craft, and on how to<br />
smartly implement strategies & tactics<br />
on global and regional scale. We will<br />
observe how a bus<strong>in</strong>ess idea develops<br />
<strong>in</strong>to a profitable market position, how<br />
to identify grow<strong>in</strong>g markets and how<br />
to spot market opportunities.<br />
We will discuss the use of strategic<br />
management tools and their implementation<br />
<strong>in</strong>to strategic concepts <strong>in</strong><br />
order to reach the ultimate strategic<br />
goal, which is an outstand<strong>in</strong>g, longlast<strong>in</strong>g,<br />
profitable market position.<br />
Everybody will benefit from reach<strong>in</strong>g<br />
this goal: shareholders as well as<br />
management and staff. Participants<br />
will analyze success factors and practice<br />
leadership skills to turn their<br />
knowledge <strong>in</strong>to actual results.<br />
Topics of the Sem<strong>in</strong>ar<br />
1. Priority of <strong>St</strong>rategic <strong>Management</strong><br />
Essential strategic questions for managers<br />
<strong>St</strong>rategic decision mak<strong>in</strong>g for the future<br />
2. Recogniz<strong>in</strong>g Need for Change<br />
Identify early grow<strong>in</strong>g markets<br />
Participate <strong>in</strong> successful trends<br />
Learn from your competitors<br />
Better use of exist<strong>in</strong>g potential<br />
Us<strong>in</strong>g core competencies to add value<br />
3. Aspects of the Lead<strong>in</strong>g Position<br />
Survival requires leadership, for <strong>in</strong>stance:<br />
Market, Cost or Quality leader<br />
How to succeed with new bus<strong>in</strong>ess models<br />
Culture & Productivity<br />
4. Choos<strong>in</strong>g the Right <strong>St</strong>rategic Option<br />
Defend and develop market positions<br />
Def<strong>in</strong>e and develop new markets<br />
Profit growth through cooperations,<br />
mergers or acquisitions<br />
5. <strong>St</strong>rategy Implementation, Change<br />
Implementation hurdles<br />
Leadership roles:<br />
<strong>St</strong>rategist, <strong>in</strong>itiator,<br />
motivator, coach<br />
<strong>St</strong>rategic leadership:<br />
From <strong>in</strong>tuitive leadership<br />
to balanced<br />
scorecard leadership<br />
Duration: 1 x 5 days<br />
Location: Harvard Club of Boston<br />
Course Fee: CHF 5400.– € 4900.–<br />
12
Participants<br />
Concept<br />
Leadership-Week<br />
Boston<br />
1. Senior executives optimiz<strong>in</strong>g their leadership<br />
qualities to be better role models,<br />
superiors, coaches or motivators<br />
2. Executives and specialists seek<strong>in</strong>g<br />
improvement of their leadership qualities<br />
and skills<br />
3. Team players seek<strong>in</strong>g result-oriented<br />
leadership tools and skills.<br />
The leadership week <strong>in</strong> Boston offers<br />
a unique comb<strong>in</strong>ation of the<br />
renowned “<strong>St</strong>. <strong>Gallen</strong> <strong>Management</strong><br />
Approach” with the thorough methodology<br />
of “American Case <strong>St</strong>udies”.<br />
Dur<strong>in</strong>g these five days of <strong>in</strong>tense<br />
tra<strong>in</strong><strong>in</strong>g, exclusively <strong>in</strong> <strong>English</strong>, participants<br />
study practical applications<br />
of their management and leadership<br />
skills <strong>in</strong> an <strong>in</strong>ternational environment.<br />
In small groups topics such as<br />
strategy, market<strong>in</strong>g, core competencies,<br />
<strong>in</strong>tercultural management, and<br />
more, are addressed. This course is<br />
ma<strong>in</strong>ly focused on leadership aspects<br />
of bus<strong>in</strong>ess. Cases and lectures<br />
are based on current “hot” leadership<br />
challenges for executives. Interdiscipl<strong>in</strong>ary<br />
exchange and network<strong>in</strong>g<br />
are important elements of this<br />
program.<br />
Course material and handouts will be<br />
very concentrated. Discussions of cases <strong>in</strong><br />
study groups, short presentations <strong>in</strong> <strong>English</strong><br />
and guided discussions will enhance<br />
participant’s communication skills. This<br />
course provides a highly <strong>in</strong>teractive and<br />
<strong>in</strong>tense learn<strong>in</strong>g experience to improve<br />
and develop participant’s leadership competence.<br />
Upon request, participants can receive an<br />
assessment of their leadership competence<br />
and faculty will offer time for <strong>in</strong>dividual<br />
conversations.<br />
Key Speaker<br />
Topics of the Sem<strong>in</strong>ar<br />
Team build<strong>in</strong>g<br />
Goal sett<strong>in</strong>g<br />
Leadership<br />
Mark McGregor<br />
Motivation<br />
<strong>2018</strong><br />
No. 72118 Summer <strong>2018</strong><br />
June 18 – 22, <strong>2018</strong><br />
Boston, USA<br />
No. 72218 W<strong>in</strong>ter <strong>2018</strong><br />
November 12 – 16, <strong>2018</strong><br />
Boston, USA<br />
Duration: 1 x 5 days<br />
Location: Harvard Club of Boston<br />
Course Fee : CHF 5400.– / € 4850.–<br />
Ähnliches Sem<strong>in</strong>ar <strong>in</strong> englischer Sprache:<br />
Leadership-Week Boston<br />
(5 days)<br />
<strong>2018</strong><br />
No. 72118 Summer <strong>2018</strong><br />
June 18 – 22, <strong>2018</strong><br />
Boston, USA, Harvard Club<br />
No. 72218 W<strong>in</strong>ter <strong>2018</strong><br />
November 12 – 16, <strong>2018</strong><br />
Boston, USA, Harvard Club<br />
Methodology<br />
Experienced lecturers <strong>in</strong>troduce multifaceted<br />
problems of corporate governance<br />
and develop solutions based on participant’s<br />
experience and on theoretical background.<br />
While study<strong>in</strong>g cases of leadership<br />
and management, participants sharpen<br />
their skills <strong>in</strong> analyz<strong>in</strong>g problems and learn<br />
to extract core issues from complex situations.<br />
Participants tra<strong>in</strong> to th<strong>in</strong>k <strong>in</strong> options<br />
and action plans and to focus on welltimed<br />
results.<br />
Hierarchical<br />
communications<br />
Interpersonal conflicts<br />
Feedback and performance<br />
evaluation<br />
Corporate culture<br />
Improv<strong>in</strong>g personal<br />
effectiveness<br />
Communication skills<br />
Duration: 1 x 5 days<br />
Location: Harvard Club of Boston<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess <strong>School</strong> 13
Participants<br />
Concept<br />
F<strong>in</strong>ance-Week<br />
London<br />
<strong>2018</strong><br />
No. 52118 Spr<strong>in</strong>g <strong>2018</strong><br />
March 12 – 15, <strong>2018</strong><br />
London, <strong>School</strong> of Economics<br />
No. 52218 Fall <strong>2018</strong><br />
September 10 – 13, <strong>2018</strong><br />
London, <strong>School</strong> of Economics<br />
Duration: 1 x 4 days<br />
Location: LSE, London<br />
Course Fee: CHF 4900.–/€ 4450.–<br />
1. CEO’s, COO’s<br />
2. Directors<br />
3. Entrepreneurs, Shareholders<br />
4. Senior Executives<br />
5. Other management executives<br />
responsible for significant f<strong>in</strong>ancial<br />
decisions<br />
Ähnliches Sem<strong>in</strong>ar <strong>in</strong> englischer Sprache:<br />
F<strong>in</strong>ance-Week London<br />
(4 days)<br />
<strong>2018</strong><br />
No. 52118 Spr<strong>in</strong>g <strong>2018</strong><br />
March 12 – 15, <strong>2018</strong><br />
London, <strong>School</strong> of Economics<br />
No. 52218 Fall <strong>2018</strong><br />
September 10 – 13, <strong>2018</strong><br />
London, <strong>School</strong> of Economics<br />
Duration: 1 x 4 days<br />
The Sem<strong>in</strong>ar F<strong>in</strong>ance Week <strong>in</strong> London<br />
teaches precisely the necessary understand<strong>in</strong>g<br />
how an organization, a bus<strong>in</strong>ess<br />
unit or a profit center should be<br />
managed f<strong>in</strong>ancially enabl<strong>in</strong>g<br />
it to achieve substantial growth of<br />
performance und <strong>in</strong>creased net<br />
worth. Systematically and logically<br />
you will experience which relevant<br />
f<strong>in</strong>ancial decisions have to be made<br />
by executives and which impulses and<br />
<strong>in</strong>puts have to be given to F<strong>in</strong>ance<br />
and Controll<strong>in</strong>g.<br />
Practical Relevance – Benefits<br />
This course is based on latest knowledge<br />
of research and f<strong>in</strong>ancial practice and is<br />
offer<strong>in</strong>g a thorough understand<strong>in</strong>g of all<br />
relevant elements of modern f<strong>in</strong>ancial<br />
managements. After this course <strong>in</strong> London<br />
you will<br />
have a systematic overview about the<br />
tools of modern f<strong>in</strong>ance management<br />
be able to make key f<strong>in</strong>ancial decisions<br />
with peace of m<strong>in</strong>d<br />
know which <strong>in</strong>formation you should<br />
request from Controll<strong>in</strong>g to be on top of<br />
your organizational unit<br />
learn how to use your personalized<br />
balanced scorecard to manage f<strong>in</strong>ancial<br />
aspects.<br />
1. F<strong>in</strong>ancial <strong>Management</strong><br />
An executive manager’s f<strong>in</strong>ancial<br />
management responsibility<br />
Apprais<strong>in</strong>g balance sheets and profit/loss<br />
statements; Rapid achievement of<br />
f<strong>in</strong>ancial targets<br />
2. Cost <strong>Management</strong> – Value Based<br />
<strong>Management</strong><br />
The value of consistent cost management<br />
From process cost statement to cost<br />
management – Identification and<br />
elim<strong>in</strong>ation of sources of losses<br />
Sett<strong>in</strong>g up a profit-boost<strong>in</strong>g program: Those<br />
who do not expect above average profits<br />
will never harvest such<br />
In/outsourc<strong>in</strong>g: decision <strong>in</strong>puts<br />
3. Shareholder Value <strong>Management</strong><br />
Enterprise valuation: The value potential<br />
of a bus<strong>in</strong>ess concept<br />
How monetary values are generated<br />
Cost of capital def<strong>in</strong>ition<br />
F<strong>in</strong>anc<strong>in</strong>g: conventional and creative<br />
approaches<br />
Analyz<strong>in</strong>g f<strong>in</strong>ancial reports: Trends and<br />
<strong>St</strong>rategies to multiply net worth<br />
4. Controll<strong>in</strong>g - Bus<strong>in</strong>ess Plann<strong>in</strong>g<br />
Key figures for value-oriented management<br />
Data warehouses / data marts – the heart of<br />
modern controll<strong>in</strong>g systems<br />
Interpret<strong>in</strong>g and analys<strong>in</strong>g controll<strong>in</strong>g<br />
reports: practical case examples<br />
Plan<strong>in</strong>g a start-up: bus<strong>in</strong>ess plans, <strong>in</strong>vestment<br />
and f<strong>in</strong>ancial viability calculations<br />
5. Mergers & Acquisitions<br />
Assess<strong>in</strong>g corporate value, evaluat<strong>in</strong>g<br />
synergies, estimat<strong>in</strong>g the risks<br />
IPO: how to float a company on the market<br />
Boost<strong>in</strong>g value; De-<strong>in</strong>vestment by sell<strong>in</strong>g<br />
a company<br />
You will exam<strong>in</strong>e these topics <strong>in</strong> the context<br />
of numerous case studies that both<br />
summarise the program syllabus and<br />
enhance your f<strong>in</strong>ancial qualities.<br />
14<br />
Location: LSE, London
Participants<br />
Concept<br />
Asia-Week:<br />
Do<strong>in</strong>g Bus<strong>in</strong>ess<br />
<strong>in</strong> Asia<br />
<strong>2018</strong><br />
No. A1118 June 4 – 6, <strong>2018</strong><br />
<strong>St</strong>. <strong>Gallen</strong><br />
<strong>in</strong> <strong>English</strong><br />
No. A1218 November 26 – 28, <strong>2018</strong><br />
Lucerne<br />
<strong>in</strong> <strong>English</strong><br />
Duration: 1 x 3 days<br />
Course Fee: CHF 3900.–/€ 3450.–<br />
* add 7,7 % VAT<br />
Participants<br />
1. Executives plann<strong>in</strong>g to take advantage<br />
of growth potentials <strong>in</strong> Asia<br />
2. Current or scheduled expatriate managers<br />
3. Members of mult<strong>in</strong>ational teams who<br />
seek to prepare for runn<strong>in</strong>g a bus<strong>in</strong>ess <strong>in</strong><br />
Asia’s chang<strong>in</strong>g environment.<br />
4. Executives plann<strong>in</strong>g to redef<strong>in</strong>e their<br />
bus<strong>in</strong>ess models by identify<strong>in</strong>g new<br />
opportunities <strong>in</strong> Asia<br />
5. Executives <strong>in</strong>tend<strong>in</strong>g to broaden their<br />
knowledge <strong>in</strong> Ch<strong>in</strong>ese management practices<br />
This 3-day executive sem<strong>in</strong>ar is designed<br />
for upper level executives with a<br />
need to update on most recent knowledge<br />
on do<strong>in</strong>g bus<strong>in</strong>ess <strong>in</strong> Asia. The<br />
program addresses especially also current<br />
or scheduled expatriate managers<br />
or members of mult<strong>in</strong>ational teams<br />
who seek to prepare for runn<strong>in</strong>g a<br />
bus<strong>in</strong>ess <strong>in</strong> Asia`s chang<strong>in</strong>g environment.<br />
To analyse and understand both Western<br />
and Asian management practices<br />
is crucial to successfully compete <strong>in</strong><br />
the Asian market place and to participate<br />
from the growth of emerg<strong>in</strong>g<br />
markets. This sem<strong>in</strong>ar was launched to<br />
show executives how an organization<br />
can grow better and faster by us<strong>in</strong>g<br />
the typical and different strengths of<br />
Asia’s research, production and consumer<br />
markets.<br />
The follow<strong>in</strong>g core aspects are discussed:<br />
Which strategies are adequate to enter<br />
profitably <strong>in</strong> the grow<strong>in</strong>g regions <strong>in</strong> Asia?<br />
Which strategies work best to establish a<br />
successful bus<strong>in</strong>ess <strong>in</strong> Asia?<br />
Many companies miss the opportunity to<br />
participate fully and efficient <strong>in</strong> emerg<strong>in</strong>g<br />
markets due to negative experiences: How<br />
is it possible to avoid problems and barriers<br />
<strong>in</strong> advance? Opportunities of e-leverage,<br />
new media and web-market<strong>in</strong>g<br />
Topics<br />
The participants of this sem<strong>in</strong>ar will<br />
ga<strong>in</strong> a substantial selection of examples<br />
and best practices demonstrat<strong>in</strong>g<br />
both opportunities and threats organizations<br />
are exposed to enter<strong>in</strong>g the<br />
emerg<strong>in</strong>g markets <strong>in</strong> Asia.<br />
The unique Asia bus<strong>in</strong>ess and cultural<br />
environment<br />
How to master the unique Asia bus<strong>in</strong>ess<br />
and cultural environment<br />
Challenges of runn<strong>in</strong>g a bus<strong>in</strong>ess <strong>in</strong> Asia<br />
Typical cross-cultural misunderstand<strong>in</strong>gs:<br />
Asian culture and its managerial implications<br />
Challenges of Globalization<br />
The practice of selective differentiation and<br />
adaptation of successful global players<br />
The process of global <strong>in</strong>tegration and local<br />
adaptation<br />
How to slice it: Smart market-segmentation<br />
for the 21st century<br />
Importance of Asia’s markets<br />
Identification of regions with future<br />
growth potential <strong>in</strong> Asia<br />
Why is the potential of the markets<br />
frequently underrated?<br />
The really relevant criteria to evaluate<br />
market attractiveness<br />
Effect of diverse cultures and value systems<br />
on bus<strong>in</strong>esses and organizations<br />
Human resources challenges <strong>in</strong> Asia<br />
Market Entry<br />
Five steps to and success factors for<br />
market entry<br />
The value of bus<strong>in</strong>ess networks<br />
Organizational models that fit<br />
Real-World Cases<br />
Examples of successful strategies for medium-sized<br />
bus<strong>in</strong>esses and big corporations<br />
<strong>in</strong> Asia<br />
Entry, reorganization and subsequent<br />
growth <strong>in</strong> a turbulent environment of a<br />
European company <strong>in</strong> Asia<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess <strong>School</strong> 15
16<br />
«Complex bus<strong>in</strong>ess contents professionally and<br />
mean<strong>in</strong>gfully recited. Not theoretical, but applicable<br />
knowledge – concentration on the essential:<br />
A program that conveys the essential bus<strong>in</strong>ess<br />
knowledge as quick as possible.»
<strong>International</strong> Junior Programs<br />
➢ <strong>International</strong> Junior <strong>Management</strong> Program 18<br />
➢ <strong>St</strong>rategic & Market<strong>in</strong>g <strong>Management</strong> for Talents 20<br />
➢ F<strong>in</strong>ancial <strong>Management</strong> for Talents 21<br />
➢ Leadership for Talents 22<br />
➢ Bus<strong>in</strong>ess Simulation (Game) 23<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess <strong>School</strong> 17
Participants<br />
Concept<br />
<strong>International</strong><br />
Junior <strong>Management</strong><br />
Program<br />
<strong>2018</strong><br />
No. E2118 Spr<strong>in</strong>g <strong>2018</strong><br />
part 1 March 23 – 25, <strong>2018</strong><br />
part 2 June 8 – 10, <strong>2018</strong><br />
part 3 July 6 – 8, <strong>2018</strong><br />
part 4 September 7 – 9, <strong>2018</strong><br />
Zurich / Cracow / Flims /<br />
Zurich<br />
No. E2218 Fall <strong>2018</strong><br />
part 1 September 7 – 9, <strong>2018</strong><br />
part 2 December 7 – 9, <strong>2018</strong><br />
part 3 March 22 – 24, 2019<br />
part 4 June 14 – 16, 2019<br />
Zurich / Zurich / Zurich /<br />
Cracow<br />
Duration: 4 x 3 days<br />
Part 1–4: <strong>English</strong><br />
The sem<strong>in</strong>ar parts can be taken <strong>in</strong> any order.<br />
Course Fee*: CHF 7900.–/€ 7150.–<br />
* add 7,7 % VAT on the course costs <strong>in</strong> Switzerland.<br />
18<br />
The “<strong>International</strong> Junior <strong>Management</strong><br />
Program” is designed for younger<br />
managerial staff at middle levels wish<strong>in</strong>g<br />
to prepare themselves for a more<br />
challeng<strong>in</strong>g management role. They<br />
have already proven their result oriented<br />
and successful way <strong>in</strong> solv<strong>in</strong>g problems<br />
and as leaders, but have so far<br />
acquired little or no <strong>in</strong>ternational<br />
management experience.<br />
Daniel Gfeller, lic.rer.pol.<br />
Younger managerial staff are nowadays<br />
<strong>in</strong> particular demand. One of<br />
their most important tasks lies <strong>in</strong> their<br />
function as a l<strong>in</strong>k between what Top<br />
<strong>Management</strong> wishes and prescribes,<br />
and which aspects of this are pert<strong>in</strong>ent<br />
to and implemented at the operational<br />
levels. Their role is thus that of a<br />
«transmission belt», which should<br />
generate results from strategies and<br />
projects. The greater the shift, the<br />
speedier strategic changes become<br />
necessary, and, consequently, the more<br />
important this role becomes. The people<br />
«at the bottom» have to understand<br />
what those «at the top» have thought<br />
out and decided on. <strong>St</strong>aff satisfaction,<br />
confidence and the work<strong>in</strong>g towards<br />
common goals depend essentially on<br />
how well young managers succeed In<br />
carry<strong>in</strong>g out this role.<br />
A second important task is that of<br />
convey<strong>in</strong>g ideas, important <strong>in</strong>formation<br />
about optimisation potentials,<br />
trends and impulses, <strong>in</strong> concentrated<br />
form, from the «scene of the events» to<br />
those responsible for mak<strong>in</strong>g decisions.<br />
Good ideas are not only conceived at<br />
the top. Operational activities are often<br />
nearer to the pulse of reality. It is the<br />
collection of such <strong>in</strong>formation and the<br />
submission of a proposal for decision<br />
which belongs to an entrepreneurial<br />
attitude and which massively <strong>in</strong>creases<br />
the effectiveness of an organisation.<br />
The third, and by far the largest sphere<br />
of duties is the management of one’s<br />
own work segment or one’s own<br />
department.<br />
Belong<strong>in</strong>g to this are:<br />
– the lead<strong>in</strong>g, motivat<strong>in</strong>g and direct<strong>in</strong>g of<br />
staff and <strong>in</strong>ternational teams towards<br />
common aims<br />
– tra<strong>in</strong><strong>in</strong>g junior staff<br />
– th<strong>in</strong>k<strong>in</strong>g and act<strong>in</strong>g with a view to outcomes<br />
– management of one’s own person: work<strong>in</strong>g<br />
techniques, project management,<br />
meet<strong>in</strong>gs skills<br />
– communicat<strong>in</strong>g effectively<br />
– the detection and elim<strong>in</strong>ation of <strong>in</strong>efficiencies<br />
<strong>in</strong> processes and management <strong>in</strong>struments<br />
– deal<strong>in</strong>g with conflicts and difficult situations<br />
In addition to these “soft factors”, successful<br />
managers also need, however, a<br />
comprehensive overview and a wellgrounded<br />
knowledge of f<strong>in</strong>ance and<br />
accountancy.<br />
The learn<strong>in</strong>g <strong>in</strong> this <strong>in</strong>ternational<br />
<strong>in</strong>tensive program is based on the subject-related<br />
<strong>in</strong>put of outstand<strong>in</strong>g lecturers<br />
as well as personal participation<br />
and the work<strong>in</strong>g through real-life<br />
cases.<br />
<strong>St</strong>ructure:<br />
The program, (parts 1-3 <strong>in</strong> <strong>English</strong>, part 4 <strong>in</strong><br />
German or <strong>English</strong>) consists of 4 parts each<br />
last<strong>in</strong>g 3 days (generally Friday to Sunday).<br />
Part 1: <strong>St</strong>rategy, Market<strong>in</strong>g<br />
Part 2: Leadership, Personal <strong>Management</strong><br />
Part 3: Controll<strong>in</strong>g, F<strong>in</strong>ancial <strong>Management</strong><br />
Part 4: Integrated Implementation:<br />
<strong>Management</strong> Game
Topics<br />
1. The role of a manager<br />
Embedd<strong>in</strong>g <strong>in</strong>to the organisation<br />
potential for <strong>in</strong>fluence and shap<strong>in</strong>g<br />
leadership which is result-orientated<br />
despite material constra<strong>in</strong>ts – What does<br />
this mean?<br />
Act<strong>in</strong>g as a l<strong>in</strong>k between top management<br />
and the operational level<br />
2. Develop<strong>in</strong>g strategic concepts<br />
Corporate strategy, visions, guidel<strong>in</strong>es, our<br />
global stand<strong>in</strong>g<br />
understand<strong>in</strong>g corporate identity<br />
develop<strong>in</strong>g bus<strong>in</strong>ess strategies<br />
<strong>in</strong>ternationalisation, growth and profitability<br />
strategies<br />
strategies focussed on corporate values<br />
capability-driven strategies, human potential<br />
orientated strategies<br />
3. From strategy to the corporate result<br />
The <strong>in</strong>fluence of f<strong>in</strong>ancial considerations<br />
on targets and anticipated results<br />
us<strong>in</strong>g available freedom of movement <strong>in</strong><br />
the optimisation of corporate results<br />
tak<strong>in</strong>g different cultures <strong>in</strong>to consideration<br />
<strong>in</strong>creas<strong>in</strong>g profit: How to proceed?<br />
4. The path to market<strong>in</strong>g success thanks<br />
to Market<strong>in</strong>g<br />
Customer Relationship <strong>Management</strong><br />
Rules and Pr<strong>in</strong>ciples of modern Market<strong>in</strong>g<br />
Practical examples of and for good<br />
Market<strong>in</strong>g<br />
Actively steer<strong>in</strong>g market<strong>in</strong>g success.<br />
5. Customer satisfaction, customer<br />
Care, distribution<br />
Only those who recognise the value of customer<br />
relationships make the effort not to<br />
lose them or rather to preserve them. Only<br />
those who know what effects customer<br />
satisfaction can actively steer it. Those who<br />
realise that it is generally more profitable<br />
to generate more bus<strong>in</strong>ess with exist<strong>in</strong>g<br />
customers rather than – at great cost – to<br />
w<strong>in</strong> over new customers really <strong>in</strong>volve<br />
themselves <strong>in</strong> exploit<strong>in</strong>g potential to the<br />
full, added value and customer bond<strong>in</strong>g.<br />
6. Rais<strong>in</strong>g efficiency thanks to<br />
leadership<br />
Badly led teams and staff work <strong>in</strong>efficiently<br />
– though they could - and would generally<br />
wish to perform better. Work<strong>in</strong>g efficiently<br />
and go<strong>in</strong>g about th<strong>in</strong>gs <strong>in</strong> a resultoriented<br />
fashion are th<strong>in</strong>gs one learns best<br />
“on the job” through the role model behaviour<br />
of the boss. Managers must recognise<br />
this role model function:<br />
Self-management<br />
Efficient work<strong>in</strong>g techniques<br />
Chair<strong>in</strong>g meet<strong>in</strong>gs, steer<strong>in</strong>g projects<br />
Recognis<strong>in</strong>g personal strengths<br />
7. Lead<strong>in</strong>g staff: Motivation as the task<br />
of the manager<br />
It is easy to create frustration amongst<br />
staff, motivat<strong>in</strong>g them is more difficult;<br />
mak<strong>in</strong>g use of the available self-motivation<br />
the right way. What is it that great<br />
“motivators” do <strong>in</strong> order to create a climate<br />
of enthusiasm and joy <strong>in</strong> the collective<br />
achievement of targets? Which staff<br />
management tools are available?<br />
Recognis<strong>in</strong>g one’s own management style<br />
Rules for a motivat<strong>in</strong>g style of behaviour<br />
towards others – virtual teams<br />
Ways towards social competence<br />
8. Skilful communication<br />
Those who know the rules of communication<br />
have an easier job to <strong>in</strong>fluence others<br />
and change their behaviour, to br<strong>in</strong>g about<br />
course corrections and improvements, dispel<br />
conflict situations or face up to rather than<br />
shy away from unpleasant issues.<br />
9. Rules with<strong>in</strong> profit management<br />
Interrelationships between turnover, cost<br />
contributions (DB), costs, profit, cash flow<br />
and return<br />
Increas<strong>in</strong>g profits: the levers for this<br />
10. F<strong>in</strong>ance and Accountancy<br />
Interrelationships: The basic rules<br />
Plann<strong>in</strong>g, budget<strong>in</strong>g, calculation, and<br />
market price<br />
Calculation of costs and performance<br />
Calculation of liquidity, profitability,<br />
efficiency<br />
11. Controll<strong>in</strong>g<br />
What <strong>in</strong>formation is necessary <strong>in</strong> order to<br />
be able to steer one’s own sphere of responsibility?<br />
How should one read management<br />
and controll<strong>in</strong>g reports? How can<br />
one make use of management <strong>in</strong>struments<br />
such as Balanced Scorecard or Navigators?<br />
12. Contribut<strong>in</strong>g to implementation<br />
The dedication of management is decisive<br />
for the success <strong>in</strong> the implementation of<br />
strategies and concepts which are decided<br />
from above and have to be realised by<br />
those below.<br />
With<strong>in</strong> the framework of an <strong>in</strong>tegrated<br />
case study, you will put what you have<br />
learned <strong>in</strong>to practical use.<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess <strong>School</strong> 19
Concept<br />
Topics<br />
<strong>St</strong>rategic & Market<strong>in</strong>g<br />
<strong>Management</strong><br />
for Talents<br />
<strong>2018</strong><br />
No. 47118 W<strong>in</strong>ter <strong>2018</strong><br />
February 9 – 11, <strong>2018</strong><br />
Cracow<br />
(<strong>in</strong> <strong>English</strong>, Friday to Sunday)<br />
No. 47218 Spr<strong>in</strong>g <strong>2018</strong><br />
March 9 – 11, <strong>2018</strong><br />
Zurich<br />
(<strong>in</strong> <strong>English</strong>, Friday to Sunday)<br />
No. 47318 Fall <strong>2018</strong><br />
September 7 – 9, <strong>2018</strong><br />
Zurich<br />
(<strong>in</strong> <strong>English</strong>, Friday to Sunday)<br />
Duration: 1 x 3 days<br />
In times of crisis and saturated market<br />
an <strong>in</strong>creas<strong>in</strong>g need for new ways<br />
of th<strong>in</strong>k<strong>in</strong>g <strong>in</strong> strategic and market<strong>in</strong>g<br />
management has raised. The holistic<br />
<strong>St</strong>. <strong>Gallen</strong> approach leads the participants<br />
<strong>in</strong>to new perspectives of analys<strong>in</strong>g their<br />
own role, concepts and implementation<br />
skills and gives an <strong>in</strong>tegrated navigation<br />
tool for future tasks.<br />
This <strong>in</strong>tensive sem<strong>in</strong>ar allows the participants<br />
to develop new methods for<br />
their own bus<strong>in</strong>ess based upon proven<br />
contemporary strategy and market<strong>in</strong>g<br />
tools <strong>in</strong> a holistic, <strong>in</strong>tegrated context.<br />
With<strong>in</strong> the sem<strong>in</strong>ar a mix of lectures,<br />
group work and discussion offers the<br />
opportunity for all participants to use<br />
the techniques, to discuss and questions<br />
the tools and – after all – to check what<br />
k<strong>in</strong>d of views, questions and <strong>in</strong>struments<br />
will help for own tasks. The professional,<br />
practice-orientated lecturers of<br />
<strong>St</strong>. <strong>Gallen</strong> Bus<strong>in</strong>ess <strong>School</strong> not only share<br />
their strategy and market<strong>in</strong>g know how<br />
but also a lot of examples and practice<br />
cases to outl<strong>in</strong>e lessons learned and analogies<br />
to learn from other branches.<br />
<strong>St</strong>rategic Analyses<br />
The <strong>St</strong>. <strong>Gallen</strong> <strong>Management</strong> Approach<br />
as a holistic framework <strong>in</strong> strategic<br />
management<br />
Basic Analyses: What questions do we<br />
have to ask?<br />
The strategy funnel: How to avoid<br />
paralysis through analysis<br />
Todays market positions and their<br />
<strong>in</strong>fluence for our own strategy<br />
Determ<strong>in</strong>e the right adjust<strong>in</strong>g levers for<br />
company success and susta<strong>in</strong>ability<br />
Develop<strong>in</strong>g Successful <strong>St</strong>rategies<br />
How effective strategies are developed<br />
Th<strong>in</strong>k<strong>in</strong>g <strong>in</strong> alternatives and scenarios<br />
Good and bad strategies: Learn<strong>in</strong>g from<br />
the best<br />
<strong>St</strong>ructure follows strategy<br />
Build<strong>in</strong>g an Effective Market<strong>in</strong>g Mix<br />
From <strong>in</strong>itial idea to cash cow products:<br />
management strategies for product<br />
development<br />
Develop<strong>in</strong>g lead<strong>in</strong>g brands<br />
Markt<strong>in</strong>g to target groups: How to segment<br />
markets?<br />
Tools for operat<strong>in</strong>g an active product<br />
range<br />
Communication concepts<br />
Pric<strong>in</strong>g and terms management<br />
Customer Satisfaction as Ma<strong>in</strong> Goal<br />
Service management and customer<br />
satisfaction: How to use relationsship<br />
market<strong>in</strong>g<br />
The customer need as a basis for future<br />
performance<br />
Build<strong>in</strong>g up unique sell<strong>in</strong>g proposition<br />
How to communicate satisfaction<br />
Implementation<br />
Implementation hurdles<br />
Learn<strong>in</strong>g from competitors<br />
Us<strong>in</strong>g core competencies to add value<br />
With<strong>in</strong> the framework of an <strong>in</strong>tegrated<br />
case study, you will put what you have<br />
learned <strong>in</strong>to practical use.<br />
Participants<br />
This 3-day sem<strong>in</strong>ar «<strong>St</strong>rategic & Market<strong>in</strong>g<br />
<strong>Management</strong> for Juniors» is designed for<br />
young professionals, junior managers and<br />
middle management members wish<strong>in</strong>g to<br />
strenghten their ability <strong>in</strong> strategic decision<br />
mak<strong>in</strong>g and market<strong>in</strong>g.<br />
Managers with strategic, market<strong>in</strong>g, distribution,<br />
sales and product responsibility,<br />
wish<strong>in</strong>g to critically compare their strategic<br />
market<strong>in</strong>g and product concepts with<br />
the ideas of the program.<br />
Course Fee*: CHF 2900.–/€ 2550.–<br />
* add 7,7 % VAT<br />
20
Concept<br />
Topics<br />
F<strong>in</strong>ancial<br />
<strong>Management</strong><br />
for Talents<br />
Tak<strong>in</strong>g management responsibility<br />
and achiev<strong>in</strong>g results demand competence<br />
<strong>in</strong> deal<strong>in</strong>g with essential aspects<br />
of bus<strong>in</strong>ess account<strong>in</strong>g and f<strong>in</strong>ancial<br />
management. This is where the course<br />
“F<strong>in</strong>ancial Basics” fits <strong>in</strong>: with<strong>in</strong> <strong>in</strong>tensive<br />
3 days participants learn about<br />
complex f<strong>in</strong>ancial and account<strong>in</strong>g issues<br />
<strong>in</strong> a comprehensive and systematic<br />
way.<br />
The course aims to expla<strong>in</strong> and tra<strong>in</strong>,<br />
step by step, the f<strong>in</strong>ancial management<br />
system and its specific impact on various<br />
areas of the enterprise. A highly<br />
practical, hands-on approach makes for<br />
an excit<strong>in</strong>g and stimulat<strong>in</strong>g learn<strong>in</strong>g<br />
experience.<br />
F<strong>in</strong>ancial management<br />
F<strong>in</strong>ancial parameters and how they<br />
model company results<br />
The paradigm of l<strong>in</strong>ked sales/volume,<br />
profit and costs<br />
Reconcil<strong>in</strong>g liquidity, profitability and<br />
risk goals<br />
Balance-sheet, profit/loss statement<br />
Break-even analysis<br />
Capital flow statement, cash flow<br />
How to justify an <strong>in</strong>vestment proposal<br />
Return on capital <strong>in</strong>vestment (ROI/ROCE)<br />
Make-or-Buy, Insourc<strong>in</strong>g/Outsourc<strong>in</strong>g<br />
Practical leadership techniques<br />
Cost management<br />
Concept and structure of modern cost<br />
and performance account<strong>in</strong>g: costapportion<strong>in</strong>g<br />
techniques, cost-account<strong>in</strong>g<br />
systems, cost categories, cost<br />
centres, cost bearers, the operational<br />
account sheet.<br />
Calculation systems, unit cost<br />
Calculat<strong>in</strong>g contribution marg<strong>in</strong>s: partial<br />
vs. total cost account<strong>in</strong>g, optimis<strong>in</strong>g<br />
the product range, flexible lower price<br />
limits, break-even po<strong>in</strong>t<br />
Target cost<strong>in</strong>g<br />
Cost plann<strong>in</strong>g and track<strong>in</strong>g<br />
Practical examples and case studies<br />
Cash management, f<strong>in</strong>ancial eng<strong>in</strong>ee-<br />
<strong>2018</strong><br />
r<strong>in</strong>g, shareholder value management<br />
Liquidity management<br />
Participants<br />
No. 58118 Spr<strong>in</strong>g <strong>2018</strong><br />
March 23 – 25, <strong>2018</strong><br />
Zurich<br />
(Friday to Sunday)<br />
No. 58218 Fall <strong>2018</strong><br />
September 28 – 30, <strong>2018</strong><br />
Zurich<br />
(Friday to Sunday)<br />
Duration: 1 x 3 days<br />
Course Fee*: CHF 2900.–/€ 2550.–<br />
The right mix of f<strong>in</strong>ancial <strong>in</strong>struments,<br />
f<strong>in</strong>anc<strong>in</strong>g rules<br />
The shareholder value concept<br />
Controll<strong>in</strong>g<br />
Key figures for controll<strong>in</strong>g, key performance<br />
<strong>in</strong>dicators KPI<br />
Efficient and effective controll<strong>in</strong>g systems<br />
<strong>St</strong>ructure of an MIS and early-warn<strong>in</strong>g<br />
system<br />
Younger Executives <strong>in</strong> lower and middle<br />
management positions<br />
L<strong>in</strong>e and staff managers with results,<br />
cost or sales responsibility right now, or<br />
<strong>in</strong> the imm<strong>in</strong>ent future.<br />
Executives scheduled for future positions<br />
<strong>in</strong> general management desir<strong>in</strong>g<br />
to support their next career step with<br />
latest f<strong>in</strong>ancial knowledge and tools<br />
* add 7,7 % VAT<br />
Understand<strong>in</strong>g a controll<strong>in</strong>g report<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess <strong>School</strong> 21
Concept<br />
Topics<br />
Leadership for<br />
Talents<br />
<strong>2018</strong><br />
No. 77118 Spr<strong>in</strong>g <strong>2018</strong><br />
April 6 – 8, <strong>2018</strong><br />
Cracow<br />
(Friday to Sunday)<br />
No. 77218 Summer <strong>2018</strong><br />
July 6 – 8, <strong>2018</strong><br />
Flims<br />
(Friday to Sunday)<br />
No. 77218 W<strong>in</strong>ter <strong>2018</strong><br />
December 7 – 9, <strong>2018</strong><br />
Zurich<br />
(Friday to Sunday)<br />
Duration: 1 x 3 days<br />
Course Fee*: CHF 3200.–/€ 2880.–<br />
* add 7,7 % VAT<br />
Younger executives are typically <strong>in</strong><br />
the conflict of be<strong>in</strong>g simultaneously<br />
a leader and a subord<strong>in</strong>ate. The course<br />
“Leadership for Talents” highlights<br />
methodologies successful managers<br />
utilize and which leadership skills are<br />
required to cope with this conflict.<br />
Overall it ideally prepares you for your<br />
challenges as a manager <strong>in</strong> general<br />
management functions.<br />
The 3-day sem<strong>in</strong>ar “Leadership for<br />
Talents” provides the core concepts<br />
of modern leadership and coach<strong>in</strong>g<br />
approaches. It helps to strengthen selfconfidence<br />
<strong>in</strong> one’s own management<br />
capacity by learn<strong>in</strong>g to apply proven<br />
tools and concepts. F<strong>in</strong>ally, the course<br />
guides you to focus reflection and<br />
action on topics that really matter for<br />
success.<br />
Assess<strong>in</strong>g one’s own leadership<br />
performance<br />
Can leadership be learned?<br />
Prerequisites for successful leadership<br />
Analyz<strong>in</strong>g and recogniz<strong>in</strong>g modes of<br />
thought <strong>in</strong> everyday leadership: one’s<br />
own role and how it affects subord<strong>in</strong>ates,<br />
superiors and colleagues<br />
Activat<strong>in</strong>g personal potential; further<br />
development of social and leadership<br />
skills<br />
Practical leadership techniques<br />
Greater efficiency and effectiveness by<br />
focus<strong>in</strong>g on th<strong>in</strong>gs that matter: priority<br />
and decision management<br />
Lead<strong>in</strong>g, not do<strong>in</strong>g: how to delegate<br />
correctly<br />
Time management: avoid<strong>in</strong>g time traps<br />
with skillful work<strong>in</strong>g techniques<br />
Agree<strong>in</strong>g objectives and handicaps <strong>in</strong> a<br />
hierarchy manner; performance assessment<br />
The key task of communication: how to<br />
handle encounters concern<strong>in</strong>g delegation,<br />
criticism, assessment, recognition<br />
and progress-checks<br />
Leadership <strong>in</strong> difficult situations<br />
<strong>St</strong>rategies for cop<strong>in</strong>g with conflicts:<br />
zero-sums games, work<strong>in</strong>g on conflicts<br />
Handl<strong>in</strong>g “difficult” employees<br />
Handl<strong>in</strong>g anxieties: <strong>in</strong>security, frustration<br />
and lethargy<br />
Overcom<strong>in</strong>g everyday stress<br />
Leadership, team leadership, coach<strong>in</strong>g<br />
Leadership as the base for peak performance<br />
The boss as coach<br />
Professional teamwork, successful<br />
group management<br />
High work satisfaction with high performance:<br />
people empower<strong>in</strong>g, the selfresponsibility<br />
pr<strong>in</strong>ciple<br />
Project/l<strong>in</strong>e conflicts, struggles over<br />
resources, cop<strong>in</strong>g with conflict<strong>in</strong>g goals<br />
Participants<br />
“Leadership for Talents” (3-day sem<strong>in</strong>ar)<br />
addresses younger executives prepar<strong>in</strong>g<br />
themselves for the next higher and top challenge<br />
<strong>in</strong> their career. These participants have<br />
successfully passed already various qualifications<br />
<strong>in</strong> management. The 3-day sem<strong>in</strong>ar<br />
is especially designed as a supportive course<br />
for participants not hav<strong>in</strong>g visited extensive<br />
leadership sem<strong>in</strong>ars yet, or as a refresher.<br />
22
Concept<br />
–<br />
Bus<strong>in</strong>ess Simulation<br />
(Game)<br />
<strong>2018</strong><br />
No. 57118 1st Accomplishment <strong>2018</strong><br />
July 2 – 4, <strong>2018</strong><br />
Appenzell<br />
No. 57218 2nd Accomplishment <strong>2018</strong><br />
December 3 – 5, <strong>2018</strong><br />
Appenzell<br />
Duration: 1 x 3 days<br />
Course Fee*: CHF 2900.–/€ 2550.–<br />
In the sem<strong>in</strong>ar “Bus<strong>in</strong>ess Simulation” you<br />
will, over 3 <strong>in</strong>tensive days, be transported<br />
directly <strong>in</strong>to the position of a management<br />
team which has the job of lead<strong>in</strong>g a<br />
middle-sized enterprise. Several management<br />
teams are active <strong>in</strong> the same highly<br />
competitive market – decisions thus have<br />
effects not only on one’s own enterprise<br />
but also <strong>in</strong>fluence the actions of the competitors.<br />
As a consequence participants act with<strong>in</strong> a<br />
realistic, dynamic, competitive environment<br />
which forces them to permanently (re)th<strong>in</strong>k<br />
their options. So team decisions may<br />
directly lead to the recruitment of new<br />
staff, to the build<strong>in</strong>g of new production<br />
plants, to the outsourc<strong>in</strong>g of exist<strong>in</strong>g<br />
activities, to the build<strong>in</strong>g-up of a brand, or<br />
to a change of the value cha<strong>in</strong>. As a result<br />
market success becomes immediately visible<br />
from a f<strong>in</strong>ancial po<strong>in</strong>t of view and enables<br />
a deep <strong>in</strong>sight <strong>in</strong>to commercial relationships.<br />
Each team has the goal position<strong>in</strong>g itself<br />
optimally out of a long-term perspective.<br />
Instead of computers or plann<strong>in</strong>g game<br />
software participants themselves work on<br />
“tangible” game boards. As a consequence<br />
they create a traceable visualisation of the<br />
progress of the game.<br />
Each management team is <strong>in</strong> charge of its<br />
own field of work. This specific field is<br />
made visible by various elements such as<br />
staff dossiers, capacities, service contracts,<br />
order cards, production facilities, stock<br />
levels etc. Therefore the consequences of<br />
delayed effects of decisions become obvious.<br />
At the start of each new round <strong>in</strong> the<br />
game (bus<strong>in</strong>ess year), there are decisions<br />
concern<strong>in</strong>g f<strong>in</strong>ance, personnel, <strong>in</strong>vestments,<br />
products and markets, to be made.<br />
All of them are hav<strong>in</strong>g direct effects on<br />
the success of the bus<strong>in</strong>ess. So comparisons<br />
between compet<strong>in</strong>g companies<br />
(teams) become possible.<br />
Each bus<strong>in</strong>ess year (game round) is closed<br />
with a balance sheet and a profit and loss<br />
statement. Teams have to present their<br />
results. In do<strong>in</strong>g this, significant key figures<br />
have to be def<strong>in</strong>ed.<br />
Dur<strong>in</strong>g the bus<strong>in</strong>ess year the enterprise<br />
must be susta<strong>in</strong>ably managed. At this<br />
po<strong>in</strong>t it becomes obvious how teams<br />
manage implement<strong>in</strong>g their strategy <strong>in</strong><br />
terms of a long-term view.<br />
Benefits<br />
Because of <strong>in</strong>tense collaboration dur<strong>in</strong>g<br />
the sem<strong>in</strong>ar, knowledge transfer among<br />
participants is encouraged. Experienced<br />
participants can directly transfer their<br />
knowledge <strong>in</strong>to practice and test different<br />
strategies with<strong>in</strong> chang<strong>in</strong>g situations. So it<br />
is possible to ga<strong>in</strong> <strong>in</strong>creased confidence<br />
and competence through the simulation of<br />
tricky scenarios.<br />
It is a common problem to transfer theoretical<br />
knowledge <strong>in</strong>to direct actions. The<br />
Bus<strong>in</strong>ess Simulation helps to experience<br />
exist<strong>in</strong>g <strong>in</strong>terrelationships – br<strong>in</strong>gs theory<br />
to life. As a consequence the gap between<br />
theory and practice is bridged and applicable<br />
knowledge arises.<br />
Deal<strong>in</strong>g with specific questions: Managerial<br />
staff is frequently faced with decisions<br />
concern<strong>in</strong>g <strong>in</strong>vestments, <strong>in</strong>creases <strong>in</strong> productivity,<br />
stocks, process costs, outsourc<strong>in</strong>g<br />
and so on. After each round discussions<br />
with other participants and experienced<br />
tra<strong>in</strong>ers help to identify reasons<br />
for success and failures. Additional knowledge<br />
<strong>in</strong>puts empower participants to<br />
improve their performance with<strong>in</strong> the next<br />
round.<br />
Inhouse: company- or branch-specific<br />
The Bus<strong>in</strong>ess Simulation is perfectly suited<br />
for <strong>in</strong>-company tra<strong>in</strong><strong>in</strong>g courses <strong>in</strong> order<br />
to highlight the holistic cause-and-effect<br />
framework with<strong>in</strong> the own company. The<br />
<strong>St</strong>. <strong>Gallen</strong> Bus<strong>in</strong>ess <strong>School</strong> is experienced <strong>in</strong><br />
carry<strong>in</strong>g out Bus<strong>in</strong>ess Simulations with<strong>in</strong><br />
<strong>in</strong>dividual companies or focus<strong>in</strong>g on a particular<br />
branches.<br />
* add. 7,7 % VAT<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess <strong>School</strong> 23
24<br />
«Extra occupational Master- and Certificates-<br />
Programs with<strong>in</strong> 6-36 months – adjustable to the<br />
<strong>in</strong>dividual time budget – an outstand<strong>in</strong>g mix<br />
of sem<strong>in</strong>ars, colloquia, distance-learn<strong>in</strong>g and<br />
project-thesis.»
Overview Certificates & MBA<br />
➢ SGBS <strong>International</strong> Senior <strong>Management</strong><br />
Certificate <strong>St</strong>. <strong>Gallen</strong>® 26<br />
➢ <strong>International</strong> Executive MBA 28<br />
➢ Cracow University – MBA <strong>in</strong> European<br />
Multicultural Integrated <strong>Management</strong> 30<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess <strong>School</strong> 25
Accreditation<br />
Concept<br />
9<br />
SGBS <strong>International</strong><br />
Senior <strong>Management</strong>-Certificate<br />
<strong>St</strong>. <strong>Gallen</strong>®<br />
<strong>2018</strong><br />
No. 19218 2nd Accomplishment<br />
Beg<strong>in</strong> of study: April 9, <strong>2018</strong><br />
No. 19318 3rd Accomplishment<br />
Beg<strong>in</strong> of study: July 9, <strong>2018</strong><br />
No. 19418 4th Accomplishment<br />
Beg<strong>in</strong> of study: Oct. 8, <strong>2018</strong><br />
2019<br />
No. 19118 1st Accomplishment<br />
Beg<strong>in</strong> of study: Jan. 8, 2019<br />
No. 19219 2nd Accomplishment<br />
Beg<strong>in</strong> of study: April 8, 2019<br />
No. 19319 3rd Accomplishment<br />
Beg<strong>in</strong> of study: July 8, 2019<br />
No. 19419 4th Accomplishment<br />
Beg<strong>in</strong> of study: Oct. 7, 2019<br />
Course Fee*: CHF 21 900.–/€ 19 900.–<br />
* add 7,7 % VAT<br />
26<br />
Today’s managers have to be effective<br />
and motivat<strong>in</strong>g leaders who accomplish<br />
excellent results <strong>in</strong> their particular fields of<br />
responsibility and guide the company’s way<br />
to success.<br />
This demands a broad, comprehensive<br />
management view, plus an <strong>in</strong>ternational<br />
dimension <strong>in</strong> the light of <strong>in</strong>creased globalisation.<br />
It also requires deeper understand<strong>in</strong>g of<br />
the <strong>in</strong>teraction between numerous factors:<br />
global strategies, local market<strong>in</strong>g concepts,<br />
core competence-oriented bus<strong>in</strong>ess processes,<br />
culturally differentiated management<br />
pr<strong>in</strong>ciples and behaviour, to name<br />
just a few.<br />
The Certificate Program “<strong>International</strong><br />
Senior <strong>Management</strong> Certificate” teaches<br />
precisely this k<strong>in</strong>d of understand<strong>in</strong>g. The<br />
program is designed for managers with a<br />
proven track record who have been selected<br />
for a higher general management position<br />
with an <strong>in</strong>ternational perspective.<br />
<strong>St</strong>. Galler<br />
Bus<strong>in</strong>ess <strong>School</strong><br />
SGBS <strong>International</strong> Senior<br />
<strong>Management</strong>-Zertifikat <strong>St</strong>. <strong>Gallen</strong>®<br />
Zertifikatsprogramm<br />
Master-Diplome <strong>St</strong>. <strong>Gallen</strong><br />
<strong>St</strong>udienbeg<strong>in</strong>ne:<br />
8. Januar <strong>2018</strong><br />
9. April <strong>2018</strong><br />
9. Juli <strong>2018</strong><br />
8. Oktober <strong>2018</strong><br />
Die Zertifikatsprogramme<br />
der <strong>St</strong>. Galler Bus<strong>in</strong>ess <strong>School</strong><br />
– Basierend auf dem bewährten<br />
<strong>St</strong>. Galler <strong>Management</strong>-Konzept<br />
– Praxisnahe Aus- & Weiterbildung<br />
mit Upgrade-Möglichkeit<br />
<strong>2018</strong>-20<br />
The <strong>in</strong>ternational, high-level tra<strong>in</strong><strong>in</strong>g<br />
“SGBS <strong>International</strong> Senior<br />
<strong>Management</strong> Certificate®” is aimed at<br />
specific requirements of Upper- and<br />
Top-<strong>Management</strong> wish<strong>in</strong>g to optimize<br />
their knowledge especially regard<strong>in</strong>g<br />
an <strong>in</strong>ternational perspective. In do<strong>in</strong>g<br />
so they set value on a high level of<br />
practical relevance, an <strong>in</strong>tense tra<strong>in</strong><strong>in</strong>g<br />
of Leadership-Skills and multicultural<br />
aspects.<br />
Dur<strong>in</strong>g 12-18 excit<strong>in</strong>g months they<br />
tra<strong>in</strong> and develop a deeper understand<strong>in</strong>g<br />
of the <strong>in</strong>teraction between<br />
numerous factors: global strategies,<br />
local market<strong>in</strong>g concepts, core competence-oriented<br />
bus<strong>in</strong>ess processes,<br />
culturally differentiated management<br />
pr<strong>in</strong>ciples and behaviour, to name just<br />
a few.<br />
Upgrade possibility to the “<strong>International</strong><br />
Executive MBA”-Program<br />
Approach<br />
Professional <strong>in</strong>put and teach<strong>in</strong>g discussions<br />
led by expert lecturers alternate with<br />
sessions <strong>in</strong> which participants address real<br />
issues and case studies. Theory and practice<br />
complement each other to produce a<br />
conv<strong>in</strong>c<strong>in</strong>g whole and deliver a wealth of<br />
stimulat<strong>in</strong>g ideas. A mixture of <strong>in</strong>teractive<br />
learn<strong>in</strong>g and small study groups provides<br />
constant encouragement to practice both<br />
your leadership and managerial communications<br />
skills.<br />
The “SGBS <strong>International</strong> Senior <strong>Management</strong><br />
Certificate” is awarded to participants<br />
that have accomplished:<br />
4 <strong>International</strong> <strong>Sem<strong>in</strong>ars</strong> (I)<br />
1-2 Colloquia à 2 days (II)<br />
Distance learn<strong>in</strong>g (III)<br />
Project Thesis (IV)<br />
Defence of Project Thesis (V)<br />
Course of events – Overview<br />
Beg<strong>in</strong> of studies<br />
In each case possible at the beg<strong>in</strong>n<strong>in</strong>g of a quarter<br />
Distance Learn<strong>in</strong>g<br />
4 Distance Learn<strong>in</strong>g Modules<br />
Feedback from advisor<br />
<strong>Sem<strong>in</strong>ars</strong> and Colloquia<br />
Participation at<br />
18-19 sem<strong>in</strong>ar days, <strong>in</strong>ter alia <strong>in</strong><br />
Project Thesis<br />
If possible concrete<br />
company project<br />
Defence of Project Thesis<br />
As a general rule 12-18 months;<br />
Nonrecurr<strong>in</strong>g repeat<strong>in</strong>g possibility<br />
Diploma-Award<strong>in</strong>g<br />
SGBS <strong>International</strong> Senior <strong>Management</strong>-<br />
Certificate <strong>St</strong>. <strong>Gallen</strong><br />
I. <strong>International</strong> <strong>Sem<strong>in</strong>ars</strong><br />
The sem<strong>in</strong>ars of the course of studies are<br />
conducted <strong>in</strong> Switzerland, London, Boston<br />
and Shanghai <strong>in</strong>volv<strong>in</strong>g local, very experienced<br />
lecturers:<br />
<strong>St</strong>rategy-Week Boston<br />
Leadership-Week Boston<br />
F<strong>in</strong>ance-Week London<br />
Asia-Week Shanghai<br />
Module 1<br />
Module 2<br />
Module 3<br />
Module 4<br />
Boston<br />
Boston<br />
London<br />
Shanghai<br />
case study at<br />
the end of each<br />
module<br />
1-2 Colloquia à<br />
2 days<br />
literature research<br />
Conception<br />
Proposals for solutions<br />
verbal<br />
As an alternative to the <strong>St</strong>rategy-Week<br />
Boston, it is possible to attend a strategysem<strong>in</strong>ar<br />
<strong>in</strong> Switzerland.
Topics Distance Learn<strong>in</strong>g (Selection)<br />
II. Colloquia<br />
You have to visit 1-2 colloquia (<strong>in</strong> German<br />
language) à 2 days (Friday-Saturday) <strong>in</strong><br />
<strong>St</strong>. <strong>Gallen</strong>. These colloquia serve as a compact<br />
representation and appliance of the<br />
learn<strong>in</strong>g matters.<br />
III. Distance Learn<strong>in</strong>g Modules<br />
The four distance learn<strong>in</strong>g modules<br />
cover the whole “<strong>International</strong> Senior<br />
<strong>Management</strong>”-knowledge.<br />
Network<strong>in</strong>g<br />
Dur<strong>in</strong>g the <strong>Sem<strong>in</strong>ars</strong> you will get to know<br />
a lot of other participants from different<br />
branches. As a consequence you are hav<strong>in</strong>g<br />
Program<br />
Education SGBS <strong>International</strong> Senior <strong>Management</strong>-Certificate <strong>St</strong>.<strong>Gallen</strong>®<br />
the possibility to forge a big, <strong>in</strong>terdiscipl<strong>in</strong>ary<br />
network and profit by the experiences<br />
of others.<br />
IV. Project Thesis and Defence<br />
Your Project-Thesis (40-50 pages) should<br />
prove how you would deal with a specific<br />
challenge of your company (structur<strong>in</strong>g the<br />
problem, apply<strong>in</strong>g different tools).<br />
Afterwards Defence of your Thesis <strong>in</strong><br />
<strong>St</strong>. <strong>Gallen</strong>.<br />
For appropriate participants there is the<br />
possibility to upgrade to an academic<br />
“<strong>International</strong> Executive MBA”.<br />
Course of events: In each case<br />
possible at the beg<strong>in</strong>n<strong>in</strong>g of a quarter<br />
Example: Beg<strong>in</strong>n July 10, 2017 Mt 1 Mt 2 Mt 3 Mt 4 Mt 5 Mt 6 Mt 7 Mt 8 Mt 9 Mt 10 Mt 11 Mt 12<br />
July<br />
2017<br />
Aug.<br />
2017<br />
Sept.<br />
2017<br />
Oct.<br />
2017<br />
Nov.<br />
2017<br />
Dec.<br />
2017<br />
Jan.<br />
<strong>2018</strong><br />
Feb.<br />
<strong>2018</strong><br />
March<br />
<strong>2018</strong><br />
April<br />
<strong>2018</strong><br />
May<br />
<strong>2018</strong><br />
June<br />
<strong>2018</strong><br />
<strong>Sem<strong>in</strong>ars</strong><br />
<strong>St</strong>rategy-Week Boston*<br />
Leadership-Week Boston<br />
F<strong>in</strong>ance-Week London<br />
Asia-Week Shanghai<br />
* or Sem<strong>in</strong>ar <strong>in</strong> Switzerland<br />
Modules Distance Learn<strong>in</strong>g<br />
1 Integrated <strong>Management</strong><br />
2 <strong>St</strong>rategic <strong>Management</strong><br />
3 Market<strong>in</strong>g <strong>Management</strong><br />
4 <strong>International</strong> <strong>Management</strong><br />
Project Thesis<br />
Colloquia <strong>in</strong> <strong>St</strong>.<strong>Gallen</strong><br />
Defence Project Thesis August 25, 2017<br />
Certificate Award<strong>in</strong>g <strong>in</strong> the course of our <strong>Management</strong>- & Alumni-Congress <strong>in</strong> <strong>St</strong>.<strong>Gallen</strong>, 21. September <strong>2018</strong><br />
<strong>St</strong>rategic management<br />
Recognis<strong>in</strong>g strategic turn<strong>in</strong>g po<strong>in</strong>ts gives<br />
alert managers a head start: new concepts<br />
for the challenges to come<br />
The key to competitive advantage: global<br />
strategies for the new millennium<br />
Appreciat<strong>in</strong>g the central strategic „plus“<br />
Manag<strong>in</strong>g strategic <strong>in</strong>formation: Bus<strong>in</strong>ess<br />
Knowledge Eng<strong>in</strong>eer<strong>in</strong>g<br />
Bus<strong>in</strong>ess units versus corporate group strategy<br />
- ways out of the dilemma<br />
The advanced portfolio approach to identify<strong>in</strong>g<br />
core bus<strong>in</strong>ess<br />
<strong>St</strong>rategic alliances, <strong>in</strong>ternational collaboration<br />
<strong>Management</strong> by <strong>in</strong>tuition, or sophisticated<br />
controll<strong>in</strong>g <strong>in</strong>struments?<br />
Market<strong>in</strong>g <strong>Management</strong><br />
Build<strong>in</strong>g on function and process orientation<br />
Discover<strong>in</strong>g needs: identify<strong>in</strong>g future bus<strong>in</strong>ess,<br />
products and markets<br />
Product life cycle management: creat<strong>in</strong>g<br />
an <strong>in</strong>tegrated product life cycle concept<br />
Turn<strong>in</strong>g product ideas <strong>in</strong>to <strong>in</strong>ternational<br />
product strategies<br />
Exploit<strong>in</strong>g market potential: recognis<strong>in</strong>g<br />
growth potential<br />
„Mass customisation“<br />
Ingredient brand<strong>in</strong>g<br />
The key challenge of e-commerce<br />
F<strong>in</strong>ancial management<br />
An executive manager‘s f<strong>in</strong>ancial management<br />
responsibilities<br />
Apprais<strong>in</strong>g balance sheets and profit/loss<br />
statements<br />
Rapid achievement of profit targets<br />
F<strong>in</strong>ancial management with<strong>in</strong> the immediate<br />
area of responsibility<br />
Timely recognition of plann<strong>in</strong>g mistakes<br />
Cost management<br />
The value of consistent cost management<br />
From process cost statement to cost<br />
management<br />
Def<strong>in</strong><strong>in</strong>g one‘s own cost position<br />
Sett<strong>in</strong>g up a profit-boost<strong>in</strong>g program<br />
In/outsourc<strong>in</strong>g: when do <strong>in</strong>vestments make<br />
bus<strong>in</strong>ess sense - fixed or variable costs?<br />
Mergers & acquisitions<br />
Assess<strong>in</strong>g corporate value, evaluat<strong>in</strong>g synergies,<br />
estimat<strong>in</strong>g the risks<br />
IPO: how to float a company on the market<br />
(practical example)<br />
Boost<strong>in</strong>g value; sell<strong>in</strong>g a company<br />
Leadership<br />
High-performance leadership systems - the<br />
key components<br />
Personal attitude and cultural diversity:<br />
us<strong>in</strong>g management signals to build a culture<br />
The art of manag<strong>in</strong>g people: coach<strong>in</strong>g,<br />
encourag<strong>in</strong>g, challeng<strong>in</strong>g<br />
Communication, negotiat<strong>in</strong>g skills: master<strong>in</strong>g<br />
conflicts, difficult meet<strong>in</strong>gs, agree<strong>in</strong>g<br />
goals, critisism<br />
Empowerment: what does it really mean?<br />
Personal time management: boost<strong>in</strong>g efficiency<br />
and effectiveness through selforganisation<br />
Work satisfaction and personal motivation:<br />
manag<strong>in</strong>g <strong>in</strong> a climate of uncerta<strong>in</strong>ty<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess <strong>School</strong> 27
Concept<br />
Participants – Objective<br />
9<br />
<strong>International</strong><br />
Executive MBA<br />
<strong>2018</strong><br />
upgradeS<br />
your<br />
perSpective.<br />
No. 92218 2nd Accomplishment<br />
Beg<strong>in</strong> of study: April 9, <strong>2018</strong><br />
No. 92318 3rd Accomplishment<br />
Beg<strong>in</strong> of study: July 9, <strong>2018</strong><br />
No. 92418 4th Accomplishment<br />
Beg<strong>in</strong> of study: Oct. 8, <strong>2018</strong><br />
2019<br />
No. 92118 1st Accomplishment<br />
Beg<strong>in</strong> of study: Jan. 8, 2019<br />
No. 92219 2nd Accomplishment<br />
Beg<strong>in</strong> of study: April 8, 2019<br />
No. 92319 3rd Accomplishment<br />
Beg<strong>in</strong> of study: July 8, 2019<br />
No. 92419 4th Accomplishment<br />
Beg<strong>in</strong> of study: Oct. 7, 2019<br />
Course Fee*: CHF 49 000.–<br />
* add 7,7 % VAT<br />
The post graduate academic program<br />
«<strong>International</strong> Executive MBA» is offered<br />
by the University of Klagenfurt <strong>in</strong><br />
cooperation with the Bus<strong>in</strong>ess <strong>School</strong><br />
<strong>St</strong>. <strong>Gallen</strong>.<br />
This <strong>in</strong>ternational oriented avocational<br />
program on the job – 120 ECTS-Po<strong>in</strong>ts,<br />
4 Terms – is specifically designed for<br />
the situation of executives with a graduate<br />
degree.<br />
Because of the modular design of the<br />
academic course of studies (the ca. 20<br />
sem<strong>in</strong>ars are accomplished 2-3 times a<br />
year) the program can very <strong>in</strong>dividually<br />
be planned. In accordance with the<br />
direction of studies you can plan the<br />
duration and sequence of topics to a<br />
large extend by yourself.<br />
The academical degree program <strong>in</strong>cludes<br />
approximately 20 sem<strong>in</strong>ares (each 2-5<br />
days) and 3 colloquiums (3x2 days),<br />
self-study and 4 long distance study<br />
modules (Integrated <strong>Management</strong>; <strong>St</strong>rategic<br />
<strong>Management</strong>; Market<strong>in</strong>g <strong>Management</strong>;<br />
<strong>International</strong> <strong>Management</strong>), participation<br />
on management congresses; 1<br />
project thesis and 1 master theses with<br />
defensio.<br />
The avocational MBA Program “<strong>International</strong><br />
Executive MBA”, which is conducted <strong>in</strong> German<br />
and <strong>English</strong> language, is aimed at upper and top<br />
management, high-potentials, future leaders<br />
and upper staff employees will<strong>in</strong>g to deepen<br />
their knowledge <strong>in</strong> fields of a multidiscipl<strong>in</strong>ary,<br />
management-orientated bus<strong>in</strong>ess adm<strong>in</strong>istration<br />
with focus on <strong>in</strong>ternational management. The<br />
applicants set value on top-management tra<strong>in</strong><strong>in</strong>g<br />
at the highest level and scientific foundation,<br />
based on the comb<strong>in</strong>ation of approaches of<br />
US-American and Asiatic <strong>School</strong>s and Cultures<br />
with the popular <strong>St</strong>. <strong>Gallen</strong> management<br />
approach. Major focus will be put on technical<br />
and social skills with maximum of practical<br />
relevance.<br />
Participants want to:<br />
come up to challenges of management<br />
with<strong>in</strong> a cross-l<strong>in</strong>ked <strong>in</strong>ternational economy.<br />
Simulate, tra<strong>in</strong> and apply concepts, strategies<br />
and operative implementation possibilities<br />
<strong>in</strong> order to establish and ensure market<br />
positions and profit l<strong>in</strong>e items based<br />
on their knowledge of the big picture of<br />
<strong>in</strong>ternational bus<strong>in</strong>ess<br />
Deepen their competences with<strong>in</strong> fields of<br />
bus<strong>in</strong>ess adm<strong>in</strong>istration and <strong>in</strong>ternational<br />
management and recognize changes <strong>in</strong><br />
terms of markets, competition, technologies<br />
<strong>in</strong> order to <strong>in</strong>vent new products,<br />
services and bus<strong>in</strong>ess processes with<strong>in</strong><br />
<strong>in</strong>ternational context at an early stage and<br />
consciously make use of change management<br />
of cross-cultural-management and the<br />
management of diversity<br />
Get to know key success criteria of <strong>in</strong>ternational<br />
«merger and acquisition» activities<br />
and master proven <strong>in</strong>struments of<br />
f<strong>in</strong>ance-management and controll<strong>in</strong>g<br />
Expand their professional and methodological<br />
as well as their social-communicative<br />
competences<br />
<strong>St</strong>udy<strong>in</strong>g by stages<br />
Interested parties def<strong>in</strong>itely will<strong>in</strong>g to decide<br />
about their participation at the MBA-program<br />
later on, are hav<strong>in</strong>g the possibility to study by<br />
stages because of the unique upgrade-possibilities<br />
of all certificate- and diploma courses of<br />
study of the Bus<strong>in</strong>ess <strong>School</strong> <strong>St</strong>. <strong>Gallen</strong>. So they<br />
are hav<strong>in</strong>g the possibility to complete the «SGBS<br />
<strong>International</strong> Senior <strong>Management</strong> Certificate»<br />
<strong>in</strong> the sense of basic studies. Later on they can<br />
complete the MBA-program reach<strong>in</strong>g the degree<br />
«<strong>International</strong> Executive MBA», whereupon 50%<br />
are credited to the total program achievement.<br />
Moreover it is possible to <strong>in</strong>itialize the course of<br />
study by attend<strong>in</strong>g s<strong>in</strong>gle sem<strong>in</strong>ars that can be<br />
credited to this MBA-Program as well (extend<strong>in</strong>g<br />
to max. 60 ECTS-po<strong>in</strong>ts, 50% of the total program<br />
achievement).<br />
28<br />
Constructively and critically reflect stateof-the-art<br />
knowledge and own experiences
Accreditation – Considerations<br />
Temporal Dimensions<br />
<strong>International</strong> Executive MBA<br />
Example: Beg<strong>in</strong> of study October 9, 2017<br />
Network<strong>in</strong>g<br />
In the course of participat<strong>in</strong>g at the sem<strong>in</strong>ars you<br />
will get to know a lot of different attendees. As<br />
a consequence you are hav<strong>in</strong>g the possibility to<br />
build up big, <strong>in</strong>terbranch social networks.<br />
Program structure<br />
The <strong>International</strong> study trips take place <strong>in</strong><br />
Europe (<strong>St</strong>. <strong>Gallen</strong>, London, Vienna, Klagenfurt),<br />
USA (Boston) and Asia (Shanghai).<br />
Maximum Quality <strong>St</strong>andard<br />
Maximized actuality, highest practical relevance<br />
and strong scientific fundaments of the contents<br />
are <strong>in</strong> foreground of the program. Highest professional<br />
and didactical qualities of our speakers<br />
as well as a rigorous selection of our participants<br />
are part of it.<br />
The range of speakers of the Bus<strong>in</strong>ess <strong>School</strong><br />
<strong>St</strong>. <strong>Gallen</strong> cover <strong>in</strong> research and tra<strong>in</strong><strong>in</strong>g experienced<br />
professors, tra<strong>in</strong>er, top-leader out of bus<strong>in</strong>ess,<br />
specialized experts <strong>in</strong> fields of consult<strong>in</strong>g<br />
and successful bus<strong>in</strong>ess men – all of them hav<strong>in</strong>g<br />
long-last<strong>in</strong>g practical and tra<strong>in</strong><strong>in</strong>g experiences<br />
with<strong>in</strong> <strong>in</strong>ternational management education and<br />
development.<br />
Didactics<br />
To large extend the contents are conducted <strong>in</strong><br />
<strong>English</strong> via <strong>in</strong>ternational sem<strong>in</strong>ars, tra<strong>in</strong><strong>in</strong>gs,<br />
workshops, distance learn<strong>in</strong>g modules, colloquia,<br />
case studies, simulations, moderated round-table<br />
discussions and management panels. Participants<br />
are hav<strong>in</strong>g written partial exam<strong>in</strong>ations as well<br />
as an oral exam by a committee (Defensio).<br />
Moreover they have to hand <strong>in</strong> a term paper and<br />
a Master Thesis, present and defence it.<br />
Overview<br />
management sem<strong>in</strong>ars, sem<strong>in</strong>ars abroad<br />
self-study, case studies, management literature<br />
preparations for implementation <strong>in</strong> the<br />
course of workshops (colloquia)<br />
s<strong>in</strong>gle and group work<br />
term paper, supervision, master thesis<br />
study trips, excursions<br />
Accreditation<br />
Precondition for accreditation are<br />
(1) Degree of an university or an university of<br />
applied sciences and<br />
(2) Work experiences for more than 10 years<br />
and actual managerial responsibility with<strong>in</strong><br />
an upper management position and<br />
(3) Proof of sound knowledge of the <strong>English</strong><br />
language.<br />
After the application an <strong>in</strong>terview <strong>in</strong> order to<br />
detect your professional, experiential and personal<br />
qualifications and aims takes place. In the<br />
next step the study commission decide on your<br />
accreditation. The completion of the mentioned<br />
entry requirements, already completed sem<strong>in</strong>ars<br />
or degrees of the Bus<strong>in</strong>ess <strong>School</strong> <strong>St</strong>. <strong>Gallen</strong> don’t<br />
imply the right to be enrolled for the MBAprogram.<br />
<strong>St</strong>udy starts are possible at the beg<strong>in</strong>n<strong>in</strong>g of each<br />
quarter of the year.<br />
Precondition: University degree, SGBS Diploma and sem<strong>in</strong>ars will be taken <strong>in</strong> account (up to max. 60 ECTS-po<strong>in</strong>ts).<br />
<strong>St</strong>art October 2017<br />
(Example)<br />
<strong>Sem<strong>in</strong>ars</strong><br />
<strong>St</strong>rategic <strong>Management</strong> for<br />
Executives (2 parts)<br />
8 days<br />
<strong>St</strong>rategy-Week Boston * 5 days<br />
Leadership-Week Boston * 5 days<br />
F<strong>in</strong>ance-Week London * 5 days<br />
Asia-Week Shanghai * 5 days<br />
F<strong>in</strong>ance-<strong>Management</strong> 4 days<br />
Leadership Maturity (2 parts) 7 days<br />
Product- & Projectmgmt. (2 parts) 6 days<br />
Case <strong>St</strong>udy Trip 3 days<br />
<strong>Management</strong>-Simulation 3 days<br />
Change <strong>Management</strong> & Organizational<br />
Behaviour (2 Teile)<br />
8 days<br />
Modules Distance Learn<strong>in</strong>g*<br />
1 Integrated <strong>Management</strong><br />
2 <strong>St</strong>rategic <strong>Management</strong><br />
3 Market<strong>in</strong>g <strong>Management</strong><br />
4 <strong>International</strong> <strong>Management</strong><br />
Additional Modules<br />
as alternative to sem<strong>in</strong>ars<br />
Modul 5 – 10<br />
Modules <strong>St</strong>rategy/Market<strong>in</strong>g/<br />
Controll<strong>in</strong>g<br />
Colloquia, <strong>in</strong> each case Fr. / Sa. 3x2 days<br />
Consideration<br />
Mt 9/10<br />
Sept/Oct<br />
2017<br />
Mt 11/12<br />
Nov/Dec<br />
2017<br />
Mt 1/2<br />
Jan/Feb<br />
<strong>2018</strong><br />
Already attended courses and study programs<br />
of the Bus<strong>in</strong>ess <strong>School</strong> <strong>St</strong>. <strong>Gallen</strong><br />
(Certificate-programs, Diploma-programs,<br />
sem<strong>in</strong>ars) will be taken <strong>in</strong> account for this<br />
MBA program (up to 50% of the required<br />
total program achievement).<br />
Mt 3/4<br />
Mar/Apr<br />
<strong>2018</strong><br />
Mt 5/6<br />
May/June<br />
<strong>2018</strong><br />
Project Thesis<br />
<strong>Management</strong> Congresses<br />
Master Thesis<br />
Feedback – <strong>in</strong>termediate exam<strong>in</strong>ation<br />
August 18, <strong>2018</strong><br />
Defence August 17, 2019<br />
Diploma Ceremony Sept. 20, 2019<br />
* <strong>in</strong>ter alia <strong>in</strong> the course of studies «SGBS <strong>International</strong> Senior <strong>Management</strong> Certificate».<br />
Mt 7/8<br />
July/Aug<br />
<strong>2018</strong><br />
Mt 9/10<br />
Sept/Oct<br />
<strong>2018</strong><br />
Mt 11/12<br />
Nov/Dec<br />
<strong>2018</strong><br />
Master support<br />
Mt 1/2<br />
Jan/Feb<br />
2019<br />
Throughout the whole education you are supported<br />
and supervised by a personal tutor.<br />
Academic Degree<br />
Mt 3/4<br />
Mar/Apr<br />
2019<br />
Mt 5/6<br />
May/June<br />
2019<br />
Mt 7/8<br />
July/Aug<br />
2019<br />
Example: Diploma Ceremony September 20, 2019<br />
Graduates of the MBA-Program will be<br />
awarded the academic title «Master of<br />
Bus<strong>in</strong>ess Adm<strong>in</strong>istration (<strong>International</strong><br />
Executive)»/«MBA (<strong>International</strong> Executive)»<br />
of the University of Klagenfurt.<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess <strong>School</strong> 29
Concept<br />
Cracow University –<br />
MBA <strong>in</strong> European<br />
Multicultural Integrated<br />
<strong>Management</strong><br />
Cooperation between Bus<strong>in</strong>ess <strong>School</strong><br />
<strong>St</strong>. <strong>Gallen</strong> and Cracow <strong>School</strong> of Bus<strong>in</strong>ess<br />
at Cracow University of Economics<br />
<strong>2018</strong><br />
No. 94118 October 8, <strong>2018</strong><br />
Cracow / <strong>St</strong>. <strong>Gallen</strong><br />
2019<br />
No. 94119 October 7, 2019<br />
Cracow / <strong>St</strong>. <strong>Gallen</strong><br />
<strong>in</strong> <strong>English</strong><br />
<strong>in</strong> <strong>English</strong><br />
Fee: € 24 000.–*<br />
* Scholarships for Polish students possible.<br />
(50 % for residents <strong>in</strong> Poland)<br />
Requirements which arise <strong>in</strong> front<br />
of modern managers are higher and<br />
higher. They have to be effective, but<br />
this effectiveness is measured both by<br />
f<strong>in</strong>ancial results and <strong>in</strong>tangible assets.<br />
It is essential to build a good reputation<br />
and perception of the company among<br />
the clients (goodwill), too. Additionally,<br />
Cracow<br />
managers are required to have the ability<br />
to conduct a team and motivate their<br />
employees to achieve the best results.<br />
We need to remember that all these<br />
activities are <strong>in</strong>creased by ris<strong>in</strong>g competition,<br />
globalization and <strong>in</strong>ternalization<br />
of markets. Only the managers who can<br />
use the <strong>in</strong>tegrated approach to management,<br />
<strong>in</strong>clud<strong>in</strong>g <strong>in</strong>ternational aspects,<br />
will be able to manage their companies<br />
successfully.<br />
European Multicultural Integrated<br />
<strong>Management</strong> Program, <strong>International</strong><br />
MBA is a specific managerial program<br />
designed for managers who are work<strong>in</strong>g<br />
<strong>in</strong> <strong>in</strong>ternational environment. The studies’<br />
program, elaborated accord<strong>in</strong>g to<br />
the latest standards, allows to know the<br />
ideas of global management, <strong>in</strong>vestment<br />
and f<strong>in</strong>ance, controll<strong>in</strong>g, change management,<br />
leadership and direct<strong>in</strong>g of<br />
multicultural team, function<strong>in</strong>g of global<br />
organizations. Additionally, the participants<br />
of this program have the opportunity<br />
to take part <strong>in</strong> managerial games<br />
and projects organized by the Cracow<br />
<strong>School</strong> of Bus<strong>in</strong>ess at Cracow University<br />
of Economics and SGBS e.g. „<strong>International</strong><br />
MBA Congress”, simulation<br />
and decision game Tees-6, „<strong>St</strong>rategy<br />
Week Boston” or „Leadership Boston”.<br />
This is a great opportunity to compare<br />
the achieved knowledge and ga<strong>in</strong> new<br />
experiences.<br />
<strong>St</strong>udies’ program and duration<br />
<strong>International</strong> MBA studies are composed<br />
of four terms. Dur<strong>in</strong>g these terms<br />
there are classes divided <strong>in</strong>to thematic<br />
blocks. Additionally the fourth semester<br />
is dedicated to the preparation of<br />
the thesis as well as strategic bus<strong>in</strong>ess<br />
game.<br />
All thematic blocks are realized <strong>in</strong><br />
<strong>English</strong>. The thesis is also prepared <strong>in</strong><br />
<strong>English</strong>.<br />
The program consists of thematic<br />
modules <strong>in</strong>clud<strong>in</strong>g e.g.: <strong>in</strong>tegrated<br />
management systems, sales management,<br />
strategic management, project<br />
management, controll<strong>in</strong>g, leadership,<br />
implement<strong>in</strong>g change, f<strong>in</strong>ancial<br />
management and multicultural human<br />
resources management.<br />
Modules of European Multicultural<br />
Integrated <strong>Management</strong> Program<br />
I Term: 128 teach<strong>in</strong>g hours + 270 project hours<br />
Integrated <strong>Management</strong><br />
Sales <strong>Management</strong><br />
Organizational <strong>St</strong>ructures<br />
Process <strong>Management</strong><br />
F<strong>in</strong>ancial <strong>Management</strong><br />
Project <strong>Management</strong><br />
Bus<strong>in</strong>ess <strong>English</strong><br />
<strong>St</strong>udy Trip Poland<br />
II Term: 111 teach<strong>in</strong>g hours + 202 project hours<br />
Controll<strong>in</strong>g<br />
Leadership<br />
Economics<br />
Bus<strong>in</strong>ess <strong>English</strong><br />
Electives*: <strong>International</strong> Corporate F<strong>in</strong>ance<br />
<strong>St</strong>udy Trip Switzerland<br />
III Term: 94 teach<strong>in</strong>g hours + 235 project hours<br />
Self <strong>Management</strong><br />
Multicultural Human Resources <strong>Management</strong><br />
Implemet<strong>in</strong>g Change<br />
<strong>St</strong>rategic <strong>Management</strong><br />
Research Frameworks<br />
Bus<strong>in</strong>ess <strong>English</strong><br />
IV Term: 90 teach<strong>in</strong>g hours + 270 project hours<br />
Bus<strong>in</strong>ess Game<br />
<strong>International</strong> Market<strong>in</strong>g<br />
Electives*: Managerial Account<strong>in</strong>g<br />
Electives*: <strong>St</strong>rategic Price <strong>Management</strong><br />
Bus<strong>in</strong>ess <strong>English</strong><br />
Project Tuition<br />
Total: 423 teach<strong>in</strong>g hours + 977 project hours<br />
= 1400 hours<br />
30<br />
Prof. CUE dr hab. <strong>in</strong>żż<br />
Andrzej Chochół<br />
Rector of Cracow<br />
University of Economics<br />
Prof. CUE dr hab.<br />
Kazimierz Zieliński<br />
Dean<br />
Prof. dr hab. dr h.c.<br />
Janusz Teczke<br />
Head of <strong>International</strong><br />
<strong>Management</strong> Department<br />
Dr Piotr Buła<br />
Director of Cracow<br />
<strong>School</strong> of Bus<strong>in</strong>ess CUE
<strong>St</strong>udy Trip Switzerland<br />
<strong>St</strong>. Galler<br />
Bus<strong>in</strong>ess <strong>School</strong><br />
DIPLOMAUSBILDUNGEN FÜR MANAGER/INNEN<br />
<strong>2018</strong><br />
European Multicultural Integrated<br />
<strong>Management</strong> Program<br />
<strong>St</strong>udy Trip 2008<br />
<strong>St</strong>. Galler<br />
Bus<strong>in</strong>ess <strong>School</strong><br />
<strong>St</strong>. Galler<br />
Bus<strong>in</strong>ess <strong>School</strong><br />
<strong>St</strong>udy Trip 2010<br />
<strong>St</strong>. Galler<br />
Bus<strong>in</strong>ess <strong>School</strong><br />
<strong>St</strong>. Galler <br />
Bus<strong>in</strong>ess <strong>School</strong><br />
<strong>St</strong>. Galler<br />
Bus<strong>in</strong>ess <strong>School</strong><br />
<strong>St</strong>udy Trip 2012<br />
<strong>St</strong>. Galler <br />
Bus<strong>in</strong>ess <strong>School</strong><br />
Next Accomplishments:<br />
<strong>St</strong>udienbeg<strong>in</strong>ne:<br />
October 2017<br />
8. October Januar <strong>2018</strong> <strong>2018</strong><br />
9. October April <strong>2018</strong> 2019<br />
9. Juli <strong>2018</strong><br />
8. Oktober <strong>2018</strong><br />
Master-Diplome <strong>St</strong>. <strong>Gallen</strong><br />
European Multicultural Integrated<br />
Die Diplomlehrgänge der <strong>Management</strong> Program<br />
<strong>St</strong>.Galler Bus<strong>in</strong>ess <strong>School</strong><br />
– Anspruchsvolle und praxisnahe<br />
Aus- & Weiterbildung<br />
– Diplomabschluss SGBS<br />
<strong>St</strong>udy-Trip Switzerland<br />
– Basierend auf dem bewährten<br />
<strong>St</strong>.Galler <strong>Management</strong>-Konzept <strong>International</strong> Master of Bus<strong>in</strong>ess Adm<strong>in</strong>istration<br />
– Unter wissenschaftlicher Leitung<br />
European Multicultural Integrated<br />
<strong>Management</strong> Program<br />
<strong>St</strong>udy-Trip Switzerland<br />
<strong>International</strong> Master of Bus<strong>in</strong>ess Adm<strong>in</strong>istration<br />
European Multicultural Integrated<br />
<strong>Management</strong> Program<br />
S tudy-Trip S witzerland<br />
<strong>International</strong> Master of Bus<strong>in</strong>ess Adm<strong>in</strong>istration<br />
<strong>St</strong>udy-Trip Switzerland<br />
European Multicultural Integrated <strong>Management</strong> Program<br />
<strong>International</strong> Master of Bus<strong>in</strong>ess Adm<strong>in</strong>istration<br />
-<br />
MBA <strong>in</strong> Integrated <strong>Management</strong><br />
Master of Bus<strong>in</strong>ess Adm<strong>in</strong>istration <strong>in</strong> Integrated <strong>Management</strong><br />
<strong>St</strong>udy-Trip Switzerland<br />
June 13 – 16, 2010<br />
<strong>St</strong>udy‐TripSwitzerland<br />
EuropeanMul5culturalIntegrated<br />
<strong>Management</strong>Program<br />
Interna5onalMasterofBus<strong>in</strong>essAdm<strong>in</strong>istra5on<br />
‐<br />
MBA<strong>in</strong>Integrated<strong>Management</strong><br />
MasterofBus<strong>in</strong>essAdm<strong>in</strong>istra5on<strong>in</strong>Integrated<br />
<strong>Management</strong><br />
<strong>St</strong>udy‐TripSwitzerland<br />
June03–06,2012<br />
<strong>St</strong>udy‐TripSwitzerland<br />
EuropeanMul5culturalIntegrated<br />
<strong>Management</strong>Program<br />
Interna5onalMasterofBus<strong>in</strong>essAdm<strong>in</strong>istra5on<br />
‐<br />
MBA<strong>in</strong>Integrated<strong>Management</strong><br />
MasterofBus<strong>in</strong>essAdm<strong>in</strong>istra5on<strong>in</strong>Integrated<br />
<strong>Management</strong><br />
<strong>St</strong>udy Trip 2007<br />
<strong>St</strong>udy-Trip Switzerland<br />
2 8 .– 30 . Juni 200 7<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess <strong>School</strong> • Rosenbergstrasse 36 • CH-9000 <strong>St</strong>. <strong>Gallen</strong><br />
Tel. 0041 (0)71 225 40 80 • Fax 0041 (0)71 225 40 89<br />
www.sgbs.com • sem<strong>in</strong>are@sgbs.com<br />
<strong>St</strong>udy Trip 2014<br />
<strong>St</strong>. Galler<br />
<strong>St</strong>. Galler <br />
Bus<strong>in</strong>ess <strong>School</strong><br />
<strong>St</strong>udy‐TripSwitzerland<br />
June09–12,2013<br />
<strong>St</strong>udy-‐Trip Switzerland <br />
European Mul5cultural Integrated <br />
<strong>Management</strong> Program <br />
Interna5onal Master of Bus<strong>in</strong>ess Adm<strong>in</strong>istra5on <br />
-‐ <br />
MBA <strong>in</strong> Integrated <strong>Management</strong> <br />
Master of Bus<strong>in</strong>ess Adm<strong>in</strong>istra5on <strong>in</strong> Integrated <br />
<strong>Management</strong> <br />
<strong>St</strong>udy-‐Trip Switzerland <br />
June 15 – 18, 2014 <br />
<strong>St</strong>. Galler<br />
Bus<strong>in</strong>ess <strong>School</strong> <br />
<strong>St</strong>udy-‐Trip Switzerland <br />
2015 <br />
European Mul9cultural Integrated <br />
<strong>Management</strong> Program <br />
Interna9onal Master of Bus<strong>in</strong>ess Adm<strong>in</strong>istra9on <br />
-‐ <br />
MBA <strong>in</strong> Integrated <strong>Management</strong> <br />
Master of Bus<strong>in</strong>ess Adm<strong>in</strong>istra9on <strong>in</strong> Integrated <br />
<strong>Management</strong> <br />
<strong>St</strong>udy-Trip Switzerland<br />
June 26 – 29, 2008<br />
<strong>St</strong>udy-‐Trip Switzerland <br />
May 31 – June 3, 2015<br />
<strong>St</strong>udy Trip 2009<br />
<strong>St</strong>. Galler<br />
Bus<strong>in</strong>ess <strong>School</strong><br />
S tudy-Trip S witzerland<br />
June 7 – 10, 2009<br />
<strong>St</strong>udy-Trip Switzerland<br />
2016<br />
10th Edi)on<br />
European Mul)cultural Integrated<br />
<strong>Management</strong> Program<br />
-<br />
MBA <strong>in</strong> Integrated <strong>Management</strong><br />
<strong>St</strong>udy-Trip Switzerland<br />
May 29 – June 1, 2016<br />
<strong>St</strong>udy Trip 2011<br />
May 29, 2016 / Sunday<br />
20:00 Individual arrival at the hotel Montana (near<br />
Zürich Ma<strong>in</strong> <strong>St</strong>ation):<br />
Hotel Montana<br />
Konradstrasse 39<br />
8005 Zürich<br />
May 30, 2016 / Monday<br />
07:45 Meet<strong>in</strong>g po<strong>in</strong>t Hotel Montana<br />
Transfer by tra<strong>in</strong> to Papyrus Schweiz AG,<br />
Silostrasse 8, 5606 D<strong>in</strong>tikon<br />
09:00 Papyrus Schweiz AG<br />
• Welcome by Peter Meier, CEO<br />
• Papyrus Schweiz AG – a success story <strong>in</strong><br />
the service <strong>in</strong>dustry<br />
12:30 Lunch at Papyrus Schweiz AG<br />
13:30 Future challenges of Papyrus Schweiz AG<br />
and possible successful strategies to deal with<br />
them (case study)<br />
• Analysis of future challenges<br />
• Ways and approaches deal<strong>in</strong>g with those<br />
challenges<br />
15:00 Transfer by tra<strong>in</strong> to Chronometry Beyer,<br />
Bahnhofstrasse 31, 8001 Zürich<br />
16:00 Chronometry Beyer – Patek Philippe<br />
• Input “Swiss Watch Industry: The Sales<br />
Perspectives”<br />
• Watch Museum<br />
• Apéro at Chronometry Beyer<br />
19:30 Traditional Swiss Cheese Fondue D<strong>in</strong>ner<br />
Restaurant Swiss Alpe Chuchi, Walliser Keller<br />
Zähr<strong>in</strong>gerstrasse 21<br />
8001 Zürich<br />
<strong>St</strong>udy-Trip Switzerland<br />
SGBS<br />
MBA-Programmes<br />
June 5 – 8, 2011<br />
<strong>St</strong>udy-Trip Switzerland <strong>2018</strong>:<br />
May 28 – 30, <strong>2018</strong><br />
May 31, 2016 / Tuesday<br />
08:00 Walk to Credit Suisse AG,<br />
<strong>St</strong>. Peterstrasse 19, 8001 Zürich<br />
(Meet<strong>in</strong>g po<strong>in</strong>t hotel Montana)<br />
08:30 Credit Suisse AG<br />
• Welcome by Dr. René Buholzer, Head Public<br />
Policy & Susta<strong>in</strong>ability Affairs<br />
• Input “Public Policy – Challenges of a Swiss<br />
Bank with global operations“<br />
11:00 Transfer to <strong>St</strong>. <strong>Gallen</strong> by bus<br />
12:30 Lunch at University of <strong>St</strong>. <strong>Gallen</strong><br />
13:30 University of <strong>St</strong>. <strong>Gallen</strong>, Library Build<strong>in</strong>g, Room<br />
09-012<br />
• Dr. Joerg Hofstetter, Expert <strong>in</strong> Logistics,<br />
University of <strong>St</strong>. <strong>Gallen</strong>, Institute of <strong>International</strong><br />
Logistics LOG-HSG Input “The management of<br />
Global Supply Cha<strong>in</strong>s”<br />
15:00 Tour on the University of <strong>St</strong>. <strong>Gallen</strong> campus<br />
15:30 University of <strong>St</strong>. <strong>Gallen</strong>, Library Build<strong>in</strong>g, Room<br />
09-012<br />
• Patrick M<strong>in</strong>der, Chief Sales & Consult<strong>in</strong>g Officer,<br />
JLS DIGITAL AG, Input “Digital Bus<strong>in</strong>ess<br />
Transformation & Digital Customer Experience”<br />
17:30 Transfer by bus to Schwander AG,<br />
Burggraben 24, 9000 <strong>St</strong>. <strong>Gallen</strong><br />
18:30 Selection Schwander AG<br />
• Insights <strong>in</strong>to the Swiss W<strong>in</strong>e Bus<strong>in</strong>ess<br />
• Apéro riche<br />
20:30 Transfer to Zürich by bus<br />
June 1, 2016 / Wednesday<br />
07:45 Check-out Hotel Montana (Meet<strong>in</strong>g Po<strong>in</strong>t)<br />
08:15 Transfer by tra<strong>in</strong> to Baxter Healthcare SA,<br />
Thurgauerstrasse 130, 8152 Glattpark (Opfikon)<br />
09:00 Baxter Healthcare SA<br />
• Welcome by Dr. Bernhard Kaumanns, Medical<br />
Director EMEA, GMA HP<br />
• Company Overview<br />
• Case <strong>St</strong>udy, Future Challenges<br />
12:30 Lunch at restaurant Graf Z<br />
13:30 Transfer by tra<strong>in</strong> to Zürich Ma<strong>in</strong> <strong>St</strong>ation<br />
End of <strong>St</strong>udy-Trip<br />
<strong>St</strong>udy Trip 2013<br />
<strong>St</strong>udy Trip 2015<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess <strong>School</strong> 31
32<br />
«Very well structured contents, professionally and<br />
mean<strong>in</strong>gfully recited – adopted to the own company:<br />
f<strong>in</strong>ally a sem<strong>in</strong>ar that conveys a maximum of<br />
knowledge with<strong>in</strong> a m<strong>in</strong>imum on time, strengthens<br />
our capacity of teamwork and ends with a concrete<br />
master plan.»
Inhouse & Consult<strong>in</strong>g<br />
➢ Inhouse Programs 34<br />
➢ <strong>Management</strong> Consult<strong>in</strong>g <strong>St</strong>. <strong>Gallen</strong> 35<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess <strong>School</strong> 33
Inhouse Programs<br />
Our standard<br />
In-house qualifications as well as development<br />
programs that susta<strong>in</strong>ably<br />
empower enterprises and employees<br />
generally consist of a lot of measures<br />
that are <strong>in</strong>corporated <strong>in</strong>to an <strong>in</strong>tegrated<br />
management-development-concept.<br />
“Bit by bit it is possible to witness<br />
positively chang<strong>in</strong>g attitudes<br />
of our managers concern<strong>in</strong>g the<br />
operative bus<strong>in</strong>ess.”<br />
Dr. Herbert Schlotter,<br />
Director HRM<br />
Wüstenrot & Württembergische<br />
AG, <strong>St</strong>uttgart<br />
res <strong>in</strong>to consideration. It def<strong>in</strong>es which<br />
leadership qualitities are needed at<br />
which time, which place and deals with<br />
the organizational circumstances that<br />
help realiz<strong>in</strong>g the power of the human<br />
resources. As a consequence susta<strong>in</strong>able<br />
management quality<br />
and management<br />
competence arise.<br />
“S<strong>in</strong>ce many years SGBS has<br />
emerged as a lead<strong>in</strong>g provider of<br />
company <strong>in</strong>ternal sem<strong>in</strong>ars for<br />
managers <strong>in</strong> <strong>English</strong> language..”<br />
Together we check<br />
how to reach fixed<br />
aims and desired<br />
advantages the best<br />
way and propose a<br />
development concept<br />
that fits. Together we def<strong>in</strong>e s<strong>in</strong>gle,<br />
suitable steps to work out a susta<strong>in</strong>able<br />
Such a concept equally takes strategies,<br />
gowned cultures and exist<strong>in</strong>g structuanswer<br />
to your challenges and support<br />
a positive, cont<strong>in</strong>uous development of<br />
the bus<strong>in</strong>ess venture.<br />
We are committed to maxima <strong>in</strong> quality<br />
and customer advantage. Each situation<br />
and challenge<br />
<strong>St</strong>efanie Sieg,<br />
Manager Corporate<br />
Human Resources<br />
is seen out of an<br />
<strong>in</strong>tegrated and<br />
holistic perspective.<br />
That’s why<br />
causes and contexts<br />
are always<br />
taken <strong>in</strong>to consideration<br />
regardless<br />
of the size of the<br />
project or the company we are dedicated<br />
to. Our knowledge and the f<strong>in</strong>d<strong>in</strong>gs<br />
“The tra<strong>in</strong><strong>in</strong>g provides a wide<br />
base, <strong>in</strong>creases the secureness <strong>in</strong><br />
deal<strong>in</strong>g with economic questions<br />
and can be deepened if required.”.<br />
Dr. Matthias L. Wolfgruber<br />
Chairman of the board<br />
Altana Chemie<br />
of our research activities <strong>in</strong> fields of<br />
management sciences are permanently<br />
taken <strong>in</strong>to consideration.<br />
Do<strong>in</strong>g so, we are able to trigger susta<strong>in</strong>able<br />
and perceptual changes and<br />
improvements that lead organizations<br />
to success.<br />
Inhouse Concepts:<br />
Internal accomplishment of «open» sem<strong>in</strong>ars:<br />
The selected, open sem<strong>in</strong>ar will be conducted<br />
exclusively for managers out of your company. In<br />
do<strong>in</strong>g so specific challenges of your company and<br />
deal<strong>in</strong>g with them will be <strong>in</strong> focus next to general<br />
examples supposed to transfer knowledge.<br />
The conceptual design of these k<strong>in</strong>d of <strong>in</strong>-house<br />
sem<strong>in</strong>ars can be done quite quickly. All open<br />
sem<strong>in</strong>ars of the Bus<strong>in</strong>ess <strong>School</strong> <strong>St</strong>. <strong>Gallen</strong> are<br />
likely to be conducted as <strong>in</strong>-house events.<br />
“The participants were very<br />
satisfied – <strong>in</strong> other words –<br />
excited. Especially one tra<strong>in</strong><strong>in</strong>g<br />
was overwhelm<strong>in</strong>g and we<br />
based a success-story on it.”<br />
Andrea Fichtelmann,<br />
Field Read<strong>in</strong>ess<br />
Manager BMO, Microsoft<br />
Deutschland GmbH<br />
Customized <strong>in</strong>-house sem<strong>in</strong>ars<br />
The content of these sem<strong>in</strong>ars are specially<br />
designed for the needs and targets of your company.<br />
This requires an <strong>in</strong>tense preparation- and<br />
conception-phase. Duties and responsibilities<br />
of participants are taken <strong>in</strong>to consideration and<br />
s<strong>in</strong>gle sem<strong>in</strong>ar-days for which reason the sem<strong>in</strong>ar<br />
is more likely to be considered as a workshop<br />
generat<strong>in</strong>g concrete and realizable results.<br />
Contents of different sem<strong>in</strong>ars at <strong>in</strong>tercompany<br />
level can be comb<strong>in</strong>ed target-oriented and adjusted<br />
to the specific needs of your company.<br />
Coach<strong>in</strong>g<br />
We coach and counsel <strong>in</strong>dividuals or groups <strong>in</strong><br />
the course of our tra<strong>in</strong><strong>in</strong>gs <strong>in</strong> order to optimize<br />
their <strong>in</strong>dividual leadership-performance. Shared<br />
rules and basic conditions are fixed dur<strong>in</strong>g the<br />
tra<strong>in</strong><strong>in</strong>g.<br />
Comb<strong>in</strong>ation of sem<strong>in</strong>ars at <strong>in</strong>tercompany level<br />
and <strong>in</strong>-house<br />
In the course of long-term concept it is possible<br />
to comb<strong>in</strong>e open sem<strong>in</strong>ars with customized, <strong>in</strong>house<br />
parts. The advantages of such a design<br />
is the comb<strong>in</strong>ation of <strong>in</strong>terbranch exchange of<br />
knowledge (with<strong>in</strong> the open sem<strong>in</strong>ars) as well<br />
as the development of team-spirit and <strong>in</strong>ternal<br />
exhange.<br />
Basic or complex tra<strong>in</strong><strong>in</strong>g<br />
Des<strong>in</strong>g-Options for <strong>in</strong>-house tra<strong>in</strong><strong>in</strong>gs reach from<br />
elementary <strong>in</strong>puts deal<strong>in</strong>g with specific topics<br />
to, complex and long term tra<strong>in</strong><strong>in</strong>g courses. As a<br />
consequence it is possible to develop an optimal,<br />
<strong>in</strong>dividual further tra<strong>in</strong><strong>in</strong>g that meets the needs<br />
of today’s managers.<br />
Accomplishment – Languages<br />
The tra<strong>in</strong><strong>in</strong>gs can be conducted <strong>in</strong> <strong>in</strong>-house<br />
tra<strong>in</strong><strong>in</strong>g centres, specific sem<strong>in</strong>ar hotels or<br />
well-known sem<strong>in</strong>ar centres of the Bus<strong>in</strong>ess<br />
<strong>School</strong> <strong>St</strong>. <strong>Gallen</strong>. At participant’s option the<br />
whole organisation of the sem<strong>in</strong>ar (announcement,<br />
hotel reservation, post-process<strong>in</strong>g)<br />
can be handled by the adm<strong>in</strong>istration of the<br />
Bus<strong>in</strong>ess <strong>School</strong> <strong>St</strong>. <strong>Gallen</strong>. The sem<strong>in</strong>ars can<br />
be conducted <strong>in</strong> German, <strong>English</strong>, French or<br />
Spanish.<br />
Contact<br />
For requests please contact our director of<br />
the Inhouse-<strong>Sem<strong>in</strong>ars</strong>, Mr. Christian Muntwiler,<br />
lic. oec. HSG at all times.<br />
Email: christian.muntwiler@sgbs.ch<br />
Phone: 0041 (0)71 225 40 80<br />
Fax: 0041 (0)71 225 40 89<br />
34
<strong>Management</strong><br />
Consult<strong>in</strong>g<br />
<strong>St</strong>. <strong>Gallen</strong><br />
––<br />
The Integrated<br />
Consult<strong>in</strong>g<br />
Approach <strong>St</strong>. <strong>Gallen</strong><br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess <strong>School</strong><br />
Rosenbergstrasse 36<br />
CH-9000 <strong>St</strong>. <strong>Gallen</strong><br />
Phone 0041 (0)71 225 40 80<br />
Fax 0041 (0)71 225 40 89<br />
E-Mail sem<strong>in</strong>are@sgbs.ch<br />
Internet www.sgbs.ch<br />
Our Understand<strong>in</strong>g of Consult<strong>in</strong>g<br />
Successful consult<strong>in</strong>g is characterized<br />
by the perception of an <strong>in</strong>tegrated,<br />
holistic perspective. <strong>St</strong>andard solutions,<br />
short-term pseudo-optimizations,<br />
quick shots and the proposal of<br />
management-trend measures are not<br />
part of such a perspective. Based on<br />
the proven, and well-known <strong>St</strong>. <strong>Gallen</strong><br />
<strong>Management</strong> Approach – the “Concept<br />
of Integrated <strong>Management</strong>” – developed<br />
by our former scientific director,<br />
Prof. (emer.) Dr. Dres. h.c. Knut Bleicher<br />
– our Senior Consultants focus on your<br />
challenges – <strong>in</strong> order to support your<br />
company accomplish<strong>in</strong>g the desired<br />
success.<br />
Based on this framework we have<br />
established a reputation as realizationdriven<br />
consultants. Success <strong>in</strong> implementation<br />
is our driv<strong>in</strong>g force and our<br />
benchmark. Co-creat<strong>in</strong>g action alternatives<br />
based on a holistic approach,<br />
cascad<strong>in</strong>g them to concrete and realistic<br />
measures and actively accompany<strong>in</strong>g<br />
the implementation processes are<br />
<strong>in</strong> the focus of each consult<strong>in</strong>g project.<br />
INITIIERUNG<br />
IST<br />
KONFIGURATION<br />
Ausgangslage<br />
SOLL<br />
KONFIGURATION<br />
OPTIONEN<br />
TRANSITION<br />
UMSETZUNG<br />
OPTIMIERUNG<br />
PERFORMANCE<br />
© Dr. C. Abegglen<br />
<strong>St</strong>.Galler Unternehmensentwicklungs-Prozess<br />
EIGNER<br />
<strong>St</strong>rategisch<br />
Synthese<br />
<strong>St</strong>rukturen<br />
Markt<br />
Markt<br />
Normativ<br />
Operativ<br />
Programme<br />
Produkt<br />
Produkt<br />
Prozesse<br />
Integrierter<br />
Unternehmensentwicklungsprozess<br />
Normative Ebene<br />
<strong>St</strong>ruktur<br />
Umfeld<br />
Aktivitäten<br />
Sprung <strong>in</strong> die Zukunft • Was wollen wir se<strong>in</strong> – was nicht?<br />
Unternehmensphilosophie • Missionen • Vision<br />
Problemlösung<br />
WS-Kette<br />
<strong>St</strong>rategische Ebene<br />
Umsetzung nach Innen & Aussen<br />
Leistung<br />
Operative Ebene<br />
AUfträge<br />
Optimierung • Performance<br />
Ergebnisse<br />
HRM<br />
HRM<br />
F<strong>in</strong>anzen<br />
Depend<strong>in</strong>g on the situation of our clients,<br />
our senior consultants may take<br />
charge as methodology supplier moderat<strong>in</strong>g<br />
a specific process. On the other<br />
hand, they may take the role of a<br />
coach bas<strong>in</strong>g substantial recommendations<br />
on their knowledge, the role of a<br />
critic question<strong>in</strong>g obta<strong>in</strong>ed solutions or<br />
they may be a tra<strong>in</strong>er educat<strong>in</strong>g executives<br />
<strong>in</strong> the rules of entrepreneurial<br />
success, and empower them to cater<br />
implementation. More frequently, our<br />
clients request one of our senior consultants<br />
to become a full-time <strong>in</strong>terim<br />
manager on their behalf.<br />
The Bus<strong>in</strong>ess <strong>School</strong> <strong>St</strong>. <strong>Gallen</strong> has<br />
long last<strong>in</strong>g expertise and experiences<br />
<strong>in</strong> tra<strong>in</strong><strong>in</strong>g and consult<strong>in</strong>g of a holistic<br />
and <strong>in</strong>tegrated approach. In do<strong>in</strong>g<br />
so consultants of the Bus<strong>in</strong>ess <strong>School</strong><br />
<strong>St</strong>. <strong>Gallen</strong> are hav<strong>in</strong>g a big and valuable<br />
network <strong>in</strong> order to give an allembrac<strong>in</strong>g<br />
answer to the challenges of<br />
your company. As a consequence very<br />
often questions arise that go beyond<br />
f<strong>in</strong>ancial ratios and deal with effective<br />
challenges of the company,<br />
as for example:<br />
Verhalten<br />
Analyse<br />
F<strong>in</strong>anzen<br />
Unternehmensentwicklung als Erfolgspotenzial<br />
<strong>St</strong>abilisierung der Annahmen über unser Unternehmen und unser Geschäft<br />
How can visions be<br />
beneficial? Why organizations<br />
do not implement<br />
them due to a lack<br />
of coord<strong>in</strong>ation of success<br />
factors and market<br />
positions? Why should<br />
markets be developed<br />
when f<strong>in</strong>ally, f<strong>in</strong>ancial<br />
resources are miss<strong>in</strong>g<br />
or entrepreneurial risks<br />
reign? What is the use<br />
of implement<strong>in</strong>g a system<br />
of objectives and<br />
qualifications when<br />
over-complexity and<br />
difficult structures block<br />
© Dr. C. Abegglen<br />
<strong>St</strong>.Galler Integrationspyramide<br />
UNTERNEHMENS-<br />
KULTUR<br />
LEISTUNG &<br />
KOOPERATION<br />
PROBLEM-<br />
VERHALTEN<br />
sichtbare<br />
Ergebnisse<br />
AUFTRÄGE<br />
OPERATIV<br />
PROGRAMME<br />
STRATEGISCH<br />
UNTERNEHMENS-<br />
POLITIK<br />
NORMATIV<br />
PROZESSE &<br />
DISPOSITION<br />
ORGANISATION &<br />
MANAGEMENT-<br />
SYSTEME<br />
UNTERNEHMENSENTWICKLUNGSPFAD<br />
UNTERNEHMENS-<br />
VERFASSUNG<br />
any self-<strong>in</strong>itiative from the beg<strong>in</strong>n<strong>in</strong>g?<br />
Equals the customer of today the<br />
customer of tomorrow? Can we reach<br />
our prospective aims with the current<br />
processes? How can we empower<br />
employees <strong>in</strong> order to <strong>in</strong>crease their<br />
performance? How to build up resources<br />
that capacitate for future <strong>in</strong>novations?<br />
Holistic and <strong>in</strong>tegrated consult<strong>in</strong>g<br />
means deal<strong>in</strong>g with relevant questions<br />
and select<strong>in</strong>g <strong>in</strong>formation. Only this<br />
way it is possible to implement <strong>in</strong>tegral<br />
solutions <strong>in</strong> daily bus<strong>in</strong>ess and for<br />
example to build up a concrete, rentable<br />
market position, that guarantees a<br />
susta<strong>in</strong>able corporate development.<br />
The Consultants and Lecturers of the<br />
Bus<strong>in</strong>ess <strong>School</strong> <strong>St</strong>. <strong>Gallen</strong> will be<br />
pleased to answer any questions you<br />
may have and to generate possible<br />
solutions for your company that conv<strong>in</strong>ce<br />
you and your staffs and that we<br />
implement together with you.<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess <strong>School</strong> 35
Registration, Adm<strong>in</strong>istration, Enrollment<br />
Office<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess <strong>School</strong><br />
Rosenbergstrasse 36<br />
CH-9000 <strong>St</strong>. <strong>Gallen</strong><br />
Phone: +41 71 225 40 80<br />
Fax: +41 71 225 40 89<br />
Internet: www.sgbs.ch<br />
E-Mail: sem<strong>in</strong>are@sgbs.ch<br />
Announcement, Confirmation, Hotel<br />
Please complete and return the attached<br />
registration form by e-mail, fax or post.<br />
All announcements are accurately checked,<br />
<strong>in</strong> order to set up <strong>in</strong>terest<strong>in</strong>g groups.<br />
After check<strong>in</strong>g the announcement you will<br />
get a written registration confirmation<br />
and the bill for the course fee as well as<br />
detailed <strong>in</strong>formation to the hotel and arrival.<br />
In case of an overbooked course we<br />
will contact you immediately. Hotel reservations<br />
are directly carried out by the participants.<br />
You benefit from a very reasonable<br />
sem<strong>in</strong>ar flat rate. Carefully selected<br />
4- and 5-star hotels favour a stress-free<br />
learn<strong>in</strong>g atmosphere.<br />
Please note that partial participation <strong>in</strong> a<br />
course is only possible after consult<strong>in</strong>g the<br />
study direction.<br />
Course Fee, Hotel costs, Topics<br />
The course fee (plus VAT, depend<strong>in</strong>g where<br />
the sem<strong>in</strong>ar takes place) <strong>in</strong>cludes tuition<br />
and all course material. Hotel charges as<br />
for example accommodation, breakfast,<br />
subsistence of the hotel or conference<br />
center are not <strong>in</strong>cluded. These charges are<br />
billed by the Hotel directly to the participants.<br />
Of course it is possible not to spend<br />
the night at the sem<strong>in</strong>ar hotel. In that case<br />
you pay the daily delegate rate directly to<br />
the hotel as well. The daily delegate rate<br />
of the conference centers <strong>in</strong> London, Boston<br />
and Shanghai is billed directly by the<br />
<strong>St</strong>. Galler Bus<strong>in</strong>ess <strong>School</strong> and forwarded to<br />
the conference center.<br />
The course fee is charged after the<br />
registration and has to be transferred by<br />
6 weeks before the sem<strong>in</strong>ar starts.<br />
Please note that missed lectures due to<br />
tard<strong>in</strong>ess or absence are not refunded<br />
and cannot be made up later. It may be<br />
necessary to apply m<strong>in</strong>or changes to the<br />
program <strong>in</strong> order to guarantee a successful<br />
course.<br />
Certificate<br />
Due to the participation of the sem<strong>in</strong>ar you<br />
will get a sem<strong>in</strong>ar certificate.<br />
Information to the Sem<strong>in</strong>ar Hotels<br />
More <strong>in</strong>formation regard<strong>in</strong>g our sem<strong>in</strong>ar<br />
hotels you can f<strong>in</strong>d directly on the <strong>in</strong>ternet<br />
(www.sgbs.ch).<br />
Change of Book<strong>in</strong>g, Postponement<br />
If attendance at a sem<strong>in</strong>ar has, for compell<strong>in</strong>g<br />
reasons, to be postponed, an adm<strong>in</strong>istration<br />
fee of CHF 300.- will be charged.<br />
A re-schedul<strong>in</strong>g is possible only up to 6<br />
weeks before the start of the sem<strong>in</strong>ar, and<br />
only once. <strong>Sem<strong>in</strong>ars</strong> and parts of sem<strong>in</strong>ars<br />
not attended are forfeited. In the case<br />
of book<strong>in</strong>g changes later than 6 weeks<br />
before the start of a sem<strong>in</strong>ar, follow<strong>in</strong>g<br />
re-schedul<strong>in</strong>g fees will be billed: up until 4<br />
weeks prior to the start of the course, 20%<br />
of the course fee; up until 2 weeks prior to<br />
the start of the course, 40% of the course<br />
fee; up until 1 week prior to the start of<br />
the course, 80% of the course fee. In case<br />
of a later re-schedul<strong>in</strong>g the entire sem<strong>in</strong>ar<br />
fee is forfeited. Alternatively, a book<strong>in</strong>g<br />
for a substitute participant can be made<br />
up until 4 work<strong>in</strong>g days before the start<br />
of the sem<strong>in</strong>ar. For book<strong>in</strong>g a substitute<br />
participant, an adm<strong>in</strong>istration fee of CHF<br />
300.– will be charged.<br />
If a participant is obliged for compell<strong>in</strong>g<br />
reasons to change a book<strong>in</strong>g for an <strong>in</strong>dividual<br />
sem<strong>in</strong>ar part so as to attend this <strong>in</strong><br />
another session, then a change <strong>in</strong> book<strong>in</strong>g<br />
fee of CHF 300.- will be charged. The participant<br />
should be aware, that <strong>in</strong> this case<br />
program adaptations or alterations may<br />
occur. Please therefore contact us 10 days<br />
before the start of the sem<strong>in</strong>ar <strong>in</strong> order to<br />
talk the sem<strong>in</strong>ar program over for prevent<strong>in</strong>g<br />
program overlaps.<br />
Cancellation / Withdrawal<br />
The cancellation of an enrolment (a complete<br />
withdrawal) is possible up until 3<br />
months before the start of a sem<strong>in</strong>ar without<br />
charge. In the case of a cancellation<br />
(complete withdrawal) up until 8 weeks<br />
before the start of the sem<strong>in</strong>ar, 20% of the<br />
course fee will be charged, <strong>in</strong> the case of<br />
a cancellation (complete withdrawal) up<br />
until 6 weeks before the start of the sem<strong>in</strong>ar,<br />
40% of the course fee will be charged.<br />
After this time, the entire course fee is to<br />
be paid as a forfeit, unless provision has<br />
been made via re-book<strong>in</strong>g for a substitute<br />
participant.<br />
The book<strong>in</strong>g of a replacement participant<br />
or deputisation is to be made at the latest<br />
4 work<strong>in</strong>g days before the start of the<br />
sem<strong>in</strong>ar. In the case of book<strong>in</strong>g a replacement<br />
participant, an adm<strong>in</strong>istration fee of<br />
CHF 300.- falls due. In pr<strong>in</strong>ciple, sem<strong>in</strong>ars<br />
may, due to force majeure or because of<br />
an <strong>in</strong>sufficient number of participants, be<br />
cancelled by the organiser at short notice,<br />
however only up until 3 weeks before<br />
the sem<strong>in</strong>ar start, without be<strong>in</strong>g liable for<br />
compensation for any result<strong>in</strong>g consequences.<br />
Insurance, Liability, Price Changes<br />
We recommend that you take out cancellation<br />
<strong>in</strong>surance policy cover<strong>in</strong>g cancellation<br />
due to illness and other occurrences.<br />
Likewise, it is the client’s own personal<br />
responsibility to <strong>in</strong>sure aga<strong>in</strong>st or cover all<br />
possible damages or losses which might<br />
either directly or <strong>in</strong>directly arise from the<br />
attendance at a sem<strong>in</strong>ar. No matter whether<br />
it is due to accident, illness, personal<br />
liability, theft, cancellation of the sem<strong>in</strong>ar<br />
by the organiser, or from damage result<strong>in</strong>g<br />
from the use of the imparted <strong>Management</strong><br />
knowledge on the part of any participant<br />
or the company appo<strong>in</strong>ted to us. Any liability<br />
on our part is expressly precluded.<br />
All matters are subject to Swiss law, the<br />
place of jurisdiction is <strong>St</strong>. <strong>Gallen</strong>. By the<br />
publication of new prospectus / brochures,<br />
all previous details perta<strong>in</strong><strong>in</strong>g to contents,<br />
speakers and prices cease to be valid.<br />
Volume January <strong>2018</strong>
Enrollment Form<br />
We are pleased because of your enrollment.<br />
Mail or Fax to:<br />
Bus<strong>in</strong>ess <strong>School</strong> <strong>St</strong>. <strong>Gallen</strong><br />
Rosenbergstrasse 36<br />
CH-9000 <strong>St</strong>. <strong>Gallen</strong><br />
Phone +41 71 225 40 80<br />
Fax +41 71 225 40 89<br />
Internet www.sgbs.ch/<strong>in</strong>ternational<br />
e-mail sem<strong>in</strong>are@sgbs.ch<br />
<strong>2018</strong>-19<br />
<strong>Sem<strong>in</strong>ars</strong><br />
<strong>in</strong> <strong>English</strong><br />
<strong>St</strong>. Galler<br />
Bus<strong>in</strong>ess <strong>School</strong><br />
| Boston | Cracow | London | Shanghai |<br />
Open & Customized Programs<br />
Sem<strong>in</strong>ar-Name<br />
Sem<strong>in</strong>ar-Number, Sem<strong>in</strong>ar-Date<br />
First Name, Family Name<br />
Company<br />
Adress<br />
Country, ZIP-Code, City<br />
Date of Birth<br />
Sem<strong>in</strong>ar-Name<br />
Sem<strong>in</strong>ar-Number, Sem<strong>in</strong>ar-Date<br />
First Name, Family Name<br />
Company<br />
Adress<br />
Country, ZIP-Code, City<br />
Date of Birth<br />
Sem<strong>in</strong>ar-Name<br />
Sem<strong>in</strong>ar-Number, Sem<strong>in</strong>ar-Date<br />
First Name, Family Name<br />
Company<br />
Adress<br />
Bus<strong>in</strong>ess type, number of employees<br />
Telephone<br />
Fax<br />
e-mail<br />
Job title<br />
Date<br />
Signature<br />
Bus<strong>in</strong>ess type, number of employees<br />
Telephone<br />
Fax<br />
e-mail<br />
Job title<br />
Date<br />
Signature<br />
Bus<strong>in</strong>ess type, number of employees<br />
Telephone<br />
Fax<br />
e-mail<br />
Job title<br />
01/18<br />
01/18<br />
Enrollment Enrollment Enrollment<br />
Senior Programs Junior Programs MBA & Diploma Programs Inhouse & Consult<strong>in</strong>g<br />
Country, ZIP-Code, City<br />
Date<br />
37<br />
Date of Birth<br />
Signature<br />
01/18
Bus<strong>in</strong>ess <strong>School</strong> <strong>St</strong>. <strong>Gallen</strong><br />
Rosenbergstrasse 36<br />
CH-9000 <strong>St</strong>. <strong>Gallen</strong><br />
Bus<strong>in</strong>ess <strong>School</strong> <strong>St</strong>. <strong>Gallen</strong><br />
Rosenbergstrasse 36<br />
CH-9000 <strong>St</strong>. <strong>Gallen</strong><br />
Bus<strong>in</strong>ess <strong>School</strong> <strong>St</strong>. <strong>Gallen</strong><br />
Rosenbergstrasse 36<br />
CH-9000 <strong>St</strong>. <strong>Gallen</strong><br />
www.sgbs.ch/<strong>in</strong>ternational
Bus<strong>in</strong>ess <strong>School</strong> <strong>St</strong>. <strong>Gallen</strong><br />
Rosenbergstrasse 36<br />
CH-9000 <strong>St</strong>. <strong>Gallen</strong><br />
Phone 0041(0)71 225 40 80<br />
Fax 0041(0)71 225 40 89<br />
e-mail sem<strong>in</strong>are@sgbs.ch<br />
Internet www.sgbs.ch/<strong>in</strong>ternational<br />
www.sgbs.ch/<strong>in</strong>ternational
BOSTON<br />
CRACOW<br />
FRANKFURT<br />
LONDON<br />
HAMBURG<br />
KÖLN<br />
LUZERN<br />
MÜNCHEN<br />
SHANGHAI<br />
ZÜRICH<br />
ST. GALLEN<br />
Sem<strong>in</strong>are<br />
<strong>St</strong>. <strong>Gallen</strong> <strong>International</strong> Bus<strong>in</strong>ess <strong>School</strong><br />
Rosenbergstrasse 36<br />
CH-9000 <strong>St</strong>.<strong>Gallen</strong><br />
Phone +41 71 225 40 80<br />
Fax +41 71 225 40 89<br />
E-Mail sem<strong>in</strong>are@sgbs.ch<br />
Private Coach<strong>in</strong>g<br />
Internet www.sgbs.ch<br />
Workshops<br />
<strong>Sem<strong>in</strong>ars</strong><br />
<strong>in</strong> <strong>English</strong><br />
<strong>2018</strong><br />
• <strong>International</strong> Senior<br />
<strong>Management</strong> Programme<br />
• <strong>St</strong>rategy Week Boston<br />
• Leadership Week Boston<br />
• F<strong>in</strong>ance Week London<br />
• Asia Week<br />
• <strong>International</strong> Junior <strong>Management</strong> Program<br />
• Leadership for Talents<br />
• F<strong>in</strong>ancial <strong>Management</strong> for Talents<br />
• <strong>St</strong>rategic & Market<strong>in</strong>g for Talents<br />
sgbs.ch/english
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