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BUDAPEST BUSINESS SCHOOL COLLEGE OF COMMERCE, CATERING AND TOURISM

Subject Outlines of the

COMMERCE & MARKETING BA MAJOR

Specialization “Commerce”, D Module

in the 2015/2016. academic year

Budapest, May 2015.

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Contents

CONTENTS .................................................................................................................................................................... 2

D. SUBJECTS OF SPECIALIZATION “COMMERCE” IN THE BA MAJOR ..................................................... 3

D.1. MAIN SUBJECTS OF "COMMERCE" SPECIALIZATION (COMPULSORY) ..................................................................... 4 D.1.1. Logistics of Trading Companies (KSZT1K0AKMC) .................................................................................... 4 D.1.2. Retailing Management (KERS1K0AKMC) ................................................................................................... 6 D.1.3. SME-1 (Kalypso) (KISV1K0AKMC) ......................................................................................................... 10 D.1.4. SME-2 (Organization) (KISV2K0AKMC) ................................................................................................... 12 D.1.5. Complex Simulation of Corporate Management (UZET1K0AKMC) .......................................................... 13 D.1.6. IT in Commerce (KINF1K0AKMC) ........................................................................................................... 15 D.1.7. Trade Marketing (KERM1K0AKMP) ......................................................................................................... 17

D.2. ELECTIVE SUBJECTS OF SPECIALIZATION "COMMERCE" (CHOOSE 4) .................................................................. 19 D.2.1. Specialities in the Hungarian Retailing (ARTO1S0AKMP) ....................................................................... 19 D.2.2. Commodities Exchange (ART01S0AKMP) ................................................................................................. 20 D.2.3. Purchasing Policies and SCM (VBEP1S0AKMC) ...................................................................................... 21 D.2.4. Strategies of Trading Companies (KVST1S0AKMC) ................................................................................. 22 D.2.5. Commodities on the World Market (VIPA1S0AKMC) ............................................................................... 24 D.2.6. Customer Relationships Management (CRM) (VEKA1K0AKMC) ............................................................ 25 D.2.7. Manangement Accounting (VESZ1K0APZS) .............................................................................................. 28 D.2.8. Brand Management (MTER1K0AKMC) ..................................................................................................... 31 D.2.9. Corporate Social Responsability (CSR) (TAFE1K0AKMC) ...................................................................... 33

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D. Subjects of Specialization “Commerce” in the BA Major

Module D - the Subjects of Specialization “Commerce” in the BA Major, contains the main and elective

subjects of the Specialization “Commerce” within the Commerce & Marketing BA Major. These obligatory

and elective subjects are specific for the BA Major the BBS CCCT offers for students choosing the

Commerce & Marketing BA Major English. We believe that these subjects demonstrate the high level of

our BA curriculum in the main studies.

The D.1. Main subjects of Specialization “Commerce” within the BA Major are offering

basically three important profiles in this specialization. The first is the Logistics of trading

companies presenting the warehouse logistics of a retailing chain, presenting the problems and

calculatiuons of the most important transport ways on the road, on railways, on waterways or

sea transport or the most expensive air transport. The problems of forwarding and sourcing are

also presented in this subject. The second important profile is the retailing management

showing from strategy, and merchandize planning to optimizing profit and maintaining the

capability of the firm paying its liabilities. Practical management soft skills of students are

developed in the two business simulation games, which are highly appreciated by the students.

Finally the trade marketing and the e-commerce issues play an important role in the subject

contents of Trade Marketing and IT in Commerce subjects.

The D.2. Elective subjects of the Specialization Commerce, are the subjects from which

group students have to accomplish four elective subjects. Depending from their interest

profiles, students in the last two semesters can choose, they can easily pick up the four

subjects.

Attention please!

1) Read carefully the information in which semester (fall or spring) are the subjects offered in

English. You can find them in the 4. row of the identification section of the outline. The

majority of subjects are offered either in the 1.; 3.; 5; or 7. (fall semester) or in the 2.; 4. or 6.

(spring semester). We can offer some of them in every semester. If you not only failed the

exam, but the teacher has denied his signature for the subject, you must retake it in a special

course. Please, read therefore the curriculum map carefully and choose those subjects into

your individual study time-table, which help you to avoid unnecessary delays or bad lucks in

the study sequence of subjects.

2) Read carefully the prerequisites of subjects to avoid situations in which you can’t pass

exam successfully, because of the lack of exam from previous subjects. Even ERASMUS

students should think on this issue, because they may take subjects totally free, but the lack of

prerequisite subject knowledge might cause difficulty to pass the exam, and get the necessary

ECTS.

3) Read also the language knowledge requirement of the various subjects. This might cause

also problems, especially if some ERASMUS students are coming mainly to learn English

language during their stay at BBS. This is an important objective of ERASMUS mobility,

however some courses in the main study require a C2 level of English language knowledge.

This requirement is only indicated implicitly in the identification section of the subject

outline. You find hints on it by investigating the semester number of the subject offered.

Subjects usually offered in the 5.; 6. or 7. semester require C2 level of English language skills.

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D.1. Main Subjects of "Commerce" specialization (compulsory)

D.1.1. Logistics of Trading Companies (KSZT1K0AKMC)

Subject’s name: Logistics of Trading Companies

Subject’s leader: KSZT1K0AKMC

Type of subject: Main subject of Specialization „Commerce” in Module D.1.

Level of the subject: BA level; offered in semester 5.

Credit points: 5 ECTS

Subject’s leader: Dr. Éva Király PhD.

Subject’s professor: László Sebestyén

Consulting hours: by appointment

Language of education: English

Contact hours: Lecture: 2 per

week Practice: 2 per

week Total: 4 per

week

Students learning hours: hours per week Total:

Subject’s schedule: Lecture: Monday 16:20-17:50

seminars: Group1 Tuesday 16:20-17:50

Group 2 Wednesday 16:20-17:50

Type of exam: Written

Prerequisites to qualify for subject:

Basics of logistics

Short description of the subject:

This course deals with the retailing and wholesaling logistics from a systems perspective.

Aims:

To enable the student to describe, understand, analyze and recommend enhancements to the

logistics functions within a trade environment. To provide the student with an overview of the larger

issues associated with Supply Chain Management. To develop an understanding of analytical tools

useful in logistics and skill in using these tools.

Learning outcomes: knowledge

Lectures will generally emphasize the theoretical aspects of the field. Students will understand

why logistics is essential factor of competitiveness, beyond acceptance of products and services by

customers. They will be able to assess overall cultural level and effectiveness of organisations, people

and processes in context of logistics in commerce.

Learning outcomes: skills

Guest lectures, videos and classroom games may complement the class material and help

students to connect theory with practice. Students will have strategical view of logistics management,

to find practical ways for system development. They will realise opportunities for organic

integration of logistics management tools and processes in various fields of existing operation,

and co-operation.

Teaching strategies and method of delivery:

We will be using a combination of lecture, case studies, class discussions, class exercises and

student presentations to cover the required material.

Home assignment:

As directed, students will complete these assignments individually. There will be directions

for completion of the assignment. The written homework and the guidelines for the

homework will be distributed in the week after the midterm break.

Compulsory reading:

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Ronald H. Ballou: Business Logistics Management

Recommended reading:

Douglas M. Lambert, James R. Stock: Strategic Logistics Management

Donald J. Bowersox, David J. Closs: Logistical Management

Other learning sources:

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D.1.2. Retailing Management (KERS1K0AKMC)

Subject’s title: Retailing Management

Subject’s code: KERS1K0AKMC

Type of subject: Main subject of Specialization “Commerce” in Module D.1.

Level of the subject: BA level, offered in semester 6.


Subject’s leader: Dr. Tamás Kozák PhD.

Subject’s professor

pppprofessorprofessorinstru

ctor:

Dr. Tamás Kozák PhD. Csaba Sólyom

Consulting hours: Consulting hours by appointment




week Total: 4 per

week

Students learning hours:

5 hours per week

Subject’s schedule:

Lectures: 2 hours, seminars: 2 hours

Type of exam: Oral

Prerequisites to qualify for the subject:

Introduction into retailing management

Aims:

Student get the necessary knowledge and soft skills in retail management, they should be able

to solve problems of the medium management level alone, having the capability of analysis,

forecasting and planning.


In Part 1, formats and players in retailing are discussed. A retail format represents a specific configuration of the retail marketing mix (e.g. store size, typical location, merchandise, price and service offered) and it often forms the core of the retail strategy. Different formats are described and there is a discussion of those that are currently gaining market share. To an increasing extent, manufacturers operate in vertical marketing systems, trying to control the distribution of their products to the consumer, either through contractual or even by means of equity�based

In Part 2, the most important aspects of strategic retail marketing are discussed. Very dynamic growth is one of the most important developments in retailing over the past decades, and forms the foundation for many other subsequent changes. This growth is being achieved through various different growth strategies, such as outlet multiplication, acquisitions, and franchising.

In Part 3 The process of internationalisation poses a complex task, since the local environments in host countries often differ considerably from the home market . Growth, whether nationally or internationally, can only be achieved with a sustainable competitive advantage and retailers are now trying to develop a clear positioning for their companies.

In Part 4 One important component of this marketing strategy is to create a strong retail brand, with clear and distinct associations in the consumers’ mind which support the development of customer loyalty to the company. Within the framework of strategic retail marketing, retailers have more options available in their marketing mix than manufacturers.

Part 5 of the subject examines the marketing mix and takes an in depth look at a number of retail marketing mix instruments. The location of the store is considered a dominant determinant of retailing success, because in store�based retailing, good locations are key elements for attract ing customers to the outlets.

Part 6 within the store, the retailer offers a merchandise assortment to its customers and one of the primary functions of the retailer is to select the appropriate breadth and depth of the assortment and the specific products, e.g. manufacturer brands or store brands, and to tailor the offer to the target customers. A new concept is category management that aims at implementing a more strategic and holistic approach to merchandising.

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Part 7 closely related to the assortment itself is the pricing policy. Since consumers spend a large share of their income in retailing, pricing is considered highly relevant for retail patronage decisions and, within pricing processes, retailers have many strategic and tactical options available to influence purchasing behaviour. The customer is also influenced by the store environment. Many buying decisions are made at the point of sale, so that professional instore marketing can increase sales very substantially. Store layout and store design can support the customer orientation in the store.

Part 8 Customer Relationship Management (CRM) is a relatively new element in the retail marketing mix. A key objective of CRM is to establish enduring relationships with customers and loyalty programmes are manifestations of CRM in retailing.

Part 9 deals with back end and internal processes that are necessary to create the offer to the consumer. Retailers need to buy the merchandise they offer to their customers, and they use various, very heterogeneous supply sources, ranging from global manufacturers of branded goods to external buying organisations in foreign markets and store brand manufacturers. Relationships with suppliers and new concepts such as efficient consumer response have emerged, but the buying concepts employed must be closely adapted to the specific supply situation. Products must be transported along the supply chain – from the factory to the store shelf. The process depends on information on the available products in stock etc.

Part 10 Finally, the intensive competition in retailing, combined with the price pressure to which most retailers are exposed, make it necessary both to perform well and constantly improve the effectiveness and efficiency of all applied strategies and processes. Adequate controlling, reporting is thus necessary and retailers have developed sophisticated systems for evaluating the profitability of their store network, supply chain efficiency and financial performance.

Home assignment: 3-4-students have to create a working-team in the first seminar. The exact task will

be given by the teacher for the team-members and they have to write a study and present their results on

the (agreed date of) seminar.

Compulsory reading:

All ppt presentations, PDF materials are on the subject part of the BBS CCCT Coospace site

Recommended readings:

Michael Levy – Barton Weitz: Retailing Management (Mc Graw Hill, 2012)

R.F. Lusch-P. Dunne: Retail Management (South Western Publishing Co. 2001)

A. P. Kneider: Retailing (Prentice Hall 2000)

K. Barth et al: Betriebswirtschaftslehre des Handels (Gabler, Wiesbaden, 2008)

Henner Schierenbeck: Grundzüge der Betriebswirtschaftslehre (Oldenbourg, 2003)

Assessment and grading:

Visiting the lectures: 10%

Mid-term assessment on calculation and evaluation: 25%

Team work study and presentation in the seminar : 25%

Oral exam : 40%

Marks:

0-59% = fail(1), 60-69% = pass(2), 70-79% = satisfactory(3), 80-89% = good(4), 90-100% =

excellent(5)

Topics of the session:

Lectures/weeks:

1. week Introduction, retail format

2. week Strategic retail marketing and growth strategies

interface to marketing strategy and retail company strategies as separate subjects of this major

3. week Business planning, and business plan evaluations,

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Extended ROI calculations, retail performance figures and calculations

4. week Merchandise Management, category management

interface to product assortment and pricing as separate subject of this major

5. week Retail brand, private label brands, retail communication mix

interface to branding as a separate subject of the major

6. week Cash-flow problems of retail firms

annual CF, operational CF, Investment CF, analysis of financial strength, benchmarks

7. week Pricing policy – store management

interface to product assortment and pricing as separate subject of the major

managing the store, store layout and visual merchandising, customer service,

8. week Customer Relationship Management

interface to CRM as a separate subject within the major

9. week Efficient Customer Response, Supply Chain Management

interface to Purchasing and SCM as a separate subject within the major

10. week Controlling, reporting

interface to Controlling s a separate subject within the major

11. week Capital structures of retail firms, operating capital

12. week Estimation and forecasting of initial capital and additional capital needs in retailing

13- week Market value estimations for retail companies

14. week Summary

Seminars/weeks:

1. week Complex Exercises-1

2. week Complex Exercises-2

3. week Business plan calculations and performance, profitability, and liquidity figures and their

evaluations, Top-down, bottom up calculations for annual income statement

4. week Integrated planning of goods turnover in a retail chain

5. week Annual income statement and annual cash-flow calculations, Breaking down cash-flow to

financial budgeting

Investigations about interrelationships among STF, seasonal changes, terms of payments on cash-flow,

and on capital saving possibilities or additional capital need. Calculation and behaviour of GMROI.

6. week Territory & time man., measuring time management efficiency – calcul of ROTI = GM /

cost of time invested, sales productivity, Team presentations on recruiting sales people,

job qualification, selections

7. week Pricing calculations -1 v

Pricing and using Break-Even analysis, calculations for assortment changes, contribution margin and

contribution margin ratio

8. week Pricing calculations – 2

Demand oriented pricing examples, Price reductions, discounts, sconto, Relationships of pricing and

instalment financing with given interest rates and net present value calculations

9. week Supply Chain Management

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10. week Feasibility studies for investments of shopping centres,

Commercial, Environmental, Mass transportation, Taxation aspects to be respected, Contribution to

local infrastructure development, legal restrictions of retailing investments in Hungary

11. week Calculations on capital structures, operating capital calculations, evaluation

Calculations for operating capital needs and working capital availabilities, evaluating

12. week Estimation examples on capital need calculations

Initial capital needs, Additional capital needs bounded in inventories, how to reduce capital needs

13. week Market value estimation calculations on practical examples

Calculation examples on (1) balance sheet, (2) income statement, (3) cash-flow, using net present value

14. week Summary

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D.1.3. SME-1 (Kalypso) (KISV1K0AKMC)

Subject’s title: Small and Medium Size Enterprises (KALYPSO simulation)

Subject’s code: KISV1K0AKMC




Subject’s leader: Dr. Patricia Németh PhD.

Subject’s professor: Csaba Sólyom; Dr. Patrícia Németh PhD.



Contact hours: Lecture 0 Practice 2 per

week Total: 2

hours/week

Students learning hours: 5 hours per week Total:

Subject’s schedule: Seminars:

Type of exam: Seminar marks


Introduction to Retailing Management


In this subject students practice how to run a company producing and merchandising boats for two business years by a computer aided business simulation game called KALYPSO. 3-4 students build the top management team of the firm and make monthly decisions on their marketing activity, the production and co-operation with the competitor teams, purchasing materials ensuring labour forces for production, sales, doing capacity investments and financing their business. The boat market behaviour is simulated by the KALYPSO software. During the game students recognise the consequences of their decisions on the profitability and the cash-flow of their firm. They learn in practice how to evaluate the market position of their firm, calculate decisions and why to set up flexible business strategy to be successful in their business. game.

Students get also experiences how to evaluate their own management activity and performance and

summarize it in a business report of the company.

Aims, learning outcomes, knowledge and skills:

Objectives of this Course - Students should recognise

1. Management decisions affect all activities of the firm: from marketing to production, from

capacity expansion to financing.

2. Decisions among management fields have to be co-ordinated, none of them can be neglected

3. Decision making needs information from inside and outside the company, but getting and

processing information is not free of charge, and needs time: Decision makers have to optimize

their information needs from two aspects:

What kind of data content is necessary for them? What data processing speed can be achieved?

4. The most important features of the successful management: It should be innovative, creative, find new ideas, which usually need hard work,

It should make calculations to forecast most probable decision outcomes, but should also

recognise the importance of intuition as well,

It should recognise: competition and co-operation are the two sides of usual business praxis

5. Students learn decision-making in a competitive environment with incomplete information!


Implement problem based method of teaching through the business simulation.

Home assignment:

Teams have to do decisions for every seminar and send it to game supervisor.

Teams have to formulate their strategy in 4 pages and send it to the game supervisor.

Teams have to do their business report on their firm and send it to the game supervisor.

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Compulsory reading:

Csaba SÓLYOM: Arkhé KALYPSO, Entrepreneurs Handbook, BBS-CCCT and Université du Havre Please download it from the Coospace of the college




Students can collect maximum 100 points as follows:

1. KALYPSO test assessment (individual work) 20

2. Company strategic plan (team work) 10 3. Business report + its presentation (team work) 30

4. Final result of the company in the game 40

incl.: cash management efficiency 10

production & inventory control 10 profitability of the firm 10

trading performance of the company . 10 _ .

Total: 100

Bonus points may be given for extra performance: e.g. firm logo, decision making support

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D.1.4. SME-2 (Organization) (KISV2K0AKMC)

Subject’s title: Small and Medium Size Enterprises-2 (Organization)

Subject’s code: KISV2K0AKMC




Subject’s leader: dr. Tamás KOZÁK PhD.

Subject’s professor: dr. Tamás KOZÁK PhD. Email: [email protected]




week Total: 2

hours/week



Type of exam: Seminar marks:



Short description of the subject, Objectives:

This course aims to develop an understanding of how companies are organized and managed

considering the SME’s specifics too, discussing the main bodies of corporate government.

Through detailed analysis of case studies students will learn which systems of organisation and

management are best suited to any given type of business.

The organization will be broken down into its many parts and each will be explored in detail.

The value-chain will be defined and explained, managerial duties and dilemmas will be discussed and

change management highlighted.

Aims, learning outcomes, knowledge and skills:

Objectives of this Course - Students should recognise Introduction to organization

Structures and achieving integration

Policies and regulations

Organization – Culture

Rewarding, motivation,

Payment systems

Change Management

People in change

Team - Problem solving techniques

Outsourcing

Strategic Alliances


Implement problem based method of teaching.

Compulsory reading:

John Child: Organization – Contemporary Principles and Practices

Cameron-Green: Making Sense of Change Management

The summary of presentation will be uploaded for student.

Home assignment:

Valuation components:

a. 1 group presentation in terms of case study (uploaded on coospace tasks within 2 days of

presentations by members)

b. School examination

Maximum two lessons of absence are allowed without certificate

Teams have to do decisions for every seminar and send it to game supervisor.

Teams have to formulate their strategy in 4 pages and send it to the game supervisor.

Teams have to do their business report on their firm and send it to the game supervisor.

mailto:[email protected]

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D.1.5. Complex Simulation of Corporate Management (UZET1K0AKMC)

Subject’s title: Complex Simulation of Corporate Management (BML simulation)

Subject’s code: UZET1K0AKMC

Type of subject: Main subject of Specialization “Commerce” in the Module D.1.



Subject’s leader: Dr. Éva KIrály PhD.

Subject’s professor: Dr. Patrícia Németh PhD.




week Total 2 hours per

week





Accounting, Basics of Finance


This is not a traditional subject, but partly the “Business Management Laboratory” (BML) complex simulation game, and partly a collection of complex exercises in business analysis. The BML simulation scenario is an implementation of the BML software for the global market of the European

Union. The total EU market is divided into 2 different parts and students run their firm here.

Teams of 3-5 students incorporate the board, and run the firm. Company shares are operating on

the stock exchange. Firms in the simulation compete each other and the total imports on the EU

market, while producing and selling food processors. Teams have to optimize their decisions

seeking new opportunities and implementing their business ideas. to be successful on the simulated EU

market. They have to take decisions on all fields of business. They have to decide raw materials

purchasing, manufacturing food processors, marketing, sales and distribution, motivate sales

representatives, quality control and maintenance, capacity expansion and company financing. They should well prepare their decisions by calculations and forecasts elaborating decision alternatives.

Besides decision-making, students have to solve problems and develop documents, as follows:

set up the company’ strategic plan,

determine the desired image and the advertisement campaign of their firm,

develop tender offers for the three or four tender calls issued by the teacher,

analyse the company position and submit proposals on the complex exercises described in the

management letters of the supervisory board,

Finally they have to elaborate the business report of the firm, evaluating their business position and

development under the management of the present board.

Aims:

Our main goal is not to give students additional theoretical topics, but teaching them how to

analyse decision problems, to formulate company business strategy, and manage a firm successfully.


The learning objective of the simulation is to help students to integrate their knowledge studied in the various subjects into soft skills and into an implementation capability in practical life. Having accomplished this course, they are able to make complex analysis of business problems and to handle business risks.


Decision-makers should work out different decision alternatives and calculate them by spreadsheet

programs. They should have intuition and creative management skills besides doing calculations to

reduce business risk, while competing against other firms led by their classmates. This points out the

other advantage of simulations in the higher education: Students realize that management has always

to think on possible opportunities and threads, strengths and weaknesses but the business success is

highly dependent from some “good luck”.

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We use problem based learning strategy and implement simulation software as a skeleton of the

study. Students are sending their decisions by e-mail and get their results printed out. They get final

results Excel table as well helping them to evaluate competitors performance too.

Compulsory reading:

Csaba Sólyom Case Studies in Business Management – Business Management Simulation with Tendering and Complex Analysis published by BBS CCCT, Budapest, 2008. pp. 125


Cs: Sólyom: Glossary of Basic Commercial Terms published by BBS CCCT, Budapest, 2009. pp 50


Michael Levy – Barton Tietz: Retailing Management (McGraw Hill, 2007) R.F. Lusch-P.Dunne: Retail Management (South Western Pub. Co 2001)


Students’ performances are evaluated by the seminar marks they get at the end of the semester.

Seminar marks are based on a 100-point evaluation scale, summing up the individual and teamwork

done by the student. Contents and points of student’s works are summarized on the table below: Assessment results on the relationships of the BML model and simulation processes

Individual 20 Elaboration of a three year business strategy for the company Teamwork 10

Business success of the company in the BML competition Teamwork 30

Elaboration of the business report of the three year management work Teamwork 30

Elaboration of complex exercises and the students’ activity on the assembly of the

Individual 10

company Total 100

Students may get bonus points for:

tender offers accepted by the purchasing committee irrespectively whether they win or not (2

points). their work of evaluating business report of a competitor firm in the annual assembly of

shareholders of that company (maximum 8 points). Business success of teams in the BML simulation is measured by: 1. Final stock price of company on the stock exchange, giving 40% of the business success points. . 2. Total net income after corporation tax earned during the total simulation period (three business

years) making maximum 32% of the total success points.

3. Total net sales value of the company during the total simulation period (three business years), making maximum 28% of the total success points.

Consulting hours: Students may consult game supervisor by e-mail or at other times except lessons. e-mail address of game

supervisors: [email protected] or [email protected]

Others:

Necessary tools – manual, decision form, data input programme for preparing decision input for

BML can be downloaded from the Coospace of the college.



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D.1.6. IT in Commerce (KINF1K0AKMC)

Subject’s title: Information Technology in Commerce

Subject’s code: KINF1K0AKMC




Subject’s leader: Dr. Krisztina Zimányi PhD.

Subject’s instructor: Dr. Tamás Kozák PhD. Csaba Sólyom + invited lecturers





week Total: 2 per

week

Students learning hours: 3 hours per week Total: 28 hours

Subject’s schedule: Lecture: 2 hours

seminars: -

Type of exam: Written exam


Information Technology


To introduce the most recent Information Systems used in integrated management in

commerce. In addition, it is also an aim of the subject to make the students familiar with the most

current e-commerce trends and technologies.

The scope of studies will incorporate the complex operation of commercial information

systems, including economical, marketing and technology requirements.

The students will be able to understand the IT related logistic systems and the current issues of

commercial management.

There will be an emphasis given to the most up-to-date hardware and software technologies and

applications.(RFID, mobile communication systems, etc.).

Aims:

Provide students with a fundamental understanding of information technology in

contemporary business environments. In this half course, students will study essential information

systems found in current and emerging business models. Discussion will focus on information

technology, contemporary decision support tools, and standards of behavior required of professionals

working with information and information technology


Lectures, student presentations, group discussions

Home assignment:

Compulsory reading:

Microsoft Office Excel 2010: Illustrated Complete + Handouts of applications (SAP System)


Information Systems Essentials. 2nd

Edition, Stephen Haag and Maeve Cummings. McGraw-

Hill/Irwin, 2008.

Elizabeth Eisner Reding and Lynn Wermers. Thomson Course Technology. 2008. NPR

Topics: Technology RSS Feed. Subscribe to the technology feed at

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http://www.npr.org/rss (Technology).


Understand basic concepts in Information Technology (IT and IS), including hardware, software,

networks and the Internet.

Recognize and define key components of Management Information Systems. Explain the value

of technology and information as a competitive advantage to the organization. Understand key

concepts of Supply Chain Management, Customer Relationship Management, and Business

Intelligence, and how these systems impact competitive advantage and ERP Systems.

Understand the key characteristics of a relational database. Compare and contrast the

features of databases and data warehouses.

Demonstrate how artificial intelligence and decision support systems can be used to solve

business problems.

Communicate the implications of electronic commerce in today’s business environment.

Understand the systems development life cycle, and trends in systems development, including

outsourcing.

Understand key concepts of IT Infrastructure.

Communicate the mandates and strategies for protecting the organization’s people and

information.

Recognize and describe the emerging trends and technologies that will impact the

organization.

http://www.npr.org/rss

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D.1.7. Trade Marketing (KERM1K0AKMP)

Subject’s title: Trade Marketing (Marketing of Commerce)

Subject’s code: KERM1K0AKMP




Subject’s leader: Ms. Judit Papp

Subject’s professor: Ms. Judit Papp

Consulting hours: On appointment.


Contact hours: Lecture: .2..per

week Seminar: 0 per

week Total: 2


Subject’s schedule: Lectures: 30, seminars: none

Type of exam: Oral exam


Basics of Marketing, Marketing Research

Short description of the subject, aims:

To get to know the students with the services marketing companies everyday professional

activities and specialities. To become familiar with the different potentials of

Merchandising and other aspects of Trade Marketing.

Weekly schedule:

1. week

The nature of the changes in consumer behaviour

2. week

The development of the structure, processes and methods of trade.

3. week

The marketing aspects of commercial services companies.

The fields and process of personal sales management.

Market influence, the role of equipments and the sales staff.

The selling process.

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4. week

The features of supply chains.

The types of trading companies.

5. week

The feautures of wholesaling techniques.

Marketing activities in wholesale.

6. week

The specialities of retail shops. Shop types in retail.

Marketing of the retail sector. (assortment policy, price policy, chain related marketing policies)

7. week

Mid-term test writing

8. week

Merchandising. In-store marketing

9. week

Catalogue retail marketing (catalogue shops, TV-shop, telephone orders, etc.)

10. week

Other types of sales (vending machines, street sales, visiting agents, MLM)

11. week

The ethical and legal aspects of marketing; the relationship of consumer protection and marketing

12. week

Managing the sales staff (recruiting, choice, motivation, trainings)

13. week

Final test writing

14. week

Evaluation, final consultation, closing the semester

Compulsory reading:

- Lectures

- Prof. Törőcsik Mária: Marketing of Commerce, KJK, Budapest, 1997.

- Progressive Magazine, Mai Piac, In-store marketing, etc.

Evaluation Exam in the examination period. The prerequisite of attempting the exams is total

19

D.2. Elective Subjects of Specialization "Commerce" (choose 4)

D.2.1. Specialities in the Hungarian Retailing (ARTO1S0AKMP)

Not offered in the English course

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D.2.2. Commodities Exchange (ART01S0AKMP)

Subject’s title: Commodities Exchange

Subject’s code: ART01S0AKMP

Type of subject: Elective subject of Specialization “Commerce” in Module D.2.



Subject’s leader: Dr. László Kozár PhD.

Subject’s professor: Dr. László Kozár PhD.

Contact hours: Lecture: 0 Seminar: 2 hours/w Total: 30



Methods and Tools of international Trade

Short description of the subject; aim:

Trading of commodities like essential raw materials (crude oil, natural gas, iron ore, copper, steel,

gold etc) or basic agricultural products (like wheat, barley, coffee beans, cocoa beans etc.) are

strongly influencing the international trade and also the economic development of the world. In

this respect trading means a huge volume of goods. In this subject students get acquainted with the

players, organisations and processes of this big business. They get to know what are prompt and

termin contracts, how try partner to reduce business risk and speculate. They also get to know how

public warehousing one of the most important techniques of financing the agricultural production

and trade ensuring raw materials for the breeding of animals is assured on micro- and macro-

economic level. Finally students recognise the importance of the Stock Exchange as the most

important instrument and organisation of the market economy.

Detailed description of the course programme:

Seminars/weeks: 2 hours

Required background reading materials:

Learning resources

Lectures

Additional reading indicated on the course website

Recommended readings

Lectures’ consultation hours availability:

After the lecture

Others:

21

D.2.3. Purchasing Policies and SCM (VBEP1S0AKMC)

Subject’s title: Purchasing Policies and SCM

Subject’s title: VBEP1S0AKMC

Type of subject: Elective subject of S pecialization “Commerce” in Module D.2. Level of the subject: BA level; offered in semester 6.


Subject’s leader: Tamás Turai

Subject’s professor: Csaba Sólyom



Contact hours: Lecture 0 Practice 2 per week

Total: 2 hours/week






Short description of the subject: In this subject students extend their knowledge about practical aspects of purchasing by some basic presentation of the lecturer, than students do presentations on selected topics in two ways.

1. In the first type of students presentations the practical purchasing processes and mechanism are

shown for the audience. In this way students understand how purchasing management works at a

franchise company like CBA or at the common purchasing company METSPA.

2. The second type of presentations comprise some special purchasing forms like auctions, reverse

auctions, e-purchasing, tenders etc.

Aims, learning outcomes, knowledge and skills: Important objective is to help students of getting practice oriented knowledge on purchasing strategies,

forms and organizational solutions of purchasing, to see how purchasing processes are working in

practice.


Problem based learning by collecting information on purchasing at the chosen company, or finding analysis and evaluations on purchasing forms and methods on the Internet or libraries.

Home assignment:

Students have to choose a problem of purchasing, look for information at companies and the Internet or libraries elaborate a power-point presentation for 20 minutes and write a summary

on it in 10 pages

Compulsory reading: Power Point slideshows of K. Lysons and B. Farrington: Purchasing and SCM, Coospace of the college


1. Kenneth Lysons and Brian Farrington: Purchasing and Supply Chain Management 7th

edition,

Prentice Hall 2006.

2. Logistics and Retailing Management (KOGAN) 2004

22

D.2.4. Strategies of Trading Companies (KVST1S0AKMC)

Subject’s title: Strategies of Trading Companies

Subject’s code: KVST1S0AKMC




Subject’s leader: dr. Tamás Kozák PhD.

Subject’s professor: dr. Tamás Kozák PhD.



Contact hours: Lecture 0 Seminar 2 hours/

week

Total: 2

hours/week


Subject’s schedule: Seminars 2 hours per week

Type of exam: written exam


Marketing, Introduction to Retailing Management, Logistics


Learning outcomes:

Successful students will have a thorough understanding of the concept, structure and elements

of strategic planning and strategic management, in particular:

1) strategic analysis,

2) strategic choice,

3) strategy implementation;

Various techniques and models for analysing and interpreting corporate market and environment data.

Learning objectives:

This course explores the role of the strategic management process in modern organisation. The

contents of the course mainly cover the following aspects:

1) Analysis of the company’s environment, resources and capabilities,

2) Formulation of corporate mission, objectives and strategies,

3) Evaluation of different strategies and selection,

4) Design of strategic implementation.

The overall aim of this module is to enable students to understand the importance and the

necessity of long-term strategic management for market-oriented companies.

At the end of the course students should be able to analyse, manage and design different types

of company driven communication campaigns.


Seminars, individual and team works, students’ presentations

Compulsory reading:

Strategic Management CONCEPTS AND CASES, Fred R. David, Prentice Hall

Always decided upon the group composition and language knowledge, handouts uploaded on

Cooaspace


Final mark is given on the basis of written exam (60 minutes) 51%, - weight: 60%

Midterm exam and Home assignment, Homework - classroom presentations, 30%

Topics of the session: Lectures/

1. week The Nature of Strategic Management

Strategy Formulation

2. week The Business Vision and Mission

3. week The External Assessment

4. week The Internal Assessment

5. week Strategies in Action

23

6. week Strategy Analysis and Choice

7. week Strategy Implementation

Mid-term exam

8. week Implementing Strategies: Management and Operations Issues

9. week Implementing Strategies: Marketing, Finance/ Accounting, R&D, and MIS Issues

10. week Strategy Evaluation

11. week Strategy Review, Evaluation, and Control

12. week Key Strategic-Management Topics

13. week Business Ethics/Social Responsibility/ Environmental Sustainability

14. week Global/International Issues Strategic-Management Case Analysis

15. week Exam

24

D.2.5. Commodities on the World Market (VIPA1S0AKMC)

Not offered in the English course

25

D.2.6. Customer Relationships Management (CRM) (VEKA1K0AKMC)

Subject’s title: Customer Relationship Management (CRM)

Subject’s code: VEKA1K0AKMC




Subject’s leader: Dr. Patrícia Németh PhD.

Subject’s instructor: Dr. Patrícia Németh PhD.



Contact hours: Lecture: per

week Practice: per

week Total: per week

Students learning hours: 2 hours per week Total: 2

Subject’s schedule: Lecture: 2

seminars:

Type of exam: Written exam


Basics in Management


CRM is a holistic strategic approach to managing customer relationships, to increase shareholder

value. CRM first and foremost a business strategy that can be effectively executed through the

appropriate business process and technology management capabilities that best match to an

organisation's customer-facing goals.

CRM strategic paradigm has gone through a three-phase generational shift over the last decade: with

enterprises maturing from: marketing the customers the best product at the best prices; marketing

customers with the best services; marketing customers with the dynamic services and products that

they want and desire as measured by customer intent.

Aims:

To present the basic knowledge for the students through the key concepts of CRM, perspectives and

definitions of CRM, the terms information-enabled relationship marketing, the strategic approach,

conceptual framework for CRM.


Lectures.

Home assignment:

Pronounced at the first lecture. Student presentation (2 or 3 students in a group) – company CRM

activity

Compulsory reading:

Adrian Payne: Handbook of CRM – Achieving Excellence through Customer Management; Elsevier,

Oxford; 2008


Ed Little - Ebi Marandi: Relationship marketing management; Cengage Learning EMEA, 2003


Midterm test

Written exam


Lectures/weeks:

1. week

Strategic model / strategic framework of CRM I.

The origins of CRM

The key principles of relationship marketing

The rise of CRM

2. week

Strategic model / strategic framework of CRM II.

26

The roles of CRM

The types of CRM

The need for a CRM strategic framework

Five key cross-functional CRM processes

3. week

The strategy development process I.

Corporate strategy

Business strategy

Customer strategy

CRM and market segmentation

4. week

The strategy development process II.

Segment granularity: from mass marketing to 'one-to-one' marketing

Aligning business strategy and customer strategy

CRM strategy development

5. week

The value creation process I.

The value the customer receives

The nature of value

The nature of proposition

Value assessment

6. week

The value creation process II.

The value the organization receives

Customer profitability

Customer acquisition and its economics

A framework for customer retention improvement

7. week

Midterm test

8. week

The multi-channel integration process I.

Channel participants and channel options

Channel participants

Channel options and categories

Integration

9. week

The multi-channel integration process II.

Channel strategies

Understanding the customer experiences

Building a multi-channel strategy

10. week

The information management process I.

Information, IT, information management

The data repository

Standard data-mining, analytical tools

11. week

The information management process II.

IT systems

Front-office and back-office applications

BPO, ASP, BSP

Data protection, privacy, codes of practice

12. week

The performance assessment process I.

Shareholder value

Customer value

Employee value

27

Cost reduction

13. week

The performance assessment process II.

Standards (CMAT, COPC)

Metrics (customer, people, process, strategic, output, comparative, special)

Establishing a CRM performance monitoring system

14. week

Organising for CRM implementations I.

CRM readiness assessment

Identifying barriers to CRM success

CRM audit

15. week

Organising for CRM implementations II.

CRM change management

CRM project management

Employee engagement

CRM budget

28

D.2.7. Manangement Accounting (VESZ1K0APZS)

Subject’s title: Management Accounting

Subject’s code: VESZ1K0APZS

Type of subject: Elective course in specialization “Commerce” in Module D.2.



Subject’s leader: Dr. Judit Sági PhD.

Subject’s professor: Dr. Judit Sági PhD.

Consulting hours: By appointment


Contact hours: Lecture: 0 h/w Practice: 2 h/w Total: 2 h/w

Students learning hours: hours per week Total: 2

Subject’s schedule: Lecture:

seminars:

Type of exam: written


Accounting


During the course, students are expected to gain some insight in the connections between budgeting

and performance management, and within, the application of the specialist cost and management

accounting techniques.

Aims:

In accordance with the general disciplines of the B.A studies, this course is about to develop

knowledge and skills in the application of management account techniques to quantitative and

qualitative information for

- planning,

- decision-making,

- performance evaluation and

- control.


Explain, apply, and evaluate cost accounting techniques;

Select and appropriately apply decision-making techniques to evaluate business choices and

promote efficient use of scarce business resources, appreciating the risks and uncertainty

inherent in business and controlling those risks;

Apply budgeting techniques and evaluate alternative methods of budgeting, planning and

control;

Assess the performance of a business from both a financial and a non-financial viewpoint,

appreciating the problems of controlling divisionalised businesses and the importance of

allowing for external aspects.


See the above list.


The students are invited for compulsory attendance on the seminars.

Compulsory reading:

The summary of the lectures and the seminar examples, available at the homepage

http://coospace.bgf.hu.


Charles T., Horngren – Gary L., Sundem – William O., Stratton: Introduction to management

accounting (Prentice-Hall, 1996.)

29


Lectures/weeks:

1. week

The nature and purpose of management accounting

2. week

Budgeting:

a. Objectives

b. Budgetary systems

c. Types of the budget

3. week

Budgeting – cont.:

d. Quantitative analysis in budgeting

4. week

Types of cost and cost behaviour:

a. Distinction between production and non-production costs,

b. Types of cost behaviour: fixed and variable costs; direct and indirect costs; material, labour,

overhead.

5. week

Service and operation costing

6. week

Accounting for labour

7. week

Mid-term exam

8. week

Accounting for overheads

9. week

Decision-making techniques:

a. Multi-limiting factors and the use of linear programming and shadow pricing,

b. Pricing decisions.

c. Make-or-buy and other short-term decisions,

d. Dealing with risk and uncertainty in decision-making.

10. week

Specialist cost and management accounting techniques:

a. Activity-based costing,

b. Target costing.

11. week

Specialist cost and management accounting techniques – cont.:

c. Life cycle costing,

d. Budgeting and standard costing.

12. week

Performance management and control:

a. The scope of performance management,

b. Divisional performance and transfer pricing,

13. week

Performance management and control – cont.:

c. Performance analysis in not-for-profit organisations and the public sector,

d. External considerations and behavioural aspects.

14. week

Variance analysis - complex example

15. week

Final exam

31

D.2.8. Brand Management (MTER1K0AKMC)

Subject name: Brand Management

Subject code: MTER1K0AKMC

Type of subject: Elective course in specialization “Commerce” in Module D.2.

Level of the subject BA level; offered in semester 5.

Credits 3 ECTS

Subject leader: Dr. Ákos Kozák PhD.

Subject professor: Judit Papp

Contact class/week Lecture 0 Seminar 2 Total 2

Exam Final exam

Prerequisites

Marketing, Marketing Research, Marketing Communication

Aim of course:

To get to know the importance of brand building, branding, the different methods of selling

and their problems. To be able to use the different methods of Brand Management.

Weekly schedule:

1. Week

The importance and role of branding in marketing.

The importance of the STP Model.

Brand management related strategies of the BCG Matrix.

2. Week

Brands:

- features

- tasks

- types, levels.

3. Week

Dymensions of brands

The advantages of branding for both consumers and brand owners.

4. Week

The marketing functions of brands.

Brand equity, the different methods of equity evaluation.

The valuable global and Hungarian brands.

5. Week

The costs and benefirts of brand investments.

The local and global problems of branding.

6. Week

Brand broadening vs. Brand stretching 1-2.

Brand strategies, brandportfolio

7. Week

Mid-term test writing

8. Week

Advertising, Sales Promotion and Branding

9.Week

The role of the retail sector in branding

Commercial brands

10. Week

The company and the brand.

The branding strategies of services companies.

Global branding strategies.

11. Week

Legal studies: law of competition, consumer protection, brand protection, trademarks.

The ethical aspects of branding.

12. Week

32

Brand Management in Practice I. (company visit)

13. week

Brand Management in Practice II. (Company visit)

14. week

Final test writing

Compulsory reading:

lectures

Geoffrey Randall: Branding in Practice (Geomédia, 2000.)

Landa: Building Brand images

Advertising and brand promotion

Recommended:

Wally Olins: Brands (Jószöveg Műhely, 2004.)

Kevin Roberts: Lovemarks (Magyar Könyvklub, 2005.)

Evaluation

Final exam in the examination period

Minimum 51% of the two tests

2 company visits and active part in the life project

33

D.2.9. Corporate Social Responsability (CSR) (TAFE1K0AKMC)

Subject’s title: Corporate Social Responsibility CSR

Subject’s code: TAFE1K0AKMC




Subject’s leader: dr. Patrícia Németh PhD

Subject’s instructor: dr. Patrícia Németh PhD

Consulting hours: By appointment




week Total: 2 per

week


Type of exam: Oral


Short description of the subject, aims:

The course approaches CSR by discussing theoretical considerations and best practices. Diverse

background of CSR (corporate philanthropy, business ethics, strategic management, etc.), various

existing – and often competing – approaches to CSR strategies will be discussed. Other buzzwords

(e.g. Social Entrepreneurship, Corporate Citizenship, Corporate

Social Responsiveness, CSP, SRI, etc.) and their relations to CSR are investigated. The course also

focuses on the many existing CSR dilemmas such as: Is it morally sound to use CSR for PR? Can we

apply a CSR concept to SMEs? Does the core activity of a company matter from

a CSR point of view? Significant part of the course discusses CSR activities regarding different

stakeholders and the players of the so-called CSR industry are also introduced.


This course will be conducted as a combination of lectures and presentations of given articles

by the students. Each topic will be discussed in the following way: lecture, then 25 min. presentations

by rapporteurs and 10 min. “peer review”, closed by a general discussion. The role of the reviewer is

to point out critical or problematic ideas, approaches or to provide Hungarian examples.

Home assignment:

Preparation for the presentation

Compulsory reading:

Assigned articles are collected in the Library, from where they can be borrowed, or are to be

downloaded from the net. Reviewers should be prepared to reflect on the topic discussed and to

provide meaningful feedback. Therefore, the rapporteur and the reviewer must work together.



Students are urged to attend regularly and to participate sensibly in class discussions.

Students failing to present their assignment will not be allowed for the oral

exam. Presentations, reviews will account for 40 %, while the oral exam for 60 % of the

final grade.


Lectures/weeks:

34

1. week Introduction, practicalities, Globalisation issues and the rise of CSR.

2. week History of CSR, motivations and market forces

3. week Sustainable consumption

4. week Ethical consumption

5. week Fair trade

6.week CSR issues

7. week Social entrepreneurship

8. week Marketing and CSR 1

9. week Marketing and CSR 2

10. week Social media and CSR

11. week CSR in the EU panorama

12. week CSR in the Hungarian panorama

13. week Presentations of CSR projects-1

14. week Presentations of CSR projects-2

15. week Evaluation of the projects, summary, closing

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