course catalogue faculty of business for international ... · managing customer relationships ......

165
1 Course Catalogue Faculty of Business Academic Year 2015/16

Upload: phunghuong

Post on 18-Jul-2018

215 views

Category:

Documents


0 download

TRANSCRIPT

1

Course Catalogue

Faculty of Business

Academic Year

2015/16

2

Foreword This Course Catalogue outlines our courses offered for international exchange students coming to the Faculty of Business of our university. Since the start of the “Business Consultancy International” (BCi) degree programme in the autumn of Sept. 2003, we have been able to offer a wide range of relevant subjects to our international students. The BCi programme is a broad-based, business degree taught entirely in English, with an opportunity for students to major in International Accounting and Finance, International Marketing and Sales (both on Bachelor and Master level) or International Human Resource Management (Bachelor level). In 2004 we implemented the Bologna Accords, a European Union-wide system of degrees which has as its objective to standardize degrees obtainable in the European Union. As a result, the FHWN now offers 3-year Bachelor and 2-year Master degrees. We were one of the first Austrian Universities to switch our entire study programme to this new system. To date, we have the greatest number of graduates in Austria under this new system, and currently have students enrolled from over 50 different countries. Our internationalisation is not just limited to the Faculty of Business however. Within the Faculty of Engineering, the Master´s programmes “MedTech-Functional Imaging, Conventional and Ion Radiotherapy” and “Aerospace Engineering” are taught entirely in English. Incoming exchange students can look forward to a rewarding period of study at our university, confident in the knowledge of living and studying in a truly international environment, whilst enjoying Austrian culture as well. We hope you decide to accept our invitation and experience the best that Austria has to offer, academically as well as culturally. We look forward to welcoming you to Wiener Neustadt in the near future.

FH-Prof. Dr. Robert Pichler MBA Programme Director Business Consultancy International BA, MA

3

IMPRINT

Text and Layout University of Applied Sciences Wiener Neustadt, Austria

Fachhochschule Wiener Neustadt für Wirtschaft und Technik International Office

Phone: +43 2622 89084 451-454 Fax: +43 2622 89084 931 Email: [email protected]

Date

Updated: 03.07.2015; subject to changes

4

FACULTY OF BUSINESS – LIST OF COURSES FALL SEMESTER 2015/16 .................................. ......................................................................................................... 6 LAW ................................................................................................................................................................................ 7

European Law ................................................................................................................................................................ 8

Corporate Organisation and Insolvency Law .................................................................................................................. 9

BUSINESS ADMINISTRATION/MANAGEMENT ......................................................................................................... 11

Fundamentals of Accounting ........................................................................................................................................ 12

Marketing & Sales I ...................................................................................................................................................... 13

introduction to Business Administration ........................................................................................................................ 14

Cost Accounting I/II ...................................................................................................................................................... 15

The Financial System ................................................................................................................................................... 17

Case Study I ................................................................................................................................................................. 18

Strategic Management & Corporate Planning .............................................................................................................. 21

Business Ethics ............................................................................................................................................................ 24

Case Study II ................................................................................................................................................................ 26

Company Analysis ........................................................................................................................................................ 27

Materials Management and Logistics ........................................................................................................................... 28

Organisation and Human Resource Management ........................................................................................................ 30

Project Management and Applications ......................................................................................................................... 31

Company Analysis ........................................................................................................................................................ 32

Management and Leadership ....................................................................................................................................... 34

Managerial Finance ...................................................................................................................................................... 35

International Marketing and Sales ................................................................................................................................ 37

MANAGEMENT INFORMATION SYSTEMS ................................................................................................................ 39

Business Software Systems ......................................................................................................................................... 40

Business Information Systems I/II ................................................................................................................................ 41

ECONOMICS ............................................................................................................................................................... 42

Microeconomics ............................................................................................................................................................ 43

Macroeconomics .......................................................................................................................................................... 44

Applied Microeconomics ............................................................................................................................................... 45

QUANTITATIVE METHODS......................................................................................................................................... 46

Mathematics for Business and Economics ................................................................................................................... 47

Quantitative Empirical Methods .................................................................................................................................... 48

LANGUAGES ............................................................................................................................................................... 49

English for academic purposes I ................................................................................................................................... 50

German Crash I ............................................................................................................................................................ 51

German Crash II ........................................................................................................................................................... 52

German Crash III .......................................................................................................................................................... 53

German for Incomings I ................................................................................................................................................ 54

German for Incomings II ............................................................................................................................................... 55

German for Incomings III .............................................................................................................................................. 56

PERSONALITY DEVELOPMENT ................................................................................................................................ 57

Intercultural Business Skills .......................................................................................................................................... 58

Introduction to Austria ................................................................................................................................................... 59

Social & Professional Skills I ........................................................................................................................................ 60

Team Organisation ....................................................................................................................................................... 62

Teamwork/organisation ................................................................................................................................................ 63

INTERNATIONAL ACCOUNTING AND FINANCE ....................................................................................................... 65

Derivative Securities and Structured Finance ............................................................................................................... 66

International Taxation ................................................................................................................................................... 67

Multinational Finance and Risk Management ............................................................................................................... 68

Analysis of Financial Statements and Business Valuation I ......................................................................................... 70

Corporate Investment ................................................................................................................................................... 71

INTERNATIONAL MARKETING AND SALES.............................................................................................................. 73

Integrated Marketing Communication ........................................................................................................................... 74

Strategic Brand Management ....................................................................................................................................... 76

Sales Force Management ............................................................................................................................................ 81

Marketing/Sales Controlling .......................................................................................................................................... 84

Consumer Behaviour and Insights ................................................................................................................................ 85

International Brand Management ................................................................................................................................. 86

5

INTERNATIONAL HUMAN RESOURCE MANAGEMENT ........................................................................................... 88

HR Development and Training ..................................................................................................................................... 89

Leadership and Management Development ................................................................................................................. 90

Labour and Social Law ................................................................................................................................................. 91

Organisation and HR-Consulting .................................................................................................................................. 92 SPRING SEMESTER 2016 ......................................................................................................................................... 93

LAW .............................................................................................................................................................................. 94

Legal Systems and Principles....................................................................................................................................... 95

Jurisdiction and Conflict of Laws .................................................................................................................................. 97

BUSINESS ADMINISTRATION/MANAGEMENT ......................................................................................................... 98

Marketing & Sales II ..................................................................................................................................................... 99

Financial Accounting .................................................................................................................................................. 100

Corporate Finance I .................................................................................................................................................... 101

Cost Accounting ......................................................................................................................................................... 102

Auditing ...................................................................................................................................................................... 103

Business Administration ............................................................................................................................................. 104

Consultancy Models ................................................................................................................................................... 105

Consultancy Models I ................................................................................................................................................. 107

MANAGEMENT INFORMATION SYSTEMS .............................................................................................................. 108

ECONOMICS ............................................................................................................................................................. 109

Macroeconomics ........................................................................................................................................................ 110

Global Economic Relations ........................................................................................................................................ 111

Macroeconomics for Managers .................................................................................................................................. 112

Qualitative Empirical Methods .................................................................................................................................... 113

LANGUAGES ............................................................................................................................................................. 116

English for Academic Purposes II ............................................................................................................................... 117

German Crash I .......................................................................................................................................................... 118

German Crash II ......................................................................................................................................................... 119

German Crash III ........................................................................................................................................................ 120

German for Incomings I .............................................................................................................................................. 121

German for Incomings II ............................................................................................................................................. 122

German for Incomings III ............................................................................................................................................ 123

PERSONALITY DEVELOPMENT .............................................................................................................................. 124

Introduction to Austria ................................................................................................................................................. 125

Intercultural Business Skills ........................................................................................................................................ 126

Social & Professional Skills II ..................................................................................................................................... 128

Job Applications and Assessment .............................................................................................................................. 130

Consultancy Skills ...................................................................................................................................................... 131

Career Planning .......................................................................................................................................................... 133

INTERNATIONAL ACCOUNTING AND FINANCE ..................................................................................................... 135

Financial Planning, Budgeting and Controlling ........................................................................................................... 136

Analysis of Financial Statements & Financial Reporting ............................................................................................. 138

Banking, Credit and Money Markets ........................................................................................................................... 139

Capital Markets and Investment ................................................................................................................................. 140

Cash and Treasury Management ............................................................................................................................... 142

Internal Control and Auditing ...................................................................................................................................... 144

Markets for Derivative Securities ................................................................................................................................ 145

INTERNATIONAL MARKETING AND SALES............................................................................................................ 146

International Sales Law .............................................................................................................................................. 147

International Marketing Strategy and Planning ........................................................................................................... 148

Consumer Behaviour .................................................................................................................................................. 150

Applied Selling Skills .................................................................................................................................................. 151

International Communications Strategy ...................................................................................................................... 153

Applied Marketing Research....................................................................................................................................... 156

Strategic Sales Management...................................................................................................................................... 158

Managing Customer Relationships ............................................................................................................................. 159

INTERNATIONAL HUMAN RESOURCE MANAGEMENT ......................................................................................... 161

Human and Social Behaviour ..................................................................................................................................... 162

Organisational Behaviour ........................................................................................................................................... 163

Human Resource Management .................................................................................................................................. 164

6

FALL SEMESTER 2015/16

7

LAW FALL SEMESTER 2015/16

8

COURSE TITLE: European Law ECTS CREDITS: (30 = SEM. WORKLOAD)

3

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 2 SEMESTER: 3 (fall semester)

LEARNING GOALS Deepening the international focus by acquiring of basic understanding in European law and European Commercial Law. COURSE CONTENT Institutions of the EU and law-making procedure; Fundamental Freedoms; Free Movement of Goods; Competition Law; M&A; State Aid READING LIST "Competition Law of the EU and UK", by Furse. Sixth Edition, March, 2008. Oxford, OUP. (ISBN 13 - 978-0199237920) "EU Competition Law: Text, Cases and Materials", by Jones & Suffrin. Fourth Edition, Sept 2010. Oxford, OUP. (ISBN 13 - 978-0199572731) "EU Law: Text, Cases and Materials", by Craig & De Burca. Fourth Edition, Sept 2007. Oxford, OUP. (ISBN 10 - 0199273898, ISBN 13 - 978-0199273898) PRE-REQUISITES None. ASSESSMENT 1.5 hour examination. The exam will be worth 100% of the mark for this course. It will be divided into sections A and B. More detail on the structure and content of the exam will be given in lectures. Attendance at lectures will be recorded.

9

COURSE TITLE: Corporate Organisati on and Insolvency Law ECTS CREDTIS: (30 = SEM. WORKLOAD)

3

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 3 SEMESTER: 5 (fall semester) – Elective course

LEARNING GOALS Students will get acquainted with legal terminology in the legal fields of company law as well as insolvency law. Reasoning for law – making and law history will help (better) understanding of law provisions. Students shall become aware of legal risks involved when accepting management (directors’) responsibilities. Also, students will get a notion about insolvency and its consequences. Generally understanding interaction between commercial and legal matters in business will be fostered. COURSE CONTENT Reasons and motives for the concept of a legal person; History of partnerships, corporate organisation and company law; Partnership versus companies; Limited liability companies – (public) joint stock companies; Limited liability and the lifting of the corporate veil; Management/Directors’ duties and liabilities; Minimum ingredients of company law. Reasons and motives for the invention of bankruptcy law; History of bankruptcy and law on enforcement of rights; Creditor Protection; Insolvency Proceedings only being a method of or preventing enforcement? Equal treatment of creditors versus levy of execution; Insolvency Reasons; Restructuring versus liquidation; Individuals and companies in bankruptcy (difference between); Ranking of claims (claims preferred by law, secured claims) Sequence of legal procedure (from opening to end of formal bankruptcy). Minimum ingredients of bankruptcy law. Case-study on project finance used as vehicle for discussing and better understanding the corporate veil, debt recovery, director responsibility and bankruptcy law. Oral lectures following the study material which is going to be handed out at the first lesson for the full course, supported by case – studies. READING LIST Gower and Davies, The Principles of Modern Company Law, Sweet & Maxwell 2008; Philip R. Wood, Principles of International Insolvency, 2nd ed., Thomson 2007; Boyle & Birds’ Company Law, 8th ed., Jordan Publishing (the first chapter on history is freely available w/o charge on http://www.jordanpublishing.co.uk/system/uploads/attachments/0003/5951/BBCL_Sample.pdf); Restructuring and Insolvency, 2013 ed., Getting the Deal Through Note: The above is recommended for reading only PRE-REQUISITES

10

None. ASSESSMENT Exam to be done in writing. No multiple choice. Time limit 90 min for providing answers. Participation of students during lecturing lessons will be taken into account when grading provided that there will be only upgrades and further provided that an upgrade (if any) will never be more than one above the result of the final exam. No more than two class lessons may be omitted.

11

BUSINESS ADMINISTRATION/

MANAGEMENT FALL SEMESTER 2015/16

12

COURSE TITLE: Fundamentals of Accounting ECTS CREDTIS: (30 = SEM. WORKLOAD)

4

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 1 SEMESTER: 1 (fall semester)

LEARNING GOALS Working in a business environment requires the ability to read, understand and use financial statements. The base-level module enables students to prepare and use financial accounting data, understand the parts of financial statements as well as how the balance sheet, income statement and cash flow statement are related. Emphasis is placed on how to interpret and apply the information provided by financial statements as well as how economic events shape the structure of financial statements. This gives students the requisite background to choose advanced options later on. After passing this course students should be able to apply the concepts to new and different situations and to participate COURSE CONTENT This introductory accounting course pursues the goal to provide a good foundation in financial accounting that enables students to understand the basic concepts underlying financial statements. Topics covered in this course: Accounting: The Language of Business; Measuring Income to Assess Performance; Recording Transactions; The Accounting Cycle; Accrual Accounting and Financial Statements; Inventories and Cost of Goods Sold; Non-Current Assets. READING LIST Book: Horngren, C. T.; Sundem, G. L.; Elliott, J. A.; Philbrick, D. R.: "Introduction to Financial Accounting", Pearson Education Ltd., current edition Journals/ Periodicals: Relevant journals and periodical articles as applicable PRE-REQUISITES None. ASSESSMENT Continuous evaluation and final exam

13

COURSE TITLE: Marketing & Sales I ECTS CREDITS: (30 = SEM. WORKLOAD)

4

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 1 SEMESTER: 1 (fall semester)

LEARNING GOALS Students are able to describe the core process of Marketing. � Students are able to describe a strategic marketing management process. � Students are able to write a marketing plan. � Students have the ability to apply a segmentation, targeting positioning process. � Students are able to describe different pricing strategies, marketing channels and product categories. � Students have the ability to create a communication mix for different product categories. � Students have the ability to design a sales process for products. � Students have the ability to identify a Buying Centre in an Organization. � Students can describe the tasks of a Sales Manager. COURSE CONTENT The core process of Marketing Strategic Marketing Management Process � Content of a Marketing Plan � Marketing Strategies � Competitive Strategies � The Marketing Environment � Tools like BCG, SWOT Segmentation, Targeting Positioning Consumer decision Making process Marketing Mix � Product + Branding, Price, Place � Promotion (IMC, Evaluation of Communication Effectiveness) B2B Market Environment � Market Structure and Demand � Decision Making Process + Buying Centre in an Organization � Personal Selling and the Selling Process Tasks of a Sales Manager � Designing a Sales Force, Managing a Sales Force READING LIST Books: Kotler, Armstrong, Wong, Saunders. Principles of Marketing. Essex: Pearson Education Limited. (latest edition) Tanner, Honeycutt, Erffmayer. Sales Management - Shaping Future Sales Leaders. New Jersey: Pearson Education (latest edition) O’Guinn, Allen, Semenik. Promo2. Mason: South-Western (latest edition) Journals/Periodicals: International Journal of Research in Marketing, Journal of Marketing, Marketing Management, Journal of Marketing Research, Journal of International PRE-REQUISITES None. ASSESSMENT Continuous Evaluation and Final Exam

14

COURSE TITLE: Introduction to Business Administration ECTS CREDITS: (30 = SEM. WORKLOAD)

4

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 1 SEMESTER: 1 (fall semester)

LEARNING GOALS This module provides a solid foundation of the essential topics that first-semester business students need to understand, particularly those without any previous knowledge in or exposure to business administration. Its focus is on providing an overview of all relevant areas of business administration, on practical skills, knowledge of the basics, and important developments in today’s business world. COURSE CONTENT � The business environment � Business Ethics and Responsibility � The global context of Business � Business Management � Organization Structures � People in Organizations � Marketing and Consumer Behavior � Financial Issues and Banking � Accounting Information READING LIST Donald J. Ebert, Ricky W. Griffin: Business Essentials. Pearson, current edition. PRE-REQUISITES None. ASSESSMENT Continuous Evaluation and Final Exam

15

COURSE TITLE: Cost Accounting I/II ECTS CREDITS: (30 = SEM. WORKLOAD)

5

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 2 SEMESTER: 3 (fall semester)

LEARNING GOALS The objective of the course is to introduce students to the basic techniques, language and principles of management accounting. The course provides students with an insight into the role of management accounting as a provider of information supporting the financial decision making process of an organisation. The syllabus covers fundamental issues including basic cost terms, concepts, and definitions before introducing costing systems such as full costing and Activity Based Costing. In addition to preparing basic budgets, the difficulties that are inherent within any budgeting system are presented. Students learn to analyse and explain the major causes of differences between budget and actual performance, including basic standard costs and variances. The relationship between accounting information and managers’ decisions in a competitive environment is demonstrated. Students learn to conduct a financial analysis to support a range of business decisions using marginal costing and break-even analysis. Modern developments in costing such as target costing and total life-cycle costing will also be discussed. WORKLOAD: Cost Accounting I is a 4 ECTS course and Cost Accounting II is a 1 ECTS course. Students are expected to complete a workload of 125 hours for this course (1 ECTS = 25 hours). Along with the regular reading assignments, it is envisaged that, to acquire the level of understanding required for the evaluation, components will require at least 89 hours of study time. The remaining 36 hours is comprised of lectures, tutorials and tests. COURSE CONTENT (Both courses, Cost Accounting I and II, are considered as a unit. Students will receive the same grade on both courses.) TOPIC 1: Business Environment and Management Accounting Users of accounting information and influencing managers’ behaviour. (Chapter 1) TOPIC 2: Relevant costs for decision making Definition of ‘cost’ and qualitative factors to be considered when making decisions. (Chapter 2) TOPIC 3: Cost Volume Profit Analysis Cost behaviour and break-even analysis. (Chapter 3) TOPIC 3 CONTINUED: Marginal costing Using 'contribution' to make decisions, make v buy and using scarce resources. (Chapter 3) TOPIC 4: Full costing (Absorption costing) What is full costing? Why should managers know the 'full' cost? The problem of indirect costs or overheads. (Chapter 4) TOPIC 5: Costing in a competitive environment Activity based costing. Total Life Cycle Costing. Target costing. (Chapter 5) TOPIC 6: Budgeting The process, types, preparation of a cash budget. Criticisms of budgeting. Budgets and management behaviour, alternatives? (Chapter 6) TOPIC 7: Accounting for control Variances from budget, reasons and behavioural issues. (Chapter 7) READING LIST Atrill, Peter; McLaney, Eddie: "Management Accounting for Decision Makers", 2012, 7th edition, London: Prentice Hall / Financial Times

16

PRE-REQUISITES None. ASSESSMENT Attendance requirement: Students are required to attend at least 5 out of the 7 lectures, if not, they automatically fail the course. The attendance requirement for the tutorial 'Cost Accounting II' requires students to attend at least 3 out of 4 sessions! In case students are missing either more than 2 lectures or more than 1 tutorial session, they automatically fail the course. Students will then have 2 further attempts to complete the course. Grading: The course will be graded as follows for the first sitting: Quiz 30% of grade Participation 10% of grade Final written test 60% of grade For all subsequent resits, the final written test will carry 100% of the final mark. The final test must be passed (= 60%) in order to obtain a positive grade for the course. Quizzes: When topic 4 has been completed a short multiple choice test will be given on material covered up to that point. Duration: about 30 minutes. Final written test: The final written test will cover the entire syllabus. Duration: 90 minutes.

17

COURSE TITLE: The Financial System ECTS CREDITS: (30 = SEM. WORKLOAD)

2

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 2 SEMESTER: 3 (fall semester)

LEARNING GOALS Students will obtain a basic understanding of the structure and functions of the modern financial system. Each student should be able to describe the fundamental motives and processes of borrowing and investing among different market participants and the various financial institutions involved. Within this module, students will obtain a basic understanding of debt instruments and risk. Another important component of the course will be to familiarize students with the functions and properties of money in an economic context (i.e. effects on GDP). Students will also be introduced to interest rates and their purposes, behaviours, the forces that change them, and the effects of these changes. Finally, there will be a module focusing on the international financial system and the different types of exchange rate regimes and their importance and relevance to the financial system today. COURSE CONTENT Topic 1: The Financial System Topic 2: Functions of Money Topic 3: Interest Rates Topic 4: Financial Institutions Topic 5: International Financial System Topic 6: Optional Topic TBA READING LIST Select chapters and excerpts will be taken from the following literature: Required: Valdez, S., & Molyneaux, P.: An Introduction to Global Financial Markets (6th Edition) Mishkin, F. S.: The Economics of Money, Banking, and Financial Markets (10th Edition) Recommended: Rose, P. S., & Marquis, M. H.: Money and Capital Markets: Financial Instruments in a Global Marketplace (10th International Edition) Cassidy, C.: Understanding Money and Interest: The Nature and Role of Money in the Economy *Androsch, H.: Exchange Rate Regimes and Economic Crisis *Not available in the library Specific mandatory chapters, to be announced in class, will be uploaded to the course files area on the intranet, in addition to copies of those sources not available in the library. PRE-REQUISITES None. ASSESSMENT The final grade will be composed of a short mid-term quiz (30 minutes) worth 20% of the grade, and the final exam (60 minutes) worth 80% of the grades (a grade of 60% or higher on the final exam is required to pass the course). 50% Attendance required to pass the course.

18

COURSE TITLE: Case Study I ECTS CREDITS: (30 = SEM. WORKLOAD)

2

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 2 SEMESTER: 3 (fall semester)

LEARNING GOALS The objective of this course is to prepare the Students to the “real world”. They shall build the ability to use their total theoretical and practical knowledge to react on a situation. They will learn to live with the information they have, structure it and define what is relevant. Additionally the students will realize that they never have enough time. Finally they have to work in a group with different opinions and values of each participant. They have to develop the ability to decide together with limited information, time pressure on an unstructured problem to find their solution. At the end they have to develop the ability to present and sell their solution to a Board to get the permission to implement it. During the lessons they will also establish the ability to write a document which can be delivered to the board for decision taking. COURSE CONTENT Kick-off Preparation (before the kick-off lesson) The students have to read Competing for Advantage (ISBN 0-324-27158-1) by Hoskisson, Hitt and Ireland - The shall read Part 1 and 2 (p. 1-130) Additionally they shall individually prepare the a situational analysis of the first case: Wal*Mart Stores, Inc. 794024-PDF-ENG, Harvard Business School Content During the Kick-off I will go through the content of: ? Presentation of myself ? Practicalities and Grading ? Content of Case Study Classes ? Theory: Situational Analysis and SWOT goal of the Day: ? Defining the groups ? Group Work: - Define the group rules - The groups define appointments for preparing the case ? Group presentation: Rules of the groups Homework The students shall read in Creating Competitive Advantage Part 3 (Creating Competitive Advantage - Chapter 5-8 - p. 131 - 266) Group has to work out the situational analysis and the SWOT of 2 cases. They shall define the key drivers for these two cases: ? Wal-Mart, 794024-PDF-ENG, Harvard Business School ? Apple, 702469-PDF-ENG, Harvard Business School CASE STUDIES - University of Applied Sciences, Wiener Neustadt, Austria 3/5

19

Part 1 Preparation Each group shall prepare their first cases: Wal Mart Stores and Apple. The shall present the Situational and SWOT Analysis as well as the key drivers Content During this Lessons I will go through following content: Theory: Key drivers, Levers and Strategies Goal of the day ? Group presentations - get a first grade - we will hear only one presentation per group. The groups will not know which case they have to present? Get a feedback on their content ? Get a feedback on their presentation skills ? Being able to work through a total case Homework The students shall read in Creating Competitive Advantage Part 3 (Creating Competitive Advantage - Chapter 9-12 - p. 267 - 389) The groups will prepare a case (to be advised) from Situational Analysis to Strategy Harvard Business School CASE STUDIES - University of Applied Sciences, Wiener Neustadt, Austria 4/5 Part 2 Preparation Each group shall prepare their case: They shall present their case Content During this Lessons I will go through following content: Theory: How to write a paper to the board A real living case - presentation of the situation Goal of the day ? Group presentations ? Get a feedback on their content ? Get a feedback on their presentation skills ? Being introduced to a real living case Homework The groups will prepare the real case from Situational Analysis to Strategy and prepare a presentation and a paper for the part 3. Part 3 Preparation Each group shall prepare their real case: They shall prepare a paper and send it in 2 days before the course. Each group will present their case Content During this Lessons I will go through following content: - What did we actually do Goal of the day: ? Group presentations ? Get a feedback on their content ? Get a feedback on their presentation skills ? Get a feedback on their paper End of the course CASE STUDIES - University of Applied Sciences, Wiener Neustadt, Austria

20

READING LIST "Competing for Advantage", Hoskisson, Hitt, Ireland and Harrison; South- Westren College Pub 2nd edition (2007) PRE-REQUISITES Preparation as stated in “Content”. ASSESSMENT Grading as stated in “Content”.

21

COURSE TITLE: Strategic Management & Corporate Planning ECTS CREDITS: (30 = SEM. WORKLOAD)

4

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 2 SEMESTER: 3 (fall semester)

LEARNING GOALS The main objectives are: 1. To provide a bird's-eye overview of the strategic management discipline 2. To provide an integrative perspective which allows course participants to relate business topics to a strategic framework 3. To demonstrate how to perform strategic planning and write strategic plans 4. To help participants develop an understanding and appreciation for the job performed by top managers and management consultants. COURSE CONTENT The central purpose of the course is to cover the concepts, tools and approaches to strategic management problems in the context of rapidly chan. The central purpose of the course is to cover the concepts, tools and approaches to strategic management problems in the context of rapidly changing conditions, such as technological change, globalization of markets, and integrating supply chains. The course will therefore emphasize the development of skills in entrepreneurial, competitive, and corporate strategy. Students will also practice the application of strategy of concepts to real companies through case studies and will be expected to undertake additional and extensive research. The course devotes special attention to developing managerial skills through the use of cases, including those of actual organisations. Students will conduct in-depth analyses, propose alternative solutions, and provide recommendations in different formats, i.e. presentations, memos, case reports, and action plans.

22

READING LIST If you have a laptop please bring it to class. No textbook is required. However, the following text may come in handy: Dave Ketchen and Jeremy Short (2011). Mastering Strategic Management (ISBN: 978-1-4533-3238-2), Flat World Knowledge. The book will be referred to as MSM. This text book is available online at http://students.flatworldknowledge.com/course/1170217. You can download a pdf version for $46. Additional Reading: - MSM: Mastering Strategic Management. Freely available from: http://catalog.flatworldknowledge.com/bookhub/reader/3085?e=ketchen_1.0-ch01 - PM: Principles of Management. Freely available from: http://catalog.flatworldknowledge.com/bookhub/reader/6 - BYCV: Building your company’s vision. Freely available from: http://hbr.org/1996/09/building-your-companys-vision/ar/1 - SA: Strategy Academy. Freely available from: http://www.knowledgeboard.com/download/473/Ederer_Perspectives-on-Network-Level-Strategy.pdf - HB: HubSpot Blog: Blue Ocean Strategy: A Small Business Case Study. Freely available from: http://blog.hubspot.com/blog/tabid/6307/bid/54/Blue-Ocean-Strategy-A-Small-Business-Case-Study.aspx - Acc: Accounting Explained: Dupont Analysis http://accountingexplained.com/financial/ratios/dupont-analysis - ProvenM: ProvenModels.Com http://www.provenmodels.com/593 - Shetgar: Raj Shetgar’s Summary notes of http://www.businessmodelgeneration.com O’Leary: Chris O’Leary at: http://www.elevatorpitchessentials.com/essays/ElevatorPitch.html PRE-REQUISITES None.

23

ASSESSMENT Attendance is mandatory and a student will not be able to complete the course with success if absent. You will be expected to work outside of class to complete assignments by the end of the week. Individual Case Students are to answer questions on a take-home case, which they will receive in class. The assignment will be limited to a length of maximum six (6) double-spaced pages formatted with Times Roman 11 font and 1 inch margins. You may add up to three (3) pages of original exhibits to supplement/document the line of argumentation. If data has been massaged or recalculated, the assumptions must be explained in footnotes to the exhibits. Final Exam The final exam will last 1.5 hours and consists of three sections: A) 10 Multiple choice questions (20 points) B) 4 open questions (40 points) C) 4 questions on a brief case (40 points) Team Strategic Plan Students will form teams that are to propose a solution for a need and create a strategy plan for it in the form of a slide deck that they are to present (10 min) or accompany with an executive summary (2 pages). During the presentation students can select a subset of slides to show, although all slides requested during the course need to form part of the slide deck. Team 1 min. Elevator Pitch Capture the essence of your venture in a 1 minute pitch that describes the pain, your solution, the viability, and the ask. Optionally you can also include the competition and the team. Do this in a concise, simple, real, compelling, and irrefutable manner, RESIT POLICY If, for whatever reason, you need to take the resit then please be aware that the resit will be weighted at 60%. There will be a resit task of 40% to make up for the other 40% of the course assignments as per the exam regulations. Final Exam: 60% (Individual) Individual Case: 15% (Individual) Team Strategic Plan: 20% (Group (Slides + Summary / Presentation) Team Elevator Pitch: 5% (Group) TOTAL: 100% RESIT EXAM 60% RESIT TASKS 40% You must pass the final exam (score above 60%) to pass the course.

24

COURSE TITLE: Business Ethics ECTS CREDITS: (30 = SEM. WORKLOAD)

3

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 2 SEMESTER: 3 (fall semester)

LEARNING GOALS This course is designed as an introductory course on business ethics. Students will be able to describe business ethics and its importance. Moreover, they will be able to explain core aspects of business ethics, such as sustainability, corporate social responsibility and corporate citizenship. Students will also know basic ethical theories and will be able to evaluate ethical decision-making in business. Students will learn important tools and techniques of business ethics management. Furthermore, students will be able to identify relevant stakeholders as well as ethical issues from a stakeholder perspective. Finally, students will be able to apply the learned content in case studies. Teaching method: Lecture, case studies, class discussion, group assignments and presentations, reading assignments, use of Powerpoint slides COURSE CONTENT Session 1: Introducing and Framing Business Ethics Definition – importance – globalization as a key context – sustainability as a key goal – triple bottom line - corporate social responsibility – stakeholder theory – corporate citizenship – definition of CSR and legal EU framework – Environmental Economics – External Effects – Economic Instruments - Laws and Standards Session 2: Environmental Management Environmental Management Systems – Environmental Performance Evaluation – Greenhouse Gas Reporting – Ecolabels, Fair Trade - Product Life Cycle Assessment – Environmental and Material Flow Cost Accounting Session 3: Sustainability Reporting the GRI Guideline – IIRC and SASB - Tools and techniques - Corporate governance – socially responsible investment (SRI) – Employees and Business Ethics - Consumers, Suppliers, Competitors and Business Ethics

25

READING LIST Required: Andrew Crane and Dirk Matten: Business Ethics: Managing corporate citizenship and sustainability in the age of globalization, (3rd ed.), Oxford University Press, 2010 EMAS Directive (EMAS III-V): http://ec.europa.eu/environment/emas/documents/legislative_en.htm (PDF attached) EMAS Guidance on Environmental Performance Indicators (PDF attached) Overview on the ISO 14000 Series (PDF attached) Supplementary literature: Milton Friedman (1970), The Social Responsibility of Business is to Increase its Profits, The New York Times Magazine, September 13. Global Reporting Initiative: Reporting Guidelines: https://www.globalreporting.org/reporting/g4/Pages/default.aspx SASB, Sustainable Accounting Standards Board, www.sasb.org IIRC, www.theiirc.org IFAC Guidance standard on Environmental Management Accounting (PDF attached) Sustainability Reports of selected companies, as discussed during the lecture PRE-REQUISITES None. ASSESSMENT Class participation: 70% Final examination: 100% The final written examination will cover all lectures and presentations held in class, as well as relevant reading assignments.

26

COURSE TITLE: Case Study II ECTS CREDITS: (30 = SEM. WORKLOAD)

2

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 3 SEMESTER: 5 (fall semester)

LEARNING GOALS The basic idea or thinking behind the course is to give students an insight into start-ups (successes and failures) on both a corporate and stand-alone basis via a number of case studies. In this context, start-ups will also be considered from an investor perspective. With these insights, students might be encouraged to realize their own business ideas now or at a later stage in their careers. COURSE CONTENT Lecture 1: Overview of doing case studies Lecture 2: Cases 1 & 2 Lecture 3: Cases 3 & 4 Lecture 4: Cases 5 & 6 The cases for each lecture will be made available one week before the relevant lecture. Each lecture will take the format of a general discussion on each case followed by a randomly selected number of presentations. READING LIST None. PRE-REQUISITES None. ASSESSMENT The course is graded as follows: Group case studies - 90% of grade Class participation - 10% of grade Evaluation in detail: Students are required in groups of 4 to complete a maximum of 6 case studies during the course. The deliverable for each study case is a 15-20 minute presentation with a copy of the presentation and supporting documents emailed to the course lecturer no later than one-hour before the start of the relevant lecture. Each case study will be evaluated under the following criteria i.e. analysis, conclusions & recommendations, presentation format & style. Peer Review will not apply. Attendance at all lectures is compulsory on the part of the student in accordance with the rules of the FH.

27

COURSE TITLE: Company Analysis ECTS CREDITS: (30 = SEM. WORKLOAD)

3

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 3 SEMESTER: 5 (fall semester)

LEARNING GOALS An important goal of investment analysis is to value a company and the course therefore focuses on learning core valuation concepts, tools and skills with this goal as the key outcome objective. The course covers different dimensions of the valuation process including the general environment, market, management, strategy, financial performance & outlook. The course will use a number of cases to enable participants to put various analysis concepts into practical frameworks. COURSE CONTENT The course will consider the following topics: * General introduction - the valuation villa * Sector and market background analysis; company management and strategy * Financial performance analysis i.e. performance & returns, financial position and the outlook * Absolute and relative valuation * The investment decision READING LIST Cahill, Michael: "Making the Right Investment Decisions. How to Analyse Companies and Value Shares", 2nd edition, Pearson 2010 Additionally recommended: Damodaran, Aswath: "Damodaran on Valuation: Security Analysis for Investment and Corporate Finance", 2nd edition, John Wiley & Sons 2006 Palepu, Krishna; Healy, Paul; Peek, Erik and Bernard, Victor: "Business Analysis and Valuation", 2nd edition, Cengage Learning EMEA 2010 Copeland, Tom; Koller, Tim and Murrin, Jack: "Measuring and Managing the Value of Companies", 3rd edition, John Wiley & Sons 2000 Stickney, Clyde; Brown, Paul and Wahlen, James: "Financial Reporting, Financial Statement Analysis, and Valuation: A Strategic Perspective", 6th edition, South Western College Pub 2006 PRE-REQUISITES The prerequisite for the course is that students are familiar with basic accounting methodologies and Corporate Finance concepts. ASSESSMENT Attendance requirement: Compulsory attendance: 5 out of 7 sessions; missing more than 2 sessions means that students fail, i.e. they lose the first attempt to complete the course. Grading: Written exam: 60% Cases & presentation: 30% Class participation: 10% Note: The written exam must be passed in order to get a final grade for the course.

28

COURSE TITLE: Materials Management and Logistics ECTS CREDITS: (30 = SEM. WORKLOAD)

3

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 3 SEMESTER: 5 (fall semester)

LEARNING GOALS This course should provide a well-founded overview about all aspects of Supply Chain Management in an international context, though with a very application-oriented focus. Competing successfully in any business environment today requires companies to become much more involved in how their suppliers and customers do business. As global competition increases and outsourcing of activities is normal for almost every branch companies have to focus much deeper on building and maintaining their value chains. In sum the lecture should provide an overview about all aspects around Materials Management, Supply Chain Management, Logistics and Procurement as well as Competitive Strategies. COURSE CONTENT Competitive Strategies and Competitive Advantage - Supply Chain Management - Purchasing and Procurement - Planning and Operations Issues - IT and Enterprise Resource Planning - Distribution Issues in Supply Chain Management - Warehousing and Inventory Management - Lean, green and responsive Supply Chain Models. Supply Chain Design and –setup. READING LIST Basic bibliography: Wisner/Tan/Leong: Principles of Supply Chain Management (2011) Articles, handouts and cases will be provided during the course itself. Langley/Coyle/Gibson/Novack/Bardi: “Managing Supply Chains” Martin: “Logistics and Supply Chain Management” PRE-REQUISITES This course does not require any prior knowledge of materials and logistics management. Case studies have to be read prior to the relevant class in order to be best prepared. A presentation topic to be chosen for a group-work from a bunch of topics that will be contributing to the general topics presented. ASSESSMENT

Attendance of 80 % required as well as preparation of a topic to be presented within a group work. • topic preparation: using basic literature: ? Wisner/Tan/Leong: “Principles of Supply Chain Management” ? Langley/Coyle/Gibson/Novack/Bardi: “Managing Supply Chains” ? Martin: “Logistics and Supply Chain Management” This will be part of the final grad. Additional models and practical input will be added to the various topics. • topic processing: ? by specific case studies to be discussed in group-/class work sessions partly internal ones from Flextronics/Lego/HP etc. partly new ones specifically selected for the topic(s) of the day. ? final Supply Chain Design and –simulation at the end of the lecture. • final presentation of the business simulation results incl. statement of defense in

29

respect of their results and actions. • Final exam (duration of 2 hours). 70 % Final Exam 20 % Group Work - Presentation 10 % Class participation in discussions. For final examination purposes you are required to demonstrate an in-depth and detailed knowledge and understanding of each topic on the course. Duration: 2 hours. Examination questions may include both essay style and quantitative questions. Group work presentation of an actual SC-topic will add another 20 % to the final grades if the final exam grade is at least sufficient/4.

30

COURSE TITLE: Organisation and Human Resource Man agement ECTS CREDITS: (30 = SEM. WORKLOAD)

3

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 3 SEMESTER: 5 (fall semester)

LEARNING GOALS - to provide an overview of theoretical concepts within HR - to provide an overview of Human Resource Management functions, tools and techniques - to develop an understanding of HRM as an essential function in gaining competitive advantage - to acquaint students with ethical and global issues and challenges within the HR department COURSE CONTENT Human Resources Management: Overview. Functional Areas: Staffing, Recruitment, Selection, Orientation; Training and Development; Performance Management & Appraisal; Compensation & Benefits Diversity & Ethical Considerations Global Environment READING LIST H.J. Bernadin: "Human Resource Management", McGraw-Hill (2003) Tyson, York: "Essentials of HRM", Butterwort-Heinemann, 4th ed. Ed Schein: “The Corporate Culture Survival Guide”, Warren Bennis Signature Books (2009) Peter Senge: “The Fifth Discipline”, Crown Business (2006) Stroh, Northcraft, Neale: "Organizational Behavior", Lawrence Erlbaum, 3rd ed. PRE-REQUISITES Basic knowledge of management principles. ASSESSMENT ATTENDANCE: 3 classes can be missed. GRADING: I. Active class participation and personal engagement throughout the course: 30% II. Final written exam, duration 90 minutes: 70%

31

COURSE TITLE: Project Management and Applications ECTS CREDITS: (30 = SEM. WORKLOAD)

3

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 3 SEMESTER: 5 (fall semester)

LEARNING GOALS To introduce the theoretical principles and practical applications of project management. To explore traditional project management in the various phases of a project, with emphasis on familiarisation with methods of evaluation and estimation relevant to each stage. To further consider contemporary new approaches in project management. COURSE CONTENT The essential components of any project and the constraints operating on it will be defined. The basic principles of traditional project management will be presented in detail for each stage in the life cycle of a project, that is: scoping, developing the plan, launching, monitoring and controlling progress and ultimately closing the project. Examples and case studies will be worked through regularly to better illustrate and investigate the processes involved. Two different project management tools will be used during tutorials and for group assignments. Finally, more recently developed and intrinsically more complex approaches to project management will be reviewed and compared. READING LIST Effective Project Management: Traditional, Adaptive, Extreme, Sixth Edition, by Robert K. Wysocki PRE-REQUISITES None. ASSESSMENT Grading: Final written exam (90 min.) 60 pts (60% required to pass), group work 20 pts, 2 short written tests (15 min. each) 10 pts, participation + tutorials 10 pts. Lectures, study, exercises and group work 5-6 hrs. per lecture week. Min. 50% attendance. Should attendance fall below 50%, student automatically gets a fail (5) grade in the First Attempt to complete the course.

32

COURSE TITLE: Company Analysis ECTS CREDITS: (30 = SEM. WORKLOAD)

3

PROGRAMME: MA, Business Consultancy International YEAR OF STUDY: 4 SEMESTER: 1 (fall semester)

LEARNING GOALS It is vital for students of business to have a good understanding of Company Analysis. Analysing companies comprises understanding their performance and how they are influenced by the fit between their internal and external environments. A range of tools, models, and frameworks can aid such understanding. For example a balanced score card (BSC) can be used as framework to synthesise complementary perspectives of organisational performance - internal, financial, customer, and innovation/learning perspectives on performance with each of these perspectives making use of a number of key performance indicators (KPIs). Information relating to some of these KPIs may be easily available (i.e. financial statements in particular) or may require to be derived from supplementary sources. Other aspects of company analysis like its fit in the international business environment require understanding of a broader and deeper set of issues along with a corresponding range of indicators (e.g. economic situation, politics, labour). The result should be a profound evaluation of the future prospects of a specific company from a strategic point of view. To that extent, alternative strategic viewpoints will also be introduced to foster the formulation of recommendations for improving performance. COURSE CONTENT * Assessing organisational performance from alternative perspectives (e.g. through the BSC). * Strategy schools and analysis tools. * Firm scope and structure. * Analysing the international business environment. READING LIST Required reading: Grant, Robert: "Contemporary Strategy Analysis: text and cases", 7th ed. Chichester, Wiley 2010 Material made available in the virtual learning environment Supplementary reading: Mintzberg H.; Ahlstrand, B.; Lampel J. (2009): "Strategy Safari: The complete guide through the wilds of strategic management" New York: FT Prentice Hall Osterwalder, A.; Pigneur, Y., Clark T. (2010): "Business model generation: A handbook for visionaries, game changers, and challengers", Hoboken, Wiley PRE-REQUISITES The pre-requisite for Master courses are at least 2.5 years of prior studies at your home institution and a valid bilateral contract between our institutions for Master exchange. ASSESSMENT The assessment for the course “Company Analysis” builds upon the preparation and submission of an individual company analysis report (maximum 3000 words test including all sections but excluding appendices and references). The report should make use of analytical tools, current information/data, theory and arguments to evaluate the internal and external environment of a case study company making recommendations about the ways through which its performance could improve.

33

The submitted work should follow the management report format described in Appendix 1 of the assessment specification document (available on the Intranet). Your case is allocated during the first session of the course and will be available on the Intranet. Further information concerning the grading of this course can be found in the assessment specification document and in the marking grid (both available on the Intranet). Attendance requirement: This course consists of 14 sessions (each session lasts 1.5 hours). Students are required to attend at least 11 out of these 14 sessions. Missing more than 3 sessions results in the loss of the first attempt to complete the course.

34

COURSE TITLE: Management and Leadership ECTS CREDITS: (30 = SEM. WORKLOAD)

3

PROGRAMME: MA, Business Consultancy International YEAR OF STUDY: 4 SEMESTER: 1 (fall semester)

LEARNING GOALS The main objectives are: 1. To provide an overview of instruments/tools in Management and Leadership 2. To develop an understanding of a relational process perspective 3. To relate concepts and approaches to contexts, people and organizations 4. To study prerequisites, challenges and strategies in leadership 5. To exercise and examine practice and reflection in self-management, management and leadership COURSE CONTENT The central purpose of the course is to cover concepts, approaches and behaviour in management and leadership. Influences, tasks, roles and practices of contemporary leadership and management in changing contexts will be examined and reflected upon. READING LIST Recommended: The Gower Handbook of Management, Dennis Lock. Management, Stephen Robbins and Mary Coulter 10 Must Reads on Leadership, Harvard Business Review Press HBR’s Must-Reads on Managing People, Harvard Business Review Press HBR’s Must-Reads on Strategy, Harvard Business Review Press PRE-REQUISITES The pre-requisite for Master courses are at least 2.5 years of prior studies at your home institution and a valid bilateral contract between our institutions for Master exchange. ASSESSMENT Final written exam

35

COURSE TITLE: Managerial Finance ECTS CREDITS: (30 = SEM. WORKLOAD)

3

PROGRAMME: MA, Business Consultancy International YEAR OF STUDY: 4 SEMESTER: 1 (fall semester)

LEARNING GOALS The aim of the course is to provide the understanding of corporate financial management theory and to develop the ability to apply the concepts and techniques learned in real life situations. Upon the completion of the course students should be able to: - Evaluate the major corporate governance issues in a corporation - Evaluate the risk profile of a firm, estimate its risk parameters, and use them to estimate the cost of equity and cost of capital for the firm - Analyse the firm’s existing investments - Examine the firm’s current capital structure, estimate the optimal mix of debt and equity, and evaluate the effect of moving to that optimum on firm value - Analyse the current dividend policy of the firm and decide whether more or less should be paid out to stockholders Students will also gain the ability to use computer software in selected managerial finance problems. COURSE CONTENT SESSION 1: Corporate Governance. The objective in financial decision making – Agency conflicts – Designing a proper corporate governance system – Corporate social responsibility (Damodaran Ch. 2, lecture notes) SESSION 2: The principles of managerial finance - revision. Time value of money – Interest rates – instruments of debt and equity financing – valuation of bonds and stocks – financial statements analysis (Berk, DeMarzo Ch. 4, Ch. 5 pp. 126-133, Ch.8-9, Ch. 23-24, Brigham, Houston Ch. 4) SESSION 3: Capital budgeting. NPV – IRR and problems with IRR – MIRR – Payback period – Profitability index – Multi-period capital rationing – Real options – Measuring quality of existing investments (Damodaran Ch.5: pp. 183-239, Ch.6: pp.261-282, 307-321) SESSION 4: Time value of money and capital budgeting with Excel. Introduction to financial functions in Excel - Calculation of NPV, IRR, MIRR – Capital rationing and linear programming SESSIONS 5: Risk, return and the cost of capital. Calculating expected return and risk based on probabilities and past returns – Risk components – Diversification – Measuring risk using CAPM – Estimating the inputs to CAPM (beta, risk –free rate, market risk premium)– Estimation of the cost of debt and the weighted average cost of capital (Damodaran Ch. 3&4) SESSIONS 6&7: Capital structure and value. Review of capital structure theory – Choosing the optimal financing mix based on the WACC – Constraints to the cost of capital approach – Comparative analysis – How to move to the optimal capital structure? – Designing the right financing instrument (Damodaran Ch. 7: pp. 329-347, 359-390, Ch. 8: pp. 398-421, 441-447, Ch.9) SESSION 9: Dividend policy. Forms of dividends – Factors affecting dividend policy – Analysing cash returned to stockholders (Damodaran Ch. 10-11)

36

READING LIST Essential literature: Aswath Damodaran: Applied Corporate Finance: User´s Manual; John Wiley & Sons, 3rd ed., 2010. Supplementary Literature: Jonathan Berk and Peter DeMarzo: Corporate Finance; Pearson Intl. Edition, Pearson/ Addison Wesley (fundamentals); Eugene F. Brigham and Joel F. Houston: Fundamentals of Financial Management; South-Western Cengage Learning, 12th ed. 2009; Simon Benninga: Principles of Finance with Excel; Oxford University Press, 2006; Pierre Vernimmen, Pascal Quiry, Maurizio Dallocchio, Yann Le Fur and Antonio Salvi: Corporate Finance. Theory and Practice; Wiley and Sons, 2009; A selection of current articles from The Economist; McKinsey on Finance; McKinsey Quarterly; CFO; Financial Times. PRE-REQUISITES The pre-requisite for Master courses are at least 2.5 years of prior studies at your home institution and a valid bilateral contract between our institutions for Master exchange. ASSESSMENT The course will be graded as follows: Final written exam 55% of grade Group project 45% of grade In order to obtain a positive grade for the course students must pass the final test (= 60%) and at the same time obtain at least 60% of total points. Final written exam The exam will consist of both theoretical questions and calculations. Duration: 60 minutes. Group project Students working in groups of 2-3 will have to select a publicly traded firm. The project will have to include the analysis of the chosen company within the areas covered during the course. The first and second resit will be in a form of a written test (duration 90 minutes) and count for 100% of the grade. 50% attendance required to pass the course.

37

COURSE TITLE: International Marketing and Sales ECTS CREDITS: (30 = SEM. WORKLOAD)

3

PROGRAMME: MA, Business Consultancy International YEAR OF STUDY: 4 SEMESTER: 1 (fall semester)

LEARNING GOALS This course is designed to provide you with a framework within which global marketing operations can be analyzed, understood, and undertaken. It focuses on the issues faced by firms in today’s multinational marketplace, particularly those that relate to marketing strategy formulation and implementation. We will recognize in this course that most business issues addressed in the multinational context are similar to those firms implicitly or explicitly face in their domestic operations. The main differences between domestic and multinational operations are usually matters of degree, variation, and complexity of controllable (i.e., marketing mix elements, management issues) and uncontrollable forces (i.e., aspects of the national and cultural environments that exist around the world). The main learning experience in this course is placed on multinational marketing decision-making, through the use of interactive class sessions, case studies and independent research. Hence, students successfully completing this course will be able to: • understand the international marketing environment. • contemplate and analyze international marketing opportunities. • gain an understanding of international marketing effort related to the market entry and marketing mix strategies. • identify, interpret and evaluate information sources related to multinational marketing • comprehend measures of marketing profitability • develop critical thinking ability and problem-solving skills through experiential learning • expand creative, research and analytical skills by conducting a comprehensive analysis of international marketing programs. COURSE CONTENT 1 Introduction to the course Lecture: Internationalization Strategies Lecture: Int’l Market Selection Strategies 2 Lecture: Entry Mode Strategies Case 1: Jollibee Foods Corporation: Int’l Expansion 3 Group Presentations 1: Entry Mode Strategies of Companies 4 Lecture: Int’l Marketing Mix Strategies Case 2: VW in India 5 Lecture: Int’l Marketing Mix Strategies contd. Case 3: Procter & Gamble: Marketing Capabilities /L’Oreal: Global Brand, Local Knowledge

38

6 Group Presentations 2: Int’l Marketing Mix Strategies of Companies Exam READING LIST Mandatory Preparatory Readings: Gary Armstrong and Philip Kotler. Marketing: An Introduction. Global Edition. 11/E. Pearson Higher Education. 2013. ISBN-13: 9780273767183. All Chapters! Svend Hollensen. Global Marketing – A Decision-Oriented Approach. 5th ed., Prentice Hall, Financial Times. 2011. ISBN-978-0-273-72622-7 Chapters students need to understand: • Part I (Chapters 1-4) Models/Frameworks students need to understand and be able to apply: • Porter Diamond, Porter’s 5 Forces, PESTLE Analysis (Political, Economic, Sociocultural, Technological, Legal, Environmental Environment), SWOT Students need to have a general overview of: • Market Entry Strategies (Export, Licensing, Franchising, JV, Strategic Alliances, 100% FDI) Mandatory course book: Warren J. Keegan and Mark Green. Global Marketing, International Edition, 7/E, Pearson Higher Education, 2013, ISBN-13 978-0-273–76671-1 PRE-REQUISITES Introduction to marketing/sales. ASSESSMENT Group Presentation 1 (20 min max) 12 Group Presentation 2 (20 min max) 16 Group Case Discussions (4 points each case) 12 Peer Rating 10 Written Exam 50 The final test must be passed (= 60%) in order to obtain a positive grade for the course. Grading: 0 - < 60% 5 60 - < 70% 4 70 - < 80% 3 80 - < 90% 2 = 90% 1

39

MANAGEMENT INFORMATION

SYSTEMS FALL SEMESTER 2015/16

40

COURSE TITLE: Business Software Systems ECTS CREDITS: (30 = SEM. WORKLOAD)

4

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 1 SEMESTER: 1 (fall semester)

LEARNING GOALS Students are introduced to fundamental principles in the use of business based software applications. Emphasis is placed on improving key competences in the professional production of business reports, financial statements and the processes involved in the creation of key business documentation. COURSE CONTENT Students will be introduced to the production of both technical and non-technical documentation. Emphasis will be placed on document automation using advanced features of Microsoft Word for the creation of large documents (for use in creating dissertations, seminar papers and company report writing). The differentiation between static and dynamic documentation will be established combined with a suitable introduction to bookmarking and simple logic. Students will be given a brief overview in the creation of presentation slides (and their associated templates) coupled with the necessary skills to create, design and implement simple dynamic web sites. Furthermore, students will be introduced to the concept of spreadsheet design and practical implementation through the use of the Microsoft Excel software package. Principles relating to the reasons why common tasks are completed in a particular way combined with methods to improve efficiency and effectiveness will also be instructed. READING LIST Books: Etheridge, D.: “ Microsoft Office Excel 2007 Data Analysis”; Wiley 2007; Compiled exercises produced by class tutors PRE-REQUISITES None. ASSESSMENT Continuous Evaluation, Final Exam

41

COURSE TITLE: Business Information System s I/II ECTS CREDITS: (30 = SEM. WORKLOAD)

3

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 2 SEMESTER: 3 (fall semester)

LEARNING GOALS The overall aim of this module is to introduce students to the use of information systems in business, providing an overview of various systems used, associated technical terminology and various options available when implementing such systems. This practical module allows students to create advanced data models and make business decisions using Microsoft Excel as an information system COURSE CONTENT The main focus will concentrate on using Microsoft Excel both as a proprietary and tailored information system, to produce quality data in order to facilitate business decision making. READING LIST All material for this lecture is presented in the form of PowerPoint slides located in the following folder in the Intranet/ Y: drive at FHWN: Y:\Wirtschaft\Business Consultancy International\BIS There is also a Moodle course, describing on a week by week basis the plan for the semester. This Moodle course also provides link for further reading and the corresponding Y: drive folder for that week. PRE-REQUISITES Students who take this course should have a good basic knowledge of using Microsoft Excel in order to create simple to intermediate data models. For BCI students, this means the successful completion (grade 3 or above recommended) from the previous BSSII course. Exchange students are welcome to join this course, but must have completed a similar Excel course in their home university or college. ASSESSMENT Assessment for this practical part is a 100 minute practical test using Microsoft Excel. This test will consist of a set of tasks that students must complete correctly and grades are issued based on those answered correctly as follows: >= 60% AND <70% - grade 4 >= 70% AND <80% - grade 3 >= 80% AND <90% - grade 2 >= 90% - grade 1. 60% attendance is required in order to sit the first attempt. The course outline document contains more specific details.

42

ECONOMICS FALL SEMESTER 2015/16

43

COURSE TITLE: Microeconomics ECTS CREDITS: (30 = SEM. WORKLOAD)

4

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 1 SEMESTER: 1 (fall semester)

LEARNING GOALS Capability to analyse problems in a rigorous economic, mainly microeconomic manner; understanding the functioning of the market economy; understanding economic decision making of key economic actors and of the basic economic methods; understanding of how the market economy works and the preconditions for its proper working; knowing the most important developments and issues of economic thought; understanding of the recurrent problems between market and government; capability to analyse economic policy proposals; familiarity with the most important economic sources. COURSE CONTENT Basic terms and concepts of microeconomics; theory of production and costs; theory of the firm and the household; demand and supply; market structure: structure – conduct - performance; role of government in the economy; asymmetric information and welfare economics; emphasis on microeconomic applications for managerial and consultancy ability. READING LIST Books: Robert C. Allen: Global Economic History: A Very Short Introduction. Oxford University Press, Oxford 2011. Partha Dasgupta: Economics: A Very Short Introduction Oxford University Press, Oxford 2007. Avinash Dixit: Microeconomics: A Very Short Introduction Oxford University Press, Oxford 2014. James D. Gwartney, Richard L. Stroup, Dwight R. Lee, Tawni Hunt Ferrarini: Common Sense Economics: What Everyone Should Know about Wealth and Prosperity. St. Martins Press, New York 2010. Luigi Zingales: A Capitalism for the People: Recapturing the Lost Genius of American Prosperity, Basic Books, New York 2012. Journals/Periodicals: The Economist, Financial Times, Wall Street Journal PRE-REQUISITES None. ASSESSMENT Continuous Evaluation, Final Exam

44

COURSE TITLE: Macroeconomics ECTS CREDITS: (30 = SEM. WORKLOAD)

6

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 2 SEMESTER: 3 (fall semester)

LEARNING GOALS The objective of this course is to provide students with a macroeconomics framework whereby they can – (1) Understand the overall structure of the economy (2) Comprehend how the various components are inter-related (3) Following this, acquire a feeling for how public policy can seek to influence the economy (4) And, finally, to appreciate the limitations of public policy. COURSE CONTENT Content of the course: (1) The circular flow model – building blocks of the economy and the key identities (2) The national accounts – operational information concerning the building blocks (3) Key Sector 1: The goods market (4) Key Sector 2: The financial market (5) Key Sector 3: The labour market (6) Short-run Keynesian multiplier analysis (7) Aggregate supply and aggregate demand analysis of the macro-economy (8) Business cycles (9) Monetary and fiscal policy (10) The Phillips curve and inflation (11) The international environment (12) Economic growth and sustainability READING LIST Parkin, Powell, Matthews. (2008) Economics, 6 Edition, Addison Wesley/ Pearson Education. Blanchard, Olivier. (2006) Macroeconomics, 4 Edition, Pearson / Prentice Hall. PRE-REQUISITES Microeconomics, Mathematics for Economics and Business. ASSESSMENT Final written examination (duration 90 minutes, 80% of grade), two quizzes during the course (each 10% of grade).

45

COURSE TITLE: Applied Microeconomics ECTS CREDITS: (30 = SEM. WORKLOAD)

3

PROGRAMME: MA, Business Consultancy International YEAR OF STUDY: 4 SEMESTER: 1 (fall semester)

LEARNING GOALS • Review of key microeconomic terms, concepts and methods • Practical application of economic concepts for business decisions (e.g. Economics of Information, Principal Agent Theory, Game Theory, etc.) • analysing and understanding economic policy options and their effects on different sectors or businesses • analysing and understanding how economic changes might affect different sectors or businesses in the economy • to be able to recognise the importance of the economic environment for the business strategy COURSE CONTENT Productivity and Innovation; Market Liberalisation; Economics of the Environment; Efficient Market Hypotheses; Accounting in the Knowledge Economy; Digital Economics, Pricing Policy; Applications of Game Theory; Economics of non-renewable resources; Principal Agent Theory READING LIST • Ferry Stocker: Key Microeconomic Terms, 2009 (download intranet) • The New Palgrave Dictionary of Economics (hard copy in library, online version via the university's homepage -> library -> databases) Forgang, W.G. and Einolf, K. W. (2007): Management Economics, An Accelerated Approach; Atkinson, B. et al. (1998): Applied Economics, Palgrave Macmillan, London; McKenzie, R.B.; Dwight R.L.: Microceconomics for MBAs Articles from Financial Times, The Economist, Harvard Business Review; PRE-REQUISITES Principles of Economics, Micro- and Macroeconomics. The pre-requisite for Master courses are at least 2.5 years of prior studies at your home institution and a valid bilateral contract between our institutions for Master exchange. ASSESSMENT Grading: The final course grade of the FIRST attempt will be based on (1) Paper & Presentation (60%) (2) Written final exam (30% of grade, 40 points, 40 minutes, based on the presented papers) and (3) Classroom participation (10% of grade) The final exam must be passed (> 60%) in order to obtain a positive grade for the course. Classroom participation will only be taken into account if the first attempt of the final exam results in a positive grade. Starting with the second attempt of the final exam classroom participation will not be taken into account for the overall grade. Attendance requirement: Students are required to attend at least 50% of the lectures. In case a student’s attendance falls below 50%, the student automatically fails the FIRST attempt to complete the course. However, the student has 2 further attempts to complete the course.

46

QUANTITATIVE METHODS

FALL SEMESTER 2015/16

47

COURSE TITLE: Mathematics for Business and Economics ECTS CREDITS: (30 = SEM. WORKLOAD)

4

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 1 SEMESTER: 1 (fall semester)

LEARNING GOALS The module will provide students with the understanding of the mathematical techniques which are used in the fields of business and finance, and the ability to use them for problem-solving in a variety of economic, business and finance contexts. COURSE CONTENT Linear functions; Exponential and logarithmic functions; Financial mathematics; Differentiation; Single variable optimisation; Multivariate differentiation and constrained optimisation; Integration; Matrix algebra; Introduction to linear programming READING LIST Books: Bradley, T.; Patton, P.:" Essential Mathematics for Economics and Business"; Wiley&Sons, 3rd Ed.; Sydsaeter, K.; Hammond, P.: "Essential Mathematics for Economic Analysis"; Prentice Hall, 2nd Ed PRE-REQUISITES None ASSESSMENT Continuous Assessment, Final Exam

48

COURSE TITLE: Quantitative Empirical Methods ECTS CREDITS: (30 = SEM. WORKLOAD)

6

PROGRAMME: MA, Business Consultancy International YEAR OF STUDY: 4 SEMESTER: 1 (fall semester)

LEARNING GOALS The purpose of the course is to provide students with basic knowledge of empirical methods used in economics and social sciences. Upon the completion of the course students should be equipped with technical, statistical and interpretative skills necessary to conduct, evaluate and monitor research projects. Emphasis will be put on the use of computer statistical packages, i.e. SPSS, to perform data analysis. COURSE CONTENT The course will be divided into two parts: lectures and practical’s in IT labs. During the lectures students will get the understanding of econometrics theory. In the IT practical’s students will learn how to use SPSS to apply the statistical models in business and economics, and how to interpret the results. The course will cover the following topics: research methodology, questionnaire design, sampling, introduction to SPSS environment, descriptive statistics, data transformation, graphic representation of data, estimation of confidence intervals, hypothesis testing, chi-squared test, correlation analysis, simple and multiple linear regression, analysis of variance, time series and factor analysis (optional). READING LIST Mandatory literature: Mario F. Triola: Essentials of Statistics; Pearson Education, 4th Ed.; Gary Koop: Analysis of Financial Data; John Wiley & Sons; Julie Pallant: SPSS Survival Manual; McGraw-Hill, 4th Ed; Additional: R. Carter Hill, William E. Griffiths and George G. Judge: Undergraduate Econometrics, Wiley, 2nd Ed. Supplementary literature: Naresh K. Malhotra: Marketing Research: An Applied Orientation; Prentice Hall, 6th Ed. (or earlier); Andy Field: Discovering Statistics Using SPSS; Sage Publications, 3rd (or 2nd) Ed. (selected chapters); PRE-REQUISITES Data Analysis course. The pre-requisite for Master courses are at least 2.5 years of prior studies at your home institution and a valid bilateral contract between our institutions for Master exchange. ASSESSMENT Homework assignments (10%), project (50%), final exam (40%).

49

LANGUAGES

FALL SEMESTER 2015/16

50

COURSE TITLE: English for academic purposes I ECTS CREDITS: (30 = SEM. WORKLOAD)

3

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 1 SEMESTER: 1 (fall semester)

LEARNING GOALS The ability to � communicate effectively in written and oral form for business purposes, thereby demonstrating the appropriate degree of formality; � comprehend university-level texts; � apply grammatical principles correctly to achieve a mature and fluent level of proficiency. COURSE CONTENT GRAMMAR: In-depth look at more complicated grammatical structures and special usages. . Review of tenses . Conditional statements . Construction and use of passive structures . Sentence transformation WRITTEN COMMUNICATION: . Formality (register) . Links & transitions . Professional emails . Collocations ORAL COMMUNICATION . Impromptu presentations READING COMPREHENSION READING LIST Emmerson, P.: “Business Grammar Builder”; Macmillan Publishers Limited, current edition PRE-REQUISITES None. ASSESSMENT Continuous Evaluation and Final exam

51

COURSE TITLE: German Crash I ECTS CREDITS: (30 = SEM. WORKLOAD)

2

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 1 SEMESTER: Incomings only (fall semester)

LEARNING GOALS Introduction to the German language to learn to understand simple questions about oneself and to give answers. CONTENT Listening comprehensions conversation and dialogue games and written exercises referring to different topics basic grammar: verbs, nouns, adjectives etc. excursion (center of Wiener Neustadt) READING LIST None; copies will be given to the students within the course. PRE-REQUISITES None. ASSESSMENT Active class participation.

52

COURSE TITLE: German Crash II ECTS CREDITS: (30 = SEM. WORKLOAD)

2

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 1 SEMESTER: Incomings only (fall semester)

LEARNING GOALS To learn to communicate in specific everyday situations; to get to know and learn how to use basic grammar; to understand information about the history and peculiarities of the country Austria using the example of the town of Wiener Neustadt. CONTENT Classification; introduction; conversation and dialogue (social manners, everyday situations); basic grammar: verbs, nouns, adjectives; knowledge of the country, culture and people; excursion (centre of Wiener Neustadt). READING LIST Handouts Dictionary PRE-REQUISITES None. ASSESSMENT Active class participation.

53

COURSE TITLE: German Crash III ECTS CREDITS: (30 = SEM. WORKLOAD)

2

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 1 SEMESTER: Incomings only (fall semester)

LEARNING GOALS To learn to communicate in different situations (initial contact, representing oneself, the home country); to recall and to know how to use basic grammar; to understand the Austrian culture; to understand and use information about the history and peculiarities of the country Austria using the example of the town of Wiener Neustadt. CONTENT Classification; introduction; conversation and dialogue (social manners, biographic information); revision of grammar; syntax construction of sentences; knowledge of the country, culture and people; excursion (centre of Wiener Neustadt). READING LIST Handouts Dictionary PRE-REQUISITES None. ASSESSMENT Active class participation.

54

COURSE TITLE: German for Incomings I ECTS CREDITS: (30 = SEM. WORKLOAD)

5

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 1 SEMESTER: Incomings only (fall semester)

LEARNING GOALS every day communication (level A1) basic knowledge about Austria CONTENT reading and listening comprehensions games and written exercises ref. to different topics (meals, living, free time etc.) basic grammar (articles, plural, verbs, conjugation etc.) READING LIST handouts, own material PRE-REQUISITES German Crash I ASSESSMENT Written exam, active participation, written and oral exercises, home studies.

55

COURSE TITLE: German for Incomings II ECTS CREDITS: (30 = SEM. WORKLOAD)

5

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 1 SEMESTER: Incomings only (fall semester)

LEARNING GOALS Revision and reinforcement of basic grammar; extending oral and written vocabulary (every day and professional usage); grammar topics depending on level of students; listening and reading comprehensions; conversation; discussion. CONTENT To be finalized after assessment of the guest students. Topics: Shopping, living, leisure time etc. READING LIST Hand-outs Dictionary PRE-REQUISITES German Crash II ASSESSMENT Active class participation, home work, written exam.

56

COURSE TITLE: German for Incomings III ECTS CREDITS: (30 = SEM. WORKLOAD)

5

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 1 SEMESTER: Incomings only (fall semester)

LEARNING GOALS Revision and reinforcement of basic grammar; extending oral and written vocabulary (every day and professional usage); grammar topics depending on level of students; listening and reading comprehensions; conversation; discussion. CONTENT To be finalized after assessment of the guest students. Topics: Travelling, culture, education etc. READING LIST Hand-outs Dictionary PRE-REQUISITES German Crash III ASSESSMENT Active class participation, homework, written exam.

57

PERSONALITY DEVELOPMENT

FALL SEMESTER 2015/16

58

COURSE TITLE: Intercultural Business Skills ECTS CREDITS: (30 = SEM. WORKLOAD)

4

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 1 SEMESTER: Incomings only (fall semester)

LEARNING GOALS • To have an introductory experience of the skills necessary to be an effective international business consultant/communicator • To evaluate one’s strengths and weaknesses for consultancy • To improve cross cultural communication skills • To improve cross cultural team building capabilities • To heighten multicultural intelligence skills • To gain an introductory level of presentation skills necessary to a global economy • To sharpen critical thinking skills • To solve a communications/intercultural business problem (case-study) • To refine critiquing abilities, i.e., feedback giving and receiving COURSE CONTENT • What is Culture - definitions, levels, layers, characteristics? • Attitudes toward time and environment • Major patterns, differences & approaches • Bases of cultural differences • Cross-cultural blunders and error sources • Intercultural theory according to Bennett and Hall • Cultural categorization styles and models according to Lewis, Hofstede and Trompenaars • Cross cultural simulation READING LIST Bennett, M.J. (1998). Basic Concepts of Intercultural Communication. Hall, E.T. & Hall, M.R. (1990). Understanding Cultural Differences. German, French and Americans. Hall, E.T. & Hall, M.R. (1990). Hidden Differences. Doing Business with the Japanese. Hall, E.T. (1989). Beyond culture. Hall, E.T. (1989). The dance of life: The other dimension of time. Hampden-Turner, C. Cross-Cultural Competence. Hampden-Turner, C. & Trompenaars, F. (2000). Building Cross-Cultural Competences. Hofstede, G. (2002). Exploring Culture. Hofstede, G. (2005). Cultures and Organizations. Lewis, R.D. (2002). When Cultures Collide. Roddick, A. (2001). Take It Personally. Ting-Toomey, Stella (1999). Communicating across cultures. Trompenaars, F. (1998). Riding the Waves of Culture. Zohar, D. (2004). Spiritual Capital. PRE-REQUISITES None. ASSESSMENT Includes any of the following: Pre-test first day of course; Post test last day; Pop Quizzes; Review of work, each class; Group Presentation; In Class Conduct; Attendance and Participation levels

59

COURSE TITLE: Introduction to Austria ECTS CREDITS: (30 = SEM. WORKLOAD)

2

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 1 SEMESTER: Incomings only (fall semester)

LEARNING GOALS Introduction to Austrian history and culture; international cultural values and differences, social inter-action, interaction at university level, learning methods and results, ways of assessment. COURSE CONTENT • Introduction to the university, the Buddy System, facilities, housing, local amenities, help with regards to official paperwork • get to know each other • Group work/discussion: ‘Austria-know your guest country’ similarities/differences to home. Feedback and general information. • Introduction to Austrian history, culture, geography, economics, way of living • Student group work (home assignment with presentation in class) – diverse recent intercultural topics READING LIST Hofstede, G. (2004): Cultures and Organisations- Intercultural Cooperation and its Importance for Survival, 2nd edition, Mcgraw-Hill Professional PRE-REQUISITES None. ASSESSMENT Active participation, group assessments.

60

COURSE TITLE: Social & Professional Skills I ECTS CREDITS: (30 = SEM. WORKLOAD)

3

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 1 SEMESTER: 1 (fall semester)

LEARNING GOALS Personal Skills Assessment: It is the aim of the Professional and Social Skills modules to assist the students in making an assessment of their personal and social competencies together with a plan for developing requisite competencies for the chosen professional specialization (i.e., accounting & finance, marketing & sales or HR-management) in general and for business consultancy in particular. The module at hand offers skills assessments and hands-on activities allowing students to experience and reflect their own as well as others’ preferred personality styles so they are prepared to successfully interact with others in collaborative efforts. Equipped with the knowledge about group dynamic interaction, their personal preferences, their strengths and weaknesses in the skills areas, students acquire the tools to interact cooperatively in group contexts, and are skilled at giving and receiving constructive feedback for process improvement purposes. Professional Presentations: Equipped with the knowledge about the structure of professional presentations students can research topics based on audience needs analyses, prepare requisite documentation and deliver professional, persuasive presentations with subsequent Q&A sessions for specific target audiences. Furthermore, students are able to wield state of the art presentation equipment and other supportive visualization tools. COURSE CONTENT Personal Skills Assessment: • Formation of new intercultural work teams, demonstrating collaborative “hands-on” problem solving; reflection of team skills, group processes and process optimization strategies • Two-way feedback process • Personal assessment: self-evaluation including personal communication/conflict styles, motivations, values and needs • Personal resources and priority management assessment Professional Presentations: • Target group/needs analysis • Information structures: informative and persuasive presentations; argumentation structure • Various practice presentations, including self-presentation • Visualization of information: principles, practices, state-of-the- art tools • Q & A Sessions • Documentation files, audience handouts • Overcoming stage fright READING LIST Personal Skills Assessment: Harvard Business Review: HBR's 10 Must Reads on Teams, Harvard Business Review Press, 2013 Murphy, J.: Assertiveness: How to Stand Up for Yourself and Still Win the Respect of Others, Kindle eBook, 2011 Rosenberg, M.B.: Nonviolent Communication. A Language of Life. Puddle Dancer Publ., 2003 Professional Presentations: Anderson-Williams, R.: Mastering Prezi for Business Presentations, Packt Publishing, 2012 Duarte, N.: HBR Guide to Persuasive Presentations, Harvard Business Review Press, 2012 Duarte, N.: Slide:ology: The Art and Science of Creating Great Presentations, O'Reilly & Associates, 2008

61

Reynolds, G.: PresentationZen. Simple Ideas on Presentation Design and Delivery, New Riders, 2008 PRE-REQUISITES None. ASSESSMENT Continuous Evaluation and final examination

62

COURSE TITLE: Team Organisation ECTS CREDITS: (30 = SEM. WORKLOAD)

2

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 2 SEMESTER: 3 (fall semester)

LEARNING GOALS * Come to understand the dynamics, interactions and processes that take place in work teams * Become acquainted with team and meeting organization methods, including meeting management & team facilitation * Establish a “Code of Conduct” for the individual project teams team * Gather hands-on teamwork experience by working on a real-world business case in small project teams * Practice basic personal/social-communicative skills in an applied context, including goal setting, time management and process reflection skills. COURSE CONTENT * Internal team dynamics, phases and processes; * Team and meeting organization methods and tools; * “team code of conduct;” * Core project management * stakeholder management; * client interaction skills: communication, interviewing, reporting, dealing with conflict; * Team theories and their relevance to real-world team experiences * “Real-world” business case study + presentation of possible solutions to "customer" * Analysis of customer feedback & process improvement suggestions * Overall process reflection READING LIST MANDATORY READING: Documents located on e-learning platform OPTIONAL READING: Adair, J. (2010). Develop your Leadership Skills. Adair, J. (2010). Effective Leadership Masterclass. Bens, I. (2005). Facilitating with Ease: Core Skills for Team Leaders & Members, Managers, Consultants, & Trainers. Furlong, G. T. (2005). The conflict resolution tool box. Justice, T. & Jamieson, D.W. (2006). The Facilitator's Field Book. AMACOM, 2nd edition. Mohrman, S. A. (2008). Designing and Leading Team-Based Organizations. Wilkinson, M. (2004). The Secrets of Facilitation: The S.M.A.R.T. Guide to Getting Results with Groups. PRE-REQUISITES Personal Skills Assessment-course. ASSESSMENT • ASSIGNMENTS: o 40% case study presentation o 30% project management deliverables (e.g., status report, PowerPoint) o 30% team theory/process reflection report • ATTENDANCE: mandatory (maximum 4 units missed – with excuse) Grading: 91 – 100% 1 81 – 90% 2 71 – 80% 3 61 – 70% 4 = 60% 5

63

COURSE TITLE: Teamwork/organisation ECTS CREDITS: (30 = SEM. WORKLOAD)

1

PROGRAMME: MA, Business Consultancy International YEAR OF STUDY: 4 SEMESTER: 1 (fall semester)

LEARNING GOALS The course focuses on competence development on both, the individual and group levels for aspiring international business consultants. Individual/Personal Development: The core objective of this segment is to help participants assess their personal level of development on key professional competencies, including interpersonal/professional COMMUNICATION, EMOTIONAL INTELLIGENCE, MOTIVATION levels, SELF MANAGEMENT and leadership skills. Group Development: The core objective of this segment is CROSS CULTURAL COMPETENCE and skills development relevant for WORKING on TEAMS. Participants will learn theory and best practices about working in cross-cultural teams, and will put this knowledge into practice with their own “core” team. In the process, students will consider a range of core professional skills including effective group decision making, TIME MANAGEMENT, dealing with differences and CONFLICT, as well as individual and team action planning and follow-through. COURSE CONTENT Individual/Personal Development: • Organizational and Interpersonal Communication • NBI-Communication styles • Emotional Intelligence overview, discussion of self-assessment, technical vs. leadership skills • Motivation—tips for motivating oneself and others Group Development: • What is a team? Group development theory, PAR model • Working in teams—experiential activities, “core” team formation • Cross Cultural Competence—theory and case study • Managing Conflict—T. Kilmann model • Time management—Covey Time Matrix; action tips for planning and organizing work • Group contract/”core” team agreement

64

READING LIST PDF-files located on Future Learning-Platform: • Emotional Intelligence article by D. Goleman “What makes a Leader?” • PCD-Course Manual Fall 2014 • FHWN PCD-1 directed reading prework • FHWN Brain Preferences Prework DOING BUSINESS ACROSS CULTURES: Brett, Jeanne M. (2007). Negotiating Globally. How to Negotiate Deals, Resolve Disputes, and Make Decisions Across Cultural Boundaries. Ferraro, Gary P. (2002).The cultural dimension of international business. Gesteland, Richard R. (2012). Cross cultural business behavior. Hampden-Turner, C.M. and Trompenaars, F. (2003). Riding the Waves of Culture: Understanding Diversity in Global Business. Hampden-Turner, C.M. and Trompenaars, F. (2000). Building cross-cultural competence. Harvard business review on culture and change. (2002). Kohls, L.R. (2001). Survival Kit for Overseas Living. Lewis, R. D. (2002). When Cultures collide. Managing successfully across cultures. Schein, E. H. (2009). The Corporate Culture Survival Guide. Storti, Craig (2007). The Art of Crossing Cultures. TEAMWORK: Ancona, D. (2007). X-Teams: How to Build Teams that Lead, Innovate, and Succeed. Belbin, M. (2010). Team Roles at Work. Bens, I. (2005). Facilitating with Ease: Core Skills for Facilitators, Team Leaders and Members. Hackman, J.R. (2007). Collaborative Intelligence: Using Teams to Solve Hard Problems. Justice, T. & Jamieson, D.W. (2006). The Facilitator’s Fieldbook. Sloane, P. (2006). The Leader's Guide to Lateral Thinking Skills. Wilkonson, M. (2004). The Secrets of Facilitation: The S.M.A.R.T. Guide to Getting Results with Groups. TIME MANAGEMENT: Alllen, D. (2002.) Getting Things Done: The Art of Stress-Free Productivity. Covey, S. (2004).The 7 Habits of Highly Effective People. CONFLICT: Harvard business review on negotiation and conflict resolution (2000). Furlong, Gary T. (2005). The Conflict Resolution Toolbox. MANAGEMENT/LEADERSHIP: Adair, J. (2010). Develop Your Leadership Skills. Adair, J. (2010). Effective Leadership Masterclass. Drucker, Peter. F. (2003). Harvard business review on decision making. Goleman, D. (2004). HBR Classic. What makes a Leader? Mohrman, S.A. (2008). Designing and Leading Team-Based Organizations. PRE-REQUISITES none ASSESSMENT ASSIGNMENTS: active class participation & engagement; individual & group assignments (including pre- & post-workshop assignments); individual self-reflection & professional development action planning. ATTENDANCE: 100% due to process-oriented nature of course. For serious reasons like illness (doctor's note required!) up to 4 hours may be missed, however will require make-up work. Failure to attend all or part of the workshop as described will result in a course “FAIL” grade.

65

INTERNATIONAL ACCOUNTING AND

FINANCE FALL SEMESTER 2015/16

66

COURSE TITLE: Derivative Securities and Structured Finance ECTS CREDITS: (30 = SEM. WORKLOAD)

4

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 3 SEMESTER: 5 (fall semester)

LEARNING GOALS This course will provide the students with a basic understanding of derivatives and structured solutions and therefore the use of these instruments for hedging FX, interest rate and commodity risks. Instruments like forward contracts, swaps, options and other derivatives are usually traded by financial institutions, fund managers, and corporate treasurers in the over-the-counter market. COURSE CONTENT Modul 1: Introduction to Derivatives, FX risks and instruments Modul 2: interest rate risks and instruments Modul 3: commodity risks and structures, legal agreements, MiFID and collateral Modul 4: regulatory environment Modul 5: revision course READING LIST John C. Hull: Options, Futures and Other Derivatives (8 ed.), ISBN: 978-0131499089; chapter 1-9 PRE-REQUISITES Principles of Corporate Finance ASSESSMENT The course will be graded as follows: students can choose between presentation or additional part at final exam 3 x in class test, each 10% in-class presentation 20% of the grade final written exam 50% of grade (70% for students without presentation) The final exam must be passed (>= 60%) in order to obtain a positive grade for the course. 50% attendance required to pass the course

67

COURSE TITLE: International Taxation ECTS CREDITS: (30 = SEM. WORKLOAD)

4

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 3 SEMESTER: 5 (fall semester)

LEARNING GOALS National taxation is always the basis for questions regarding international taxation and EU legislation. Students should therefore become acquainted with the system of national and international taxation, i.e. how the different levels of law come together when solving international tax issues. For this purpose, students will be introduced to national taxation regimes by means of Austria (income tax, corporate income tax and withholding tax), double tax treaties, value added tax within Europe and 3rd countries. COURSE CONTENT Principles of national & international taxation, group taxation, double taxation, OECD Model Treaty, Value added tax (VAT). READING LIST - Arnold, Brian J.; McIntyre, Michael J.: "International Tax Primer", Kluwer Law International, 2002, 2nd edition - Miller, Angharad; Oats, Lynne: "Principles of International Taxation", Tottel Publishing, 2012, 3rd edition - Material handed out during the course PRE-REQUISITES None. ASSESSMENT Compulsory attendance: 4 out of 7 sessions; missing more than 3 sessions automatically results in the loss of the first attempt to complete the course. Grading: The final grade for the FIRST attempt to complete the course will be based on: - Written exam (90 min.): 70 % - Presentation: 30 % Passing with 60% to 65% in the exam leads to an overall grade of "4", regardless of the grade in the presentation. Starting with the SECOND attempt the final exam result accounts for 100% of the final course grade.

68

COURSE TITLE: Multinational Finance and Risk Management ECTS CREDITS: (30 = SEM. WORKLOAD)

4

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 3 SEMESTER: 5 (fall semester)

LEARNING GOALS This course will provide the students with the viewpoint of the financial manager of a multinational corporation with investment or financial operations in more than one county. The course provides a framework for evaluating the many opportunities, costs, risks of multinational operation. The course covers such topics as international financial instruments, foreign exchange and Eurocurrency markets, management of currency risk rationale for hedging currency risks, derivatives markets and international corporate governance and international cost of capital. Students will obtain basic knowledge about specific aspects of corporate finance as applied by a multinational corporation. COURSE CONTENT 1. Multinational Enterprise and Multinational Financial system. Risks involved in management of Multinational Corporations. 2. The determination of Exchange rates. Foreign Exchange. Exchange rate risks. Parity Conditions in International Finance. Foreign exchange risk. Eurocurrency markets. 3. Presentations on the topics listed at the end of session 1. Followed by discussions. Exchange rate forecasting. 4. Derivative Securities. Specific hedging strategies. 5. Transaction, translation and operating risks and exposures. Case study (preparation work). 6. Case study analysis, discussion Short term financing strategy. Treasury management. Financing international trade. 7. Multinational Capital Structure and Cost of Capital. Designing a Global Financing Strategy. Country Risk. International Portfolio Investment, Investment versus Financing Methodology. READING LIST Main textbook: Alan C. Shapiro: Multinational Financial Management (9 ed.), John Wiley & Sons, Inc ISBN: 978-0-470-45035-2 July 2009, ©2010 Supplementary: Kirt C. Butler: Multinational Finance, (4 ed.), John Wiley& Sons, Inc. 2008 FT, Economist (selected articles on current topics related to course) Presentations Handouts (additional articles, other reading materials) to each session Case Study: GM Forex Hedging strategies at GM. Transactional and translational exposures PRE-REQUISITES Principles of Corporate Finance

69

ASSESSMENT In-class test (1) 20% of the grade Small in-class presentation 10% of the grade Case Study analysis 10% of grade Final written test 60% of grade The final test must be passed (= 60%) in order to obtain a positive grade for the course. Evaluation in detail: Test(s) Mid-term test . Duration – about 50 minutes. The test will consist of true/false statements, multiple choice questions and small cases /calculations, covering the entire course up to that point in time. Group presentation on the current issues related to the topics discussed in class. The groups will be formed and the topics distributed by the end of the session 1. Presentations take place at the beginning of the session 3. Presentation time – 15 min. Each group member should present. This is a group assignment. 15% of the grade. Case Study “Foreign Exchange Hedging Strategies at General Motors: Transactional and translational Exposures” The case study will distributed after the session 4 and give an example of practical implication of hedging strategies with derivative instruments in the real life situation. This is a group assignment. The grade of the group will apply to all members of the group. The cases should be submitted in written /electronically on the day before the class Final written test The final written test will require solutions of small and bigger cases. (Essay answers and calculations involved)

70

COURSE TITLE: Analysis of Financial Statements and Business Valuation I

ECTS CREDITS: (30 = SEM. WORKLOAD)

4

PROGRAMME: MA, Business Consultancy International YEAR OF STUDY: 4 SEMESTER: 1 (fall semester)

LEARNING GOALS The course objective is to provide students with profound information concerning financial statements with a strong emphasis on current developments in the fields of Financial Statement Analysis as well as Business Valuation. Hence special topics in analysing and evaluating a company will be discussed. CONTENT The course will cover the following topics: Advanced Financial Statement Analysis; relevant Valuation models and their application; the concept of Shareholder Value; Business Valuation; Mergers and Acquisitions; specific case studies. READING LIST Martin Fridson, Fernando Alvarez: Financial Statement Analysis; John Wiley & Sons Inc., 2011, 4th edition PRE-REQUISITES Fundamentals of Accounting, Financial Accounting. The pre-requisite for Master courses are at least 2.5 years of prior studies at your home institution and a valid bilateral contract between our institutions for Master exchange. ASSESSMENT Written exam at the end of the semester, duration 90 minutes. Compulsory attendance: 4 out of 7 sessions; missing more than 3 sessions automatically results in the loss of the first attempt to complete the course.

71

COURSE TITLE: Corporate Investment ECTS CREDITS: (30 = SEM. WORKLOAD)

4

PROGRAMME: MA, Business Consultancy International YEAR OF STUDY: 4 SEMESTER: 1 (fall semester)

LEARNING GOALS The course primarily aims to consider and provide some insight into corporate investment decision-making in the context of capital investment, portfolio management and M&A. In addition, the course seeks to provide students with a range of tools that can be usefully used in and applied to the corporate investment decision-making process. CONTENT SESSION 1: Corporate Strategy, Investment, Financing: Purpose of corporate strategy - competitive markets & excess returns – barriers-to-entry & positive NPV projects – investment strategies & returns – financing mix & plan. SESSION 2: Investment & Planning with Product Life Cycle, Sustainable Growth & Interdependence of Financial Goals & Policies, Optimal Capital Structure (recap): PLC concept in financial planning – phase strategies - analytical interdependence & constraints of financial goals & policies – proposition 1 – leverage & earnings. SESSION 3: Case Study 1, Optimal Capital Structure (cont.), Dividend Policy: Static Trade-off Theory – Pecking Order Theory – dividends matter or not – “bird-in-the-hand fallacy”. SESSION 4: Case Study 2, Value Creation: Principles of value creation – metrics mania – expectations treadmill – market value & intrinsic DCF. SESSION 5: Case Study 3, Value Creation & Metrics (cont.), Making Value Happen: Beyond cash flow – growth & ROIC – value drivers – making value happen – 3-horizon analysis – value driver analysis – managing business performance & components – managing individual performance. SESSION 6: M&A: Winners & losers – ex-ante reactions – ex-post results – reasons for failure – incentive systems – navigating current M&A market - steps in successful M&A. SESSION 7: Practical Workshop: Forecasting performance – strategic perspective – consistency & alignment.

72

READING LIST Supplementary Literature:

Stern & Chew, “The Revolution in Corporate Finance”, 3rd ed. Sheridan Titman and John D. Martin, “Valuation: The Art and Science of Corporate Investment

Decisions", Addison Wesley, 2007 Tim Koller, Mark Goedhart, and David Wessels, “Valuation: measuring and managing the value

of companies", 4th ed., John Wiley and Sons, 2005 Weston, F., M. Mitchell and J.H. Mulherin, “Takeovers, restructuring, and corporate

governance," 4th ed., Prentice Hall, 2004

Economist / FT / Wall Street Journal & other business journals

Relevant articles will also be posted on the server. PRE-REQUISITES Good understanding of Principles of Corporate Finance. ASSESSMENT The course is graded as follows: 3 group case studies - 30% of grade Final written test - 60% of grade Class participation - 10% of grade The final written test must be passed (= 60%) in order to obtain a positive grade for the course. Evaluation in detail: Case Studies: Students are required in groups of 3-4 (depending on class numbers) to complete 3 case studies during the course. The deliverable for each study case is a 15-20 minute presentation with a copy of the presentation and supporting documents emailed to the course lecturer no later than one-hour before the start of the relevant lecture. Each case study will be evaluated under the following criteria i.e. analysis, conclusions & recommendations and presentation format & style. Peer Review will not apply. Final written test: The final written test consists of 2 questions: Question 1 (50%) consists of 10 multiple choice questions – negative marking applies. Question 2 (50%) consists of 5 questions, which require a short-form answer i.e. max. 1 page. Exam duration is 90 minutes. Class Participation: Class participation is evaluated on the basis of each student’s personal contribution to the lecture series. Attendance at all lectures is compulsory on the part of the student in accordance with the rules of the FH.

73

INTERNATIONAL MARKETING AND

SALES FALL SEMESTER 2015/16

74

COURSE TITLE: Integrated Marketing Communication ECTS CREDITS: (30 = SEM. WORKLOAD)

4

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 3 SEMESTER: 5 (fall semester)

LEARNING GOALS This course provides students an opportunity to gain an understanding of advertising and integrated marketing communications practices: common business activities and terminology, perspectives applied when taking the optimal approach to decisions, plus descriptions and rationales of common practices. It aims at providing essential insights to advertising strategy, execution and analysis as well as media and planning. Consequently, it deals with the concepts, tools and methods employed to approach the challenging tasks of advertising evaluation and analysis as well as measurement of advertising effectiveness. Objectives: 1. Increase the understanding of the communication process. 2. Translate brand-positing elements into a relevant, differentiating, and consistent advertising strategy. 3. Understand the major factors of media planning 4. Enhance knowledge about the important issues in planning and evaluating integrated marketing communications. 5. Apply the appropriate theories and tools to plan, develop, and evaluate marketing communications. COURSE CONTENT 1 Intro & Admin Lecture: Intro to IMC In-class Group-Assignment: Brand Communication & Society: Preparation 2 In-class Group-Assignment: Brand Communication & Society: Presentation of Results & Discussion Lecture: How Marketing Communications Works Article 1: Barbara Caemmerer. The planning and implementation of integrated marketing communications. Marketing Intelligence & Planning. Bradford: 2009. Vol. 27, Iss. 4; p. 524 Lecture: The Consumer Audience 3 Topic Presentation 1: Brand Communication & Society Lecture: Strategic Planning Article 2: Rayport, JF 2013, 'Advertising's New Medium: Human Experience. (cover story)', Harvard Business Review, 91, 3, pp. 76-84 Lecture: Media Basics and Print Media & Broadcast Media, Internet and Nontraditional Media & Discussion 4 Topic Presentation 2: Strategic Planning – (SUVs) Topic Presentation 3: Strategic Planning – (facets of effectiveness) Lecture: Media Basics and Print Media & Broadcast Media, Internet and Non-traditional Media & Discussion contd. Article 3: Gupta, S 2013, 'For Mobile Devices, Think Apps, Not Ads. (cover story)', Harvard Business Review, 91, 3, pp. 70-75

75

5 Topic Presentation 4: Media Basics (traditional vs. non-traditional media) Lecture: Media Planning and Buying Article 4: Brasel, S. A. (2012). How focused identities can help brands navigate a changing media landscape. Business Horizons, 55(3), 283. Lecture: Direct Marketing 6 Topic Presentation 5: Direct Marketing Lecture: Sales Promotion, Events, and Sponsorships & Discussion Article 5: Fitzgerald, M. (2013). How Starbucks has gone digital. MIT Sloan Management Review, 54(4), 1-8. Lecture: Evaluation Effectiveness 7 Lecture: Int’l Marketing Communication Topic Presentation 6: Evaluation Effectiveness Article 6: Nichols, W 2013, 'Advertising Analytics 2.0. (cover story)', Harvard Business Review, 91, 3, pp. 60-68, Peer-Rating 8 Exam READING LIST Moriarty, Mitchell, Wells. Advertising & IMC – Principles & Practice. Global Edition. 9/E. Pearson. 2012 – Course book is mandatory literature!!! PRE-REQUISITES Principles /Introduction to marketing course 1st day of class is mandatory! ASSESSMENT Topic Presentation (30 min max) 15% Article Presentation (30 min max) 15% In-Class Group-Assignment 4% Peer-Rating 10% Participation 6% Written Exam 50% Final written exam The final written exam will require essay type answers. There will be around 8 – 10 questions, all of which have to be answered. Mandatory literature: Course book, article presentations, mini case presentations. The final test must be passed (= 60%) in order to obtain a positive grade for the course. Grading scheme: 0 - < 60% 5 60 - < 70% 4 70 - < 80% 3 80 - < 90% 2 = 90%

76

COURSE TITLE: Strategic Brand Management ECTS CREDITS: (30 = SEM. WORKLOAD)

4

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 3 SEMESTER: 5 (fall semester)

LEARNING GOALS Brand management addresses strategic branding decisions faced by an organization on an international level. This course gives insights into how brands are managed, how to establish and identify brand positioning and values, as we all as how to plan and implement brand marketing strategies and measure brand performance. To explore such issues, this course should provide relevant theories, concepts, techniques and models in branding. It will interweave lectures, exercises, and case discussion along with articles. The course’s aims are to: • Provide an understanding of the meanings of brand in alternative ways. • Provide the appropriate concepts, theories and techniques related to the important issues in brand management operations. • Enhance students’ ability to apply creative and critical strategies and tactics involved in developing, positioning, leveraging, managing a brand, and measuring its value. On successful completion of this course, students should be able to: • Assess different viewpoints on brand and to think cogently and critically about these viewpoints. • Analyze specific problems and challenges in brand management, and to devise sound and practical solutions to these problems; • Use resources (e.g., marketing research, research studies, articles, online brand management journals, etc.) in an informed and skillful way as part of the process of developing ideas, plans and solutions; • Effectively communicate branding knowledge in oral and written contexts; • Work individually and as an effective member of a team. CONTENT Introduction to the course Lecture 1: Brands and brands management – main content: What is a brand; comparative analysis: brands vs. product (line); brand extension vs. line extension; Product line/ product mix; differences of home brands/ private label vs. MOB. The importance of brands: consumer- and manufacturers/ distributers perspective. What is branded – what can be branded? The basics of the brand equity concept; the strategic brand management process; planning and implementing brand marketing programs. Self-study assignment: To gain further knowledge and to support self-directed learning, it will be requested to reed and reflect the 1st chapter of the textbook (Strategic Brand Management by Kevin L. Keller); incl. the final article “Historical Origin of Branding”. Lecture 2: Customer-based brand equity (the CBBE model) – main content: Current trends and developments – brand-related challenges; advantages of strong brands: organisational perspective vs. consumer’s perspective. The customer-based brand equity (CBBE model) - explained in depth; strength of brand association; dimensions of brand knowledge; sources of brand equity. Essential brand-related definitions explained: unaided vs. aided recall and “evoked” set/ “consideration set”. How to apply the CBBE model: a sequence of steps demonstrated. The brand resonance pyramid (the 6 brand building blocks per pyramid will be discussed in detail). A comparison of the “brand equity” vs. “customer equity” approach.

77

Self-study assignment: To get acquainted with the application of brand building blocks, the assignment encompasses to identify examples concerning the brand resonance pyramid in use (one brand to choose) for given industry-sectors). Lecture 3: Brand positioning – main content: Market selection/ segmentation: the STP (segmenting, targeting and positioning) process as a prerequisite for any brand building attempts: incl. applied market segmenting variables; framework for analysing competitors (based on Michael E. Porter’s Competitive Strategy). Identifying and establishing brand positioning, by the means of the PODs- and POPs-concept. Key issues for competitive brand positioning. How to react on competitive actions (options to be discussed). Explained: brand associations, brand mantras; the importance of internal branding (B2E); the brand audit concept (in comparison to the marketing audit scheme.) Self-study assignment: To become familiar with the brand exploratory, the showcase of the “Rolex brand audit” must be elaborated (-> textbook: Strategic Brand Management by Kevin L. Keller, 3rd ed, ch.3/ p.132). Lecture 4: Choosing brand elements to build brand equity – main content: Brand elements/ brand identities at a glance; criteria for choosing brand elements. Brand naming guidelines; tactics for brand elements, incl. application examples; brand naming procedures; intellectual property protection for brands (in particular logos/ symbols, slogans, claims, taglines, characters, sounds and jingles, packaging). The importance of packaging and bundling in regards of building and maintaining brand equity. Self-study assignment: Reed and reflect the ‘Advertising Age’ article “As P&G Looks to Cut More Than Half Its Brands, Which Should Go?” by Jack Neff, published on August 4, 2014: Analyse P&G’s motivation to announce and undertake the planned brand culling. Lecture 5: Designing marketing programs to build brand equity – main content: According to the CMO Council’s study “State of Marketing 2014”, customer centricity has become an all-encompassing theme – it will be discussed how changing environment for marketers and consumers will impact brand building efforts: To be discussed: experiential marketing; marketing trend of personalised communications (“on-to-one”, relationship and ‘permission’ approach; incl. CRM-programmes). How the attrition rate/ defection rate (churn) impacts branding endeavours. Furthermore McKinsey’s “3-D marketing approach”, and Michael Porter’s “value chain model” and the impact on brand building intentions. How to integrate brand considerations into marketing programs, in particular product strategy, pricing strategy, and channel strategies (along with ‘push-’ and ‘pull-tactics’), incl. after-marketing effort (to enhance relationship and to assure up- und cross-selling) and how those initiatives may impact brand equity building and -maintaining. Self-study assignment: Requested will be a search for job-offers which are linked to a brand management task. Task will be to draft a job description: outline the key tasks and responsibilities for those specific organisation and set up specific questions you want to have answered by the employer in a job interview (assuming you apply for the offered position.) Lecture 6: Integrating marketing communications to build brand equity – main content: Challenges in developing brand building communications; a review of possible application options of the Information Processing Model of Communications. Contemporary integrated marketing communication tactics and its relevance for brand building endeavours: direct/ dialogue marketing, sales promotion and online advertising. The brand promotion elements at a glance (options/ definitions/ purposes). The differences and similarities of ‘paid’ – ‘owned’ and ‘earned’ media – and the possible impacts on building brand equity; applied examples of IMC/BPC campaigns. How to develop an IMC programme (criteria to consider); and finally general marketing communication guidelines.

78

Self-study assignment: Search and analyse for a brand and its brand management, based on the learning outcomes of this course. (A brand of preference can be taken, depending on the given categories/ industry sectors.) Lecture 7: Leveraging associations to build brand equity – main content: The different means by which secondary brand knowledge can be created; possible effects on existing brand knowledge; how to transfer brand knowledge; the main branding options for a new product launch. Leveraging secondary brand associations via co-branding, ingredient branding, licensing, celebrity endorsement, sporting, cultural or other events, and third-party sources. Finally, closing observations for the entire lecture, incl. guidelines for building brand equity (based on the CBBE-model)/ strategic brand management and in conclusion, the “seven deadly sins of brand management”. Self-study assignment: Read the 7th and the 15th chapter of the textbook (-> Strategic Brand Management by Kevin L. Keller), and repeat the content of all lectures: 7 hand-outs (will be uploaded). READING LIST Kevin Keller. Strategic Brand Management: International Edition, 3/E. Pearson Higher Education, 2008. ISBN-13: 9780132336222 – Course book is mandatory requirement! Sources of Further Information There are several specialist brand management journals, such as the Journal of Brand Management, and the Journal of Product & Brand Management that you can access at the FH library, please make use of them to broaden your knowledge! PRE-REQUISITES Introduction to marketing ASSESSMENT Discussion (and eventually presentation) of articles and cases (self-study assignments): 20% Pro-active participation in class: 10% Final written exam: 70%: be aware, students must pass the final exam in order to pass the course! Grading scheme: 0 - < 60% 5 60 - < 70% 4 70 - < 80% 3 80 - < 90% 2 = 90% 1 Final written exam: The final written exam will consist of the course book (Strategic Brand Management by Kevin L. Keller), the additional case studies/ articles and the presentations in class. It’s highly recommended to take notes of what we discuss in class (incl. practical examples mentioned); a majority of the relevant learning content – but not all – is summarised in the hand-outs.

79

The rationale for the final examination is: - For us to assess student’s comprehension and understanding of the course material; - For you to demonstrate an ability to synthesize and integrate course material; - To provide an opportunity for you to make links between ideas, theories, frameworks, and practical problems in the field of brand management, drawing on material from within and beyond the course; - To show students can work independently

80

Relevant hand-outs, cases and articles will be uploaded or announced before ever lecture. Students must print them out, read them and be ready to answer questions during the lecture. It will be a group discussion and a likely brain storming exercise. Students are expected to make thoughtful and constructive contributions to class discussion. You need to come to class prepared to discuss readings, cases and exercises, and to contribute to the discussion of group presentations. For the latter, you will be asked to comment on other groups’ presentations, as if you were a senior manager, a scientist/ journalist or a main competitor. Also, case studies and articles will be featured in your final exam paper! Workload: It is expected that you will spend at least five hours per week studying this course. This time should be made up of reading, research, working on exercises and problems, and attending classes. In periods where you need to complete assignments or prepare for examinations, the workload may be greater. Over-commitment has been a cause of failure for many students! You should take the required workload into account when planning how to balance study with other activities. Attendance: Your regular and punctual attendance at lectures and seminars is expected in this course. Be punctual – late entry is very disruptive to other members of the class and it puts you at a disadvantage because you are likely to have missed the lecture overview. Grades: Grades are non-negotiable! Do not waste your time and ours by trying to haggle. If you have not performed as well as you expected, re-double your efforts to understand the course material, read more about the subject, talk through the material with your peers and advisors, give more time to course preparation, edit and revise written work before you submit it, revise and practice more thoroughly before the examination. Taking these courses of action will be more productive than attempting to have your grades altered.

81

COURSE TITLE: Sales Force Management ECTS CREDITS: (30 = SEM. WORKLOAD)

4

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 3

SEMESTER: 5 (fall semester) LEARNING GOALS The profession of sales is in the middle of a monumental shift. Traditionally seen as an art, the future of sales combines the art of selling with the science found in accounting and finance. This course prepares students for the role of management in the future sales organizations. From managing your territory to designing and recruiting a sales force, students learn the skills necessary to be successful and maximize the effectiveness of the sales organization. Important topics include: Customer Relationship Management and Building Partnerships, Sales Analytics, Sales Forecasting and Budgeting, Time and Territory Management, Compensation along with Sales Force Training, Leadership and Motivation. COURSE CONTENT SESSION 1 & 2, Wednesday 5 November 2014, 9-12:30, 13:30 – 17:00 Rm H4 • Course Overview & Expectations • The Final Speech • Organize Case Study Groups • Chapter 1 Introduction to Sales Management o Ethical Dilemma • Chapter 2 Managing Ethics in a Sales Environment o FT Article 2013 International Survey o Role-Play Exercise • Chapter 3 Customer Relationship Management and Building Partnerships o Whisky Into Water is No Stock-Shortage Fix o Cowboys_Vs. Aliens_infographic o Ethical Dilemma • Chapter 4 The Selling Process o Ethical Dilemma • Chapter 5 Sales Forecasting and Budgeting o Ethical Dilemma • Chapter 6 Sales Force Planning and Organizing o Freeing up the sales force for selling - Mckinsey o Ethical Dilemma • Chapter 7 Time and Territory Management o Ethical Dilemma

82

SESSION 3, Wednesday 19 November 2014, 9-12:30, Rm H4 • Strategic Sales Management A Boardroom Issue • Chapter 8 Recruiting and Selecting the Sales Force o Ethical Dilemma • Chapter 9 Training the Sales Force o Introducing_ASTD_World_Class_Selling_Model o Ethical Dilemma • Chapter 10 Sales Force Leadership o One Out of Every Two Managers Is Terrible at Accountability – HBR Blog o Ethical Dilemma • Hand out HBR Case 1 Global Source- due 3 December at the beginning of class. SESSION 4, Wednesday, 3 December 2014,13:30 – 17:00, Rm H3 • Chapter 11 Sales Force Motivation o Ethical Dilemma • Chapter 12 Sales Force Compensation o Ethical Dilemma • HBR Case 1, paper (printed and stapled please) due at the beginning of class followed by class discussion • Hand out HBR Case 2 Fed Ex Part A– due 10 December at the beginning of class. SESSION 5, Friday 5 December 2014, 13:30 – 17:00, Rm H4 • Chapter 13 Sales Volume, costs , and Profitability Analysis o Ethical Dilemma • Chapter 14 Sales Force Performance Evaluation o Ethical Dilemma SESSION 6, Wednesday 10 December 2014, 9-12:30, Rm H6 Catch up if lectures fall behind and opportunity to discuss 1:1 your progress on the 2nd HBR Case. Survey of the Most Current Topics in Sales Management If it can be arranged, a special guest. SESSION 7, Friday 12 December 2014, 9-12:30, Rm H2 H2 • HBR Case 2, paper (printed and stapled please) due at the beginning of class followed by class discussion. READING LIST REQUIRED READING: 1. Hair, Joseph F., et al, Sales Management, Building Customer Relationships and Partnerships, International Edition, Cengage Learning 2010. 2. ALL Articles and Case Studies listed on the syllabus and given during class. SUGGESTED READING: 1. Rogers, Beth, Rethinking Sales Management: A Strategic Guide for Practitioners, John Wiley 2007. PRE-REQUISITES Completion of introductory sales courses and managerial accounting

83

ASSESSMENT Wednesday 17 December 2014 FINAL EXAM - STUDENTS MUST PASS THE FINAL TO PASS THE COURSE. THE FINAL EXAM WILL COVER ANY MATERIAL THAT IS INCLUDED IN THE REQUIRED TEXT AND FROM CLASS. STUDY REQUIREMENTS/MINIMUM ATTENDANCE Attendance is mandatory for the discussion of the case studies. Failure to attend an HBR case study discussion will result in a 1 (0ne) grade reduction on the assignment for that individual. Failure to attend the L'Oreal Case Study presentation will result in a reduction of 3 (three) grades As a 4 ECTS course, students are expected to complete a workload of 100 hours for this course (1 ECTS =25 hours). The level of the course is, technically, well above an introductory, or principles, course level. Attendance at all lectures etc. is compulsory on the part of the student. Students should be made aware that; Absence from 50% of classes results in an automatic grade 5 being recorded at the final examination, irrespective of the student’s performance at that examination. EVALUATION The course is evaluated as follows: % of Final Grade • Participation (not attendance!!) 10% • HBR Case 1 15% • HBR Case 2 25% • Final Exam (1.5 hours) 50%

84

COURSE TITLE: Marketing/Sales Controlling ECTS CREDITS: (30 = SEM. WORKLOAD)

2

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 3

SEMESTER: 5 (fall semester) LEARNING GOALS Students will learn to understand the link between marketing-strategy formulation and effective implementation and execution. The marketing simulation tool will provide insights in the effects of different Pricing strategies and Channel segmentation. CONTENT • Sep. 03, 2014 • Introduction • Sales Budgeting and Controlling • Sep. 17, 2014 • Sales Simulation (start in class, continue during the week) • • Oct. 01, 2014 • Sales Simulation, presentation of findings by group • – 9 assignment questions • – build models to visualize strategy • – relating strategy to outcome • Oct. 08, 2014 • Debrief session • Oct. 15, 2014 • Final test READING LIST Reading Material and Texts will be uploaded PRE-REQUISITES None. ASSESSMENT Grades will be determined in the following manner: Simulation Group outcome & presentation: 50% Individual Test: 40% Class Attendance & Participation = 10%

85

COURSE TITLE: Consumer Behaviour and Insights ECTS CREDITS: (30 = SEM. WORKLOAD)

4

PROGRAMME: MA, Business Consultancy International YEAR OF STUDY: 4 SEMESTER: 1 (fall semester)

LEARNING GOALS (1) Foster in-depth knowledge about the process of consumer behavior (2) Develop an understanding of individual and contextual factors of consumer behavior (3) Get familiar with academic research on consumer behavior (4) Apply theoretical concepts to selected case studies (5) Critically reflect on the role of marketing in influencing and shaping consumer behaviour CONTENT PART 1: INTRODUCTION TO CONSUMER BEHAVIOR PART 2: CONSUMERS AS INDIVIDUALS -Perception; -Learning and Memory; -Motivation and Values; -Attitudes and Persuasion PART 3: CONSUMER DECISION MAKING -The Consumer Decision Making Process; -Neural Correlates of Consumer Decision-Making -References Groups and Opinion Leadership; -Organizational and Household Decision-Making PART 4: (SUB-) CULTURAL INFLUENCES ON CONSUMER BEHAVIOR -Income and Social Class; -Ethnic, Religious and Age Subcultures -The Diffusion of Innovations; -Global Consumer Culture PART 5: EMERGING TRENDS IN CONSUMER BEHAVIOR READING LIST Mandatory Literature: Michael R. Solomon (2011): Consumer Behavior. Buying, Having, and Being. 9th edition. Pearson. Recommended Literature (selection): Ariely, Dan (2010): Predictably Irrational: The Hidden Forces That Shape Our Decisions. Harper Perennial. Karmasin, Helene (2008): Produkte als Botschaften. Redline. Underhill, Paco (2000): Why we buy. Simon & Schuster. Veblen, Thorstein (2009): The Theory of the Leisure Class (Oxford World´s Classics). Oxford University Press. Zaltman, Gerald (2003): How Customers Think: Essential Insights into the Mind of the Market, Harvard Business School Press. Recommended Journals: Journal of Consumer Research (available in the FHWN library) PRE-REQUISITES Successful completion of an introductory Marketing and/or Marketing Research course. The pre-requisite for Master courses are at least 2.5 years of prior studies at your home institution and a valid bilateral contract between our institutions for Master exchange. ASSESSMENT Reading Assignments 10% Case Study 40% Final Exam 50% Students must pass the final exam in order to pass the course.

86

COURSE TITLE: International Brand Management ECTS CREDITS: (30 = SEM. WORKLOAD)

4

PROGRAMME: MA, Business Consultancy International YEAR OF STUDY: 4 SEMESTER: 1 (fall semester)

LEARNING GOALS International brand management addresses strategic branding decisions faced by an organization on an international level. This course gives insights into how to create profitable brand strategies by building, measuring, and managing brand equity. It seeks to increase an understanding of studying theories, tools, and models for branding decisions. Moreover, this course provides a forum for students to apply these principles through articles, cases, and conceptual exercises. Particular attention is paid to psychological principles at the customer level to improve managerial branding decisions. Learning objectives: • The roles of brands, the concept of brand equity, and the advantages of creating strong brands; • Ways to build brand equity, designing marketing programs and activities; • Different approaches to measuring brand equity; • Alternative branding strategies and how to devise brand hierarchies and brand portfolios; • The role of corporate brands, family brands, individual brands, modifiers, and how to combine them into sub-brands; • How to adjust branding strategies over time and across geographic boundaries to maximize brand equity. CONTENT 1 4hrs Introduction to the course Wrap up Brand Management Lecture: 8 Developing a Brand Equity Measurement and Management System Lecture: 9 Measuring Sources of Brand Equity: Capturing Customer Mind-Set In-class group work: Free Associations 2 4hrs Lecture: 10 Measuring Outcomes of Brand Equity: Capturing Market Performance Lecture: 11 Designing and Implementing Branding Strategies Case 1: Colgate Max Fresh: Global Brand Roll-Out – John A. Quelch & Jacquie Labatt-Randle. Harvard Business School. 2007 3 4hrs Lecture: 12 Introducing and Naming New Products and Brand Extensions Lecture: 13 Managing Brands over Time In-class group work: Managing Brands over Time 4 4hrs Lecture: 14 Geographic Market Segments Case 2: L'Oreal in China: Marketing Strategies for Turning Around Chinese Luxury Cosmetic Brand Yue Sai. Haiyang Yang & Pierre Chandon. INSEAD. 2013. Exam

87

1.5 hr 5 1.5hrs L’Oreal Introduction Brandstorming 2015 Student teams formation and brainstorming session with lecturer coaching 6 3.5hrs Project Presentations Q&A session & coaching Brandstorming 2015 Presentations 7 3.5hrs Brandstorming 2015 Presentations READING LIST Kevin Keller. Strategic Brand Management: International Edition, 3/E. Pearson Higher Education, 2008. ISBN-13: 9780132336222 – Course book is mandatory requirement PRE-REQUISITES Chapter 1 – 10 of the Keller Course book and introduction to brand management course and marketing course. The pre-requisite for Master courses are at least 2.5 years of prior studies at your home institution and a valid bilateral contract between our institutions for Master exchange. ASSESSMENT First day of class is mandatory!!! Article Presentation (30 min max) 10% Peer Rating 8% Case Discussions (4 a’ 3%); 12% Brand Audit Project 20% Written Exam 50% The final exam must be passed (= 60%) in order to obtain a positive grade for the course. Grading scheme: 0 - < 60% 5 60 - < 70% 4 70 - < 80% 3 80 - < 90% 2 = 90% 1

88

INTERNATIONAL HUMAN RESOURCE

MANAGEMENT FALL SEMESTER 2015/16

89

COURSE TITLE: HR Development and Training ECTS CREDITS: (30 = SEM. WORKLOAD)

4

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 3 SEMESTER: 5 (fall semester)

LEARNING GOALS By the end of the semester students will be able to understand and apply various trainings and development concepts and approaches. The participants will be knowledgeable about learning and training theories and will be aware of their respective advantages and disadvantages. The most common trainings methods will be understood. COURSE CONTENT Needs Analyses, learning theories, training design, training methods, evaluations and controlling, trends, e-learning, intercultural challenges READING LIST Required: An assortment of preselected readings will be made available on your reserve desk in the library. Selected articles will also be accessible through your intranet. Additional Reading: May be added on a case to case situational decision PRE-REQUISITES Human and Social Behaviour, Organizational Behaviour ASSESSMENT The final course grade of the first attempt will be based on: (1) final written exam (70%, duration: 60 minutes, maximum points: 60) (2) presented training concept including executive summary (20 %) (3) 4 pop up quizzes (10%) Students will need a 60 % grade or better on the final exam in order to pass the course. Attendance: Compulsory attendance of at least 60% is necessary. Students must be present in 4 out of 7 lectures. No excuses whatever for non-attendance can be taken into consideration. If the attendance falls below 60% the student automatically fails the first attempt. However, the student has two further attempts to complete the course (first resit and board examination).

90

COURSE TITLE: Leadership and Management Development ECTS CREDITS: (30 = SEM. WORKLOAD)

2

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 3 SEMESTER: 5 (fall semester)

LEARNING GOALS Knowledge of core leadership concepts including theoretical and practical implications Knowledge of important approaches concerning leadership and management development COURSE CONTENT • Definition and Significance of Leadership • History of Leadership Theories • Foundations of Modern Leadership Approaches (Trait, behavioural and contingency view) • Current Models of Leadership (esp. Transformational Leadership) • Leadership and Management Development • Leadership in the 21st century (e. g. ethical, cultural and gender issues) READING LIST Required Reading: Nahavandi, Afsaneh (2014): The Art and Science of Leadership. Pearson (6th Edition). Sichler, Ralph (2014): Leadership Overview. In Thomas Teo (Ed.), Encyclopedia of Critical Psychology. Springer, pp. 1064-1069. Suggested: Bryman, Alan; Collinson, David; Grint, Keith; Jackson, Brad & Uhl-Bien, Mary (Eds.) (2011): The SAGE Handbook of Leadership. Sage. Carmichael, Jan; Collins, Chris; Emsell, Peter & Haydon, Jon (2011): Leadership and Management Development. Oxford University Press. Northouse, Peter G. (2013): Leadership. Theory and Practice. Sage (6th Edition). PRE-REQUISITES Human and Social Behaviour; Organisational Behaviour ASSESSMENT The course will be graded as follows: Final written exam: 100% (duration: 1 hour, 60 points can be achieved) You can get additional points if you participate in the class sessions. A maximum of 6 points can be gained through participation. Those points only count if the final exam is passed. In order to obtain a positive grade for the course, you need a minimum of 60% of the points in the final test. The points for participating in the course count for the first exam, but also for the resits if the final written test is positive. Grading scheme: 1: 55-60 points; 2: 49-54; 3: 43-48; 4: 36-42; 5: 0-35 points Attendance: Compulsory Attendance of at least 50% is necessary. Students must be present in two out of four lectures. No excuses whatever for non-attendance can be taken into consideration. If the attendance falls below 50% the student automatically fails the first attempt. However, the student has two further attempts to complete the course (first resit and board examination).

91

COURSE TITLE: Labour and Social Law ECTS CREDITS: (30 = SEM. WORKLOAD)

4

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 3 SEMESTER: 5 (fall semester)

LEARNING GOALS The main objective of this course is to provide students with a basic knowledge of labor law. Starting with the concept of labor law the students will be shown the extent of the field of labor law and social (insurance) law. Based on this knowledge the students will learn the relevant aspects of labor law for their own work life. This relates to the student as a future employee as well as a potential (personnel) manager. The whole field of labor law will be developed by means of case studies. At the end of the course the student will be able to solve practical problems of labor law and know the essential parts of employment contracts. He/She will also be able to see the advantages and disadvantages of certain contract clauses of employment contracts and know the procedure of starting and ending an employment. All these topics will be shown on and international basis. COURSE CONTENT Definition and basics of labor law, definition and basics of social law, international sources of labor law, relevant parties and forces in labor law, employment contracts (essential parts, start, termination), equal opportunities and human rights, international conventions READING LIST Required Reading: Laimer, Hans Georg (2012): Employment Law, 2nd edition, Neuer wissenschaftlicher Verlag Sargeant, Malcolm; Lewis, David (2012): Employment Law, 6th edition, Pearson Additional Reading: Servais, Jean-Michel (2009), International Labour Law, Kluwer Law International Kaufmann, Christine (2007), Globalisation and Labour Rights, Hart Publishing Blanpain, Roger/Bamber, Greg J./Pochet, Philippe (2010), Regulating Employment Relations, Work and Labour Laws, Kluwer Law International Alston, Philip/de Búrca, Gráinne/de Witte, Bruno/Biomei, Barbara (2005), Labour Rights as Human Rights, Oxford University Press Lukas, Karin (2013), Labour Rights and Global Production, Neuer wissenschaftlicher Verlag Barry, Christian/Reddy, Sanjay G. (2008), International Trade and Labor Standards, Columbia University Press Mátlak, Jan (2011), Liberalization of Labour Relations Regulation in the Process of Globalization, in Collection Papers from the International Scholastic Conference: Law as a Unifying Factor of Europe - Jurisprudence and Practice, Comenius University in Bratislava PRE-REQUISITES Human and Social Behaviour, Organizational Behaviour ASSESSMENT The final course grade of the first attempt will be based on (1) final written exam (60%, duration: 60 minutes) (2) case presentation and executive summary (30 %), (3) participation (10%) Students will need a 50 % grade or better on the final exam in order to pass the course. Attendance: Compulsory Attendance of at least 80% is necessary. Students must be present in 6 out of 7 lectures. No excuses whatever for non-attendance can be taken into consideration. If the attendance falls below 80% the student automatically fails the first attempt. However, the student has two further attempts to complete the course (first resit and board examination).

92

COURSE TITLE: Organisation and HR -Consulting ECTS CREDITS: (30 = SEM. WORKLOAD)

4

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 3 SEMESTER: 5 (fall semester)

LEARNING GOALS to provide students with the basic theories and concepts related to HR consultancy and to expose students to a number of different experts from the field, sharing theory as well as practical application COURSE CONTENT This course is a lecture theory consisting of the following units: Theory and Concepts Consultancy Issues in: Expatriate Management NGO´s M&A Staffing and Hiring Internal Sales READING LIST Recommendations: Books: Biggs, David (2010): Management Consulting: A Guide for Students. Hamshire: Cengage Learning. Lippitt, Gordon/Lippitt, Ronald (1986): The Consulting Process in Action.2nd edition, San Francisco: Jossey-Bass. O'Mahoney, Joe (2010): Management Consulting. Oxford: Oxford University Press. Jones, Gareth R. (2012): Organizational Theory, Design, and Change: Text and Cases. 7th edition, Amsterdam: Addison-Wesley Longman. Burnes, Bernard (2009): Managing Change. Financial Times Press. Hayes, John (2010): The Theory and Practice of Change Management. 3rd edition, Palgrave Macmillan. O'Sullivan, Martina/Cameron, Esther/Green, Mike (2012): Making Sense of Change Management: A Complete Guide to the Models Tools and Techniques of Organizational Change. 3rd edition, Kogan Page. PRE-REQUISITES Principles of Management, Organisational Behaviour, Principles of Human Resource Management 1 and 2 ASSESSMENT final written exam, assignments and class participation

93

SPRING SEMESTER 2016

94

LAW SPRING SEMESTER 2016

95

COURSE TITLE: Legal Systems and Principles ECTS CREDITS: (30 = SEM. WORKLOAD)

4

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 1 SEMESTER: 2 (spring semester)

LEARNING GOALS This course, which is roughly divided into three parts, seeks to create an even level playing field between those entirely new to the vast and complex field of law and those with some prior knowledge. It is tailor-made to the specific requirements of a programme that is attended by students from all over the world with different cultural backgrounds and therefore different perceptions of law To achieve that, it will start with a brief look at the interrelation of law and morals. It will discuss then, the methods of legal reasoning as well as basic legal concepts, (such as what law is, what the difference between criminal, public and civil law is or the different sources law stems off) including first steps towards understanding and using legal terminology. In the second part, the international focus continues by raising awareness of the challenge that each national territory enjoys a different domestic legal system and how lawyers deal with that. It covers the essential distinction between the Civil Law and Common Law approach. Additionally, closer attention will be paid to crucial concepts, amongst others the doctrine of binding precedent, ratio decidendi vs obiter dictum, res judicata, judicial findings vs statutory provisions, the difference between contracts, unjust enrichment and torts etc. The third and final part of this lecture deals with the basics of Comparative Law. This is achieved by a hands-on approach to how a contract is concluded under Austrian vs English law. COURSE CONTENT It is going to cover the following areas: PART I: Introduction and general definitions • Law vs Morals • First Concepts, Definitions and Methods PART II: Legal Traditions of the World • Development and particularities of the Common Law • Development and particularities of the Civil Law PART III: Introduction into Basic Principles of Comparative Law – A hands-on approach • How is a contract concluded? Austrian vs English Law • The Austrian contract law - different types of obligation - formation of a contract - time of performance, place of performance - seller’s obligation, - basic principles of acquisition of ownership in Austria in comparison to other legal systems - breach of contract, impossibility, delay, remedies for defective goods READING LIST Books: � Hausmanninger, H.: "The Austrian Legal System"; 3rd edition, Manz 2003; � Glendon, M.A.;Carozza, P.G.; Picker, C.B.: "Comparative Legal Traditions in a Nutshell"; 3rd edition, West 2008; � Zweigert, K.; Kötz, H.: "An Introduction to Comparative Law"; 3rd edition, Oxford University Press 1998 � Keenan, D.: "Law for Business", 13th edition, Pearson Longman 2006; � McLeod I.: “Legal Theory”, 6th edition, Palgrave 2012 � McLeod I.: “Legal Method”, 9th edition, Palgrave 2013 � Glenn, H.P.: Legal Traditions of the World, 5th edition, Oxford 2014 PRE-REQUISITES

96

None. ASSESSMENT Continuous Evaluation and Final Exam

97

COURSE TITLE: Jurisdiction and Conflict of Laws ECTS CREDITS: (30 = SEM. WORKLOAD)

3

PROGRAMME: MA, Business Consultancy International YEAR OF STUDY: 4 SEMESTER: 2 (spring semester)

LEARNING GOALS The main goal of this course is to provide students with a general understanding for international issues of jurisdiction and conflict of laws. The focus will be put on the relevance of these topics for the international business environment, especially within the European Union. COURSE CONTENT 1. Introduction to Jurisdiction and Conflict of Laws 2. Conflict of Jurisdictions I: International Public Law rules for cross-border conflicts 3. Conflict of Jurisdictions II: National rules on jurisdiction, recognition and enforcement of foreign court decisions 4. Regulation n° 44/2001 (Brussels I) on jurisdiction and the recognition and enforcement of judgements in civil and commercial matters (including the Lugano Convention 1988) 5. Regulation n° 1346/2000 on insolvency proceedings 6. Typical clauses in international contracts and scope for their modification 7. International Arbitration: Arbitration Agreements, Arbitration Proceedings, Recognition and Enforcement of Arbitration Awards 8. Conflicts of Law I: Methods and basic rules 9. Conflicts of Law II: Contractual and non-contractual obligations; Rome I-Reg; Applicable Law in Contract Cases; Rome II-Reg; Applicable Law in Tort Cases; 10. Review for the exam READING LIST primarily notes from the course; reading materials provided to the students by the lecturer; and C.M.V. Clarkson / J. Hill, The conflict of laws, 4. ed. (2011); OUP Oxford (sections focusing on UK law not being relevant for this course) PRE-REQUISITES Modules "basic principles of law" and "advanced topics in law" required ASSESSMENT final examination (100%) (essay style answers, no multiple choice) Continuous evaluation of participation (bonus)

98

BUSINESS ADMINISTRATION/

MANAGEMENT SPRING SEMESTER 2016

99

COURSE TITLE: Marketing & Sales II ECTS CREDITS: (30 = SEM. WORKLOAD)

4

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 1 SEMESTER: 2 (spring semester)

LEARNING GOALS � Students are able to describe a forecasting process. � Students are able to calculate sales metrics. � Students are able to choose the right chart form in a presentation. � Students are able to describe a Marketing research process � Students are able to choose the right marketing research approach for various marketing problems. � Students are able to choose the right data collection methods for various marketing research problems � Students are able to describe different measurement, scaling and sampling methods. COURSE CONTENT Designing a process to solve marketing problems � Defining a marketing and marketing research problem � Analyzing secondary data to make marketing/sales decisions � Design the right research design for various marketing problems � Use different qualitative and qualitative data collection methods (include different Measurement-, scaling and sampling methods) Sales Management activities and analysis of sales/marketing data: Änderungsantrag, V 2.0, Februar 2015 Seite 68 von 139 � Setting Goals for sales and marketing organizations � Forecasting of marketing and sales activities � Assessing the Performance of sales people � Analysis of Sales Data to make the right decisions and solve marketing problems � Presentation Skills (use the right chart form for a message) READING LIST Tanner, Honeycutt, Erffmayer. Sales Management - Shaping Future Sales Leaders. New Jersey: Pearson Education (latest edition) Malhotra, Naresh. Basic Marketing Research. New Jersey: Pearson Education (latest version) Farris, Bendle, Pfeifer. Marketing Metrics – The definitive guide to measuring marketing performance. New York: upper Saddle River (latest version) Zelanzny. Say it with charts - the executive's guide to visual. New York: Mc Graw-Hill (latest version) PRE-REQUISITES Marketing & Sales I ASSESSMENT Continuous Evaluation and Final Exam

100

COURSE TITLE: Financial Accounting ECTS CREDITS: (30 = SEM. WORKLOAD)

4

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 1 SEMESTER: 2 (spring semester)

LEARNING GOALS This course builds up on the course ‘Fundamentals of Accounting‘ which acted as a thorough introduction and foundation in financial accounting. Upon completion of this course students should be able to: a) understand and explain the objectives of financial reporting according to International Financial Reporting Standards (IFRS) b) understand and perform accounting for current and non-current assets, financial assets and liabilities, non-financial liabilities and provisions, equity, revenues and taxes c) prepare a cash flow statement d) perform simple analyses of financial statements. COURSE CONTENT The following concepts and tools will be introduced and applied in various exercises and/or case studies: Double-entry bookkeeping, Balance Sheet, Income Statement, Cash Flow Statement, Analysis of Financial Statements. Topics covered in this course: Conceptual Framework of IFRS; Revenue recognition; Non-current and current asset; Financial assets and liabilities; Non-financial liabilities and provisions; Payroll accounting, accounting for employee benefits; Accounting for taxes. READING LIST Book: Horngren, C. T.; Sundem, G. L.; Elliott, J. A.; Philbrick, D. R.: "Introduction to Financial Accounting", Pearson Education Ltd., current edition PRE-REQUISITES Fundamentals of Accounting ASSESSMENT Continuous evaluation and final exam

101

COURSE TITLE: Corporate Finance I ECTS CREDITS: (30 = SEM. WORKLOAD)

4

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 1 SEMESTER: 2 (spring semester)

LEARNING GOALS The main purpose of the module is to provide students with a solid conceptual understanding of the main ideas in modern corporate finance theory and analytical skills necessary to make financial decisions in a corporation. Upon the completion of the module students will be able to: - Understand the major decision areas in corporate finance - Understand the information presented by a company in their financial statements and use them to analyse the performance of a company - Understand the relevance of time value of money for corporate financial decisions - Explain how corporations issue securities and finance themselves - Apply discounted cash flow techniques to value stocks and bonds - Discuss various methods for analyzing investment projects, and apply the methods. - Use Excel to solve selected problems in corporate finance. COURSE CONTENT Main forms of business organisation; Role of financial manager and agency conflicts; Introduction to financial statements analysis; Time value of money and interest rates; Investment appraisal techniques; Instruments of debt and equity financing; Valuation of stocks and bonds READING LIST Berk, J.; DeMarzo, P.: Corporate Finance; Pearson Intl. Edition, Pearson/ Addison Wesley, current ed. Benninga, S.: Principles of Finance with Excel; New York, NY [u.a.], Oxford Univ. Press, current ed. Economist; McKinsey on Finance; Financial Times; Wall Street Journal PRE-REQUISITES IBA, MBE, BSS, FOA ASSESSMENT Continuous Evaluation, Final Exam

102

COURSE TITLE: Cost Accounting ECTS CREDITS: (30 = SEM. WORKLOAD)

4

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 1 SEMESTER: 2 (spring semester)

LEARNING GOALS The objective of the course is to introduce students to the basic techniques, language and principles of management accounting. Students should understand the role of management accounting as a provider of information supporting the financial decision making process, as well as the planning and controlling process of an organisation. Students should know how to classify, measure and compute costs, how to plan and control costs, as well as how the resulting information can be used for decision-making to increase the wealth of an organisation’s owners in the long-term. Students should also be aware of the importance of non-financial measures in decision-making. COURSE CONTENT This introductory course will provide students with a basic understanding of cost and management accounting. They will be introduced to the basic techniques of management accounting, including break-even analysis, absorption and marginal costing including also more recent developments in cost accounting. In addition, students will learn to make financial plans for the future by preparing basic budgets as well as controlling performance by comparing actual with budgeted performance. Topics covered in this course: The role of the management accountant; Relevant costs; Variable and fixed costs; cost volume profit analysis; break-even analysis; Direct and indirect costs; absorption costing; Costing techniques in a modern business environment; Full costing compared to marginal costing; Budgeting & accounting for control READING LIST Book: Atrill, Peter; McLaney, Eddie "Management Accounting for Decision Makers", Pearson Education Ltd., current edition PRE-REQUISITES Fundamentals of Accounting ASSESSMENT Continuous evaluation and final exam

103

COURSE TITLE: Auditing ECTS CREDITS: (30 = SEM. WORKLOAD)

3

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 2 SEMESTER: 4 (spring semester), Elective course

LEARNING GOALS Students shall gain a general understanding of how internal controls frameworks are organized and how their effectiveness can be evaluated. In addition, the course shall provide insights into the scope of an audit in accordance with International Standards on Auditing (ISAs) and the procedures required in performing such an audit. COURSE CONTENT The course deals with the design and implementation of internal controls frameworks and the testing of design, implementation and operative effectiveness of internal controls (based on the COSO model). In addition, the course deals with different types of services provided by auditing firms and the legal and regulatory framework for these services. The focus is on standards and recommendations published by the International Auditing and Assurance Standards Board (IAASB) and the legal framework within the EU. READING LIST Handouts and hyperlinks to publicly available information will be provided by lecturer. Additional literature will be communicated by the lecturer in the course of the semester PRE-REQUISITES Financial Accounting, Cost accounting; General understanding of business processes ASSESSMENT Class participation and group projects (20 %) Written exam at the end of the semester (70 %) Interim Exam (10%) Compulsory attendance: 4 out of 7 sessions; missing more than 3 sessions automatically results in the loss of the first attempt to complete the course.

104

COURSE TITLE: Business Administration ECTS CREDITS: (30 = SEM. WORKLOAD)

3

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 2 SEMESTER: 4 (spring semester), Elective course

LEARNING GOALS In this module, students will participate in a case study and select one lecture of their choice. This module is designed to cover two quite different academic experiences. First, the student will be introduced to the process and methodology of case studies. This first case study will be selected from some area of business administration, and the focus will be on training students to solve problems in teams and to report group findings. It will also focus on helping students to evaluate information in terms of its importance and to begin to apply the content of their lectures to date. Second, students will be allowed to select one course from three offered and thus, choose a special topic as part of their degree. COURSE CONTENT Business administration is a broad-based subject which combines much of what the student learns in the course of this programme. In this sense, it provides a holistic integration of the entire degree programme and provides the student with a greater sense of direction in studying the constituent parts. READING LIST Books: Dowling, P.J.; Welch, D.E.; Engle, A.D.: “International Human Resource Management”; Cengage Learning Services 2007; Lairson, T.D.; Skidmore D.: “International Political Economy: The Struggle for Power and Wealth”; Wadsworth 2003, Third Edition; Stiglitz, J.: “Globalization and Its Discontents”; Norton 2003; Rappaport, A.:”Creating Shareholder Value. A Guide for Managers and Investors”; Simon & Schuster 1998; Harvard Business School Case Studies PRE-REQUISITES None. ASSESSMENT Final examination.

105

COURSE TITLE: Consultancy Models ECTS CREDITS: (30 = SEM. WORKLOAD)

3

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 2 SEMESTER: 4 (spring semester)

LEARNING GOALS *Basic understanding of practices and tools in consulting. *Application of insights in cases *Basic ability to reflect competently on possible own role as consultant (internal or external) *Basic ability to evaluate offers when on the purchasing side COURSE CONTENT I) FOUNDATIONS *Conditions & historical background of consulting *Disciplines of Consulting in overview *Definitions *Model of Man and creation of insight and knowledge II) Tools and Frames for Usage and Implementation: *Tools -SWOT -PESTLE -5 C’s, 4-7 P’s -Product Portfolio/BCG Matrix -Porter’s 5 forces/Market Forces and Differentiation -McKinsey’s 7S -Business Model Generation (see additionally, recommended reading 2) -Life Cycle Management -Scenario Techniques and Roadmaps -Assessment tools for People & Culture -Designing organizations *Techniques for interaction with customers: -Phases and god practice in customer relationships III) Applications in typical settings, by focus: *Change Management, Differentiation, Innovation, *Cases: Methods to solve cases READING LIST Essential: 1) Cadle J. Paul, D. & Turner, P. (2010). Business Analysis Techniques – 72 Essential Tools for Success. Swindon, UK: BCS. 2) Cosentino, M. P. (2005). Case in Point. Complete Case Interview Preparation (4th edition). Needham: Burgee Press. Recommended: 1) Block, P. (2011). Flawless Consulting. A guide to getting your expertise used (3rd edition). Pfeiffer: San Francisco. 2) Drucker, P. F. (1985). Innovation and Entrepreneurship. New York: Harper. 3) Osterwalder, A. & Pigneur, Y. (2010). Business Model Generation. New Jersey: Wiley. Porter, M. (1980). Competitive Strategy. New York: Free Press.

106

PRE-REQUISITES to be advised ASSESSMENT *showing knowledge of tools and models presented *indications of skills in using them *preparation for every learning unit/lecture, which includes a level of understanding that allows to ask questions that go beyond book knowledge. *thinking through a case and finding ways to solve it. Ability to communicate thoughts, beliefs and logical thinking. *indications of interest in current topics, e.g. current topics in the media, related to course content Final Exam: 70% Final Exam *18-25 Multiple Choice Questions: 50% of total exam grade. Maximum Score: 100% *1 Case: 50% of total exam grade. Maximum Score: 100% 90 min time Presentation: 30% Presentation and contribution/participation in classes Presentations in class: for each session literature on the topics discussed will be handed out to a group. Task is to present the content in 10 min to the class. *indications of interest in current topics related to course content

107

COURSE TITLE: Consultancy Models I ECTS CREDITS: (30 = SEM. WORKLOAD)

3

PROGRAMME: MA, Business Consultancy International YEAR OF STUDY: 4 SEMESTER: 2 (spring semester)

LEARNING GOALS * Acquiring knowledge on the Consulting Industry and getting to know different consulting approaches and steps in the consulting process. COURSE CONTENT 1) Overview of the consulting industry 2) Fundamental consulting approaches 3) Steps in the consulting process 4) Consultancy models for analysing the market, customers and products 5) Consultancy models for analysing the company and its position 6) Consultancy models for analysing cost and efficiency 7) Generation of concepts and solutions, creativity techniques 8) Project management and solution delivery 9) Personal effectiveness, Professionalism & Ethics READING LIST Optional literature Maister, David H.: Managing the Professional Service Firm. London, Simon & Schuster UK Ltd, 2003 Kubr, Milan: Management Consulting-a guide to the profession. New Delhi, Bookwell, 2002 Biggs, David: Management consulting - a guide for students. Andover, South-Western Cengage Learning, 2010 Greiner, Larry E.: Management consulting today and tomorrow casebook - enhancing skills to become better professionals. London, Routledge, 2010 PRE-REQUISITES none ASSESSMENT * 100% Written Final Exam: 90 min. Attendance Requirements: 80% attendance is required.

108

MANAGEMENT INFORMATION

SYSTEMS SPRING SEMESTER 2016

109

ECONOMICS SPRING SEMESTER 2016

110

COURSE TITLE: Macroeconomics ECTS CREDITS: (30 = SEM. WORKLOAD)

4

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 1 SEMESTER: 2 (spring semester)

LEARNING GOALS Understanding global macroeconomic trends and developments, in particular the reasons for the current crises; understanding of core macroeconomic models, terms and concepts; capability to structure and understand key macroeconomic relations; competence to evaluate macroeconomic policies; possibilities and restrictions of national macroeconomic policies (fiscal and monetary policy); familiarity with scientific sources in economics; evaluating macroeconomic developments for managerial decision making and business consulting. COURSE CONTENT Main terms and concepts of macroeconomics; basics of national accounting; Keynesian, classical, and monetarist macroeconomic reasoning; the role of money in the economy: money and money markets; the role of the government in the economy: stabilisation policy: fiscal and monetary policy; exchange rate systems and their implications for national monetary and fiscal policy; actual topics such as financial and sovereign debt crises; deflation and inflation, budget policy, unemployment and the business cycle; implications of macroeconomic trends and changes on industries, businesses and the consultancy industry. READING LIST Books: Robert C. Allen: Global Economic History: A Very Short Introduction. Oxford University Press, Oxford 2011. Partha Dasgupta: Economics: A Very Short Introduction Oxford University Press, Oxford 2007. Roger E. A. Farmer: How the Economy Works: Confidence, Crashes and Self-fulfilling Prophecies. Oxford University Press 2010. Journals/Periodicals: Economist, Financial Times. PRE-REQUISITES Microeconomics, Introduction to Business Administration ASSESSMENT Continuous Evalulation and Final Exam

111

COURSE TITLE: Global Economic Relations ECTS CREDITS: (30 = SEM. WORKLOAD)

3

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 2 SEMESTER: 4 (spring semester), Elective course

LEARNING GOALS Improve students' ability to understand and analyse global international economic issues and their varying impact on national economies, broader social and environmental issues and the business environment. - Familiarize students with factors that help shape the world economy, including mechanisms, institutions and events that continue to transform it. - Leave the students with basic theoretical and more intense practical grasp of economic relations involving governments, multilateral organizations and the business sector. COURSE CONTENT The course will focus on global trade and monetary practices and policies, including important international current and proposed regulations as well as regulatory bodies such as the WTO, IMF and World Bank. It will cover a brief introductory historical overview and the basics of international trade, monetary and exchange rate theory. The many kinds of trade protectionist measures and efforts to counter them will be explored more thoroughly. The basics of national balance of payments accounting will be introduced and followed by an examination of today’s large international current account imbalances, including the impact and controversy surrounding different exchange rate policies, from fixed rates to free floats and alleged subtle currency manipulation. The successes and failures of the major multilateral institutions and national governments in providing a framework for sound international trade, exchange rate and investment policies will be discussed. So too will current ideas for the reform of international financial structures in the wake of the most recent global economic crisis. The course will also explore the controversy over globalization, specifically the arguments over nation-state vs. multinational jurisdiction and the specific treatment of agriculture, environmental protection and labor standards. Concrete issues specific to individual firms such as exchange rate hedging, futures trading, transfer payments, etc. will be integrated into the studies and discussion throughout the course. READING LIST Required reading: Introduction to International Economics Dominick Salvatore ISBN-13: 978-0-470-40554-3, John Wiley & Sons, February 2009 (selected sections); Selections from major daily and weekly financial publications Recommended literature: International Economics Hendrik van den Berg ISBN 0-07-239796-9 McGraw Hill, March 2003. Non-Textbook Background: Fixing Global Finance - How to curb financial crisis in the 21st century, Martin Wolf ISBN-13: 978-0300142778 Yale University Press, December 2008. The World is Curved –Hidden Dangers to the Global Economy David M. Smick ISBN-13: 978-0462099354 Marshall Cavendish Ltd., October 2008 Why Globalization Works Martin Wolf ISBN: 0300102526 Yale University Press, June 2004 In Defense of Globalization Jagdish Bhagwati ISBN-13: 978-0195330939 Oxford University Press; October 2007 Making Globalization Work - The Next Steps to Global Justice Joseph E. Stiglitz ISBN-13: 978-0393330281 W W Norton & Co, September 2007 PRE-REQUISITES Micro- and Macroeconomics ASSESSMENT Final Exam: 75%; Midterm Quiz: 20%; Course Participation 5%

112

COURSE TITLE: Macroeconomics for Managers ECTS CREDITS: (30 = SEM. WORKLOAD)

3

PROGRAMME: MA, Business Consultancy International YEAR OF STUDY: 4 SEMESTER: 2 (spring semester)

LEARNING GOALS To familiarize participants in this seminar with the macro-environment in which companies operate. This requires a thorough understanding of macroeconomic interrelations and the manner in which these impinge on corporate decision-making. This course is organised as a seminar whereby small groups of students will be required to work on assigned topics, submit a written report and present the finished work. The presentations will be held at an external venue to create a corporate workshop atmosphere. COURSE CONTENT Macroeconomic theory. Business decision-making framework as concerns business location and other strategic decisions. Economic developments in CEE economies in transition. Economic developments in OECD economies which affect the business environment. Corporate activities which are significantly affected by the macro-environment. READING LIST Essential background knowledge: Parkin, Powell and Matthews: Economics, Part 2; Addison-Wesley; 6th Editon; Wall, Minocha, and Rees: International Business; FT/ Prentice Hall, 2010. Students are expected to conduct their own library and internet searches. PRE-REQUISITES Macroeconomics, Microeconomics, International Economics. The pre-requisite for Master courses are at least 2.5 years of prior studies at your home institution and a valid bilateral contract between our institutions for Master exchange. ASSESSMENT Paper 40% Presentation 40% Participation in discussions on other papers 20%.

113

COURSE TITLE: Qualitative Empirical Methods ECTS CREDITS: (30 = SEM. WORKLOAD)

4

PROGRAMME: MA, Business Consultancy International YEAR OF STUDY: 4 SEMESTER: 2 (spring semester)

LEARNING GOALS It is the aim of this class to deepen students´ knowledge on the concept and methods of social research with an emphasis on qualitative research. COURSE CONTENT The course will be divided into two parts: lectures and practicals held by Brigitte Bojkowszky and practicals held by Gregor Kastner. During the lectures students will get the understanding of the most common qualitative research methods. In the practicals students will plan, conduct and analyze their own guided (expert) interviews. Students will be actively involved in both parts of the course. Lectures & Practicals (Bojkowszky): 1 Introduction to the course Warm up: “Empirical Research – Exploratory Research” Lecture: Wrap up Basics of Empirical Research Lecture: Observations, Content Analysis For 2nd Session: Topic allocation 2 Lecture: Focus Groups Topic Presentations 1. Scenario Planning / Trend Analysis 2. Ethics of Qualitative Research 3. Grounded Theory 4. Projective Techniques 5. Delphi Method 6. Qualitative Online Research For 3rd Session: Groups announce company/topic of real life example 3 Lecture: Sampling in Qualitative Research Presentations – Real Life Example of Qualitative Research • Company? • Research question? • Research method/design? • What did they do? • Results? Academic Sources, pls. quote!!!! For 4th Session: Decide on the retailer for presentation

114

4 Lecture: Qualitative Data Analysis Project Presentations – Retailer: Observations & Focus Groups Practicals (Kastner): 1 Guided interviews – preparation: - Research process - Steps to be considered - Study design - Interview guideline - Phrasing questions 2 Guided interviews – execution and documentation: - Attitude of the interviewer - Phases of an interview - Interview protocol - Transcription 3 Guided interviews – analysis: - Grounded Theory - Coding - Global analysis 4 Final presentations READING LIST Course books: Malhotra, Naresh: Marketing Research: An Applied Orientation. Global Edition. Pearson Education, 6th ed., 2010. Charmaz, Kathy: Constructing Grounded Theory. A Practical Guide Through Qualitative Analysis. SAGE Publications Ltd, 1st ed., 2006. Suggested references: Silverman, David: Qualitative Research. SAGE Publications Ltd, 3rd ed., 2011. Flick Uwe: An introduction to Qualitative Research, SAGE Publications Ltd, 4th ed., 2009. PRE-REQUISITES none

115

ASSESSMENT Due to the interactive course format, class participation is of utmost importance and relevant for your grade. Grading details: Lectures & Practicals (60% of total grade) - 10 points: topic presentation - 10 points: real life example presentation - 10 points: project presentation - 30 points: final exam Practicals (40% of total grade) - 10 points: final presentation - 30 points: final paper Both the final exam as well as the final paper must be positive (= 60%) in order to obtain a positive grade for the course.

116

LANGUAGES SPRING SEMESTER 2016

117

COURSE TITLE: English for Academic Purposes II ECTS CREDITS: (30 = SEM. WORKLOAD)

3

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 1 SEMESTER: 2 (spring semester)

LEARNING GOALS The ability to � construct papers and theses using the appropriate academic register (formality) and style; � comprehend and analyze university-level as well as professional texts; � compose professional and effective business reports; � communicate effectively in discussions and meetings; � illustrate a mature and fluent level of proficiency by applying correct grammatical principles. COURSE CONTENT ACADEMIC ENGLISH - Reading comprehension - Freewriting - Formality & style - Writing your introduction - Linking & transition signals - Citing & summarizing - Hedging claims WRITTEN & ORAL BUSINESS COMMUNICATION - Business reports - Language of discussions & meetings GRAMMAR - Gerund & infinitive - Relative clauses - Adjectives & adverbs - Modal verbs - Prepositions - Word transformation READING LIST Emmerson, P.: “Business Grammar Builder”; Macmillan Publishers, current edition PRE-REQUISITES English for Academic Purposes I ASSESSMENT Final exam; writing project; continuous assessment

118

COURSE TITLE: German Crash I ECTS CREDITS: (30 = SEM. WORKLOAD)

2

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 1 SEMESTER: Incomings only (spring semester)

LEARNING GOALS Introduction to the German language to learn to understand simple questions about oneself and to give answers. CONTENT Listening comprehensions conversation and dialogue games and written exercises ref. to different topics basic grammar: verbs, nouns, adjectives etc. excursion (center of Wiener Neustadt) READING LIST None; copies will be given to the students within the course. PRE-REQUISITES None. ASSESSMENT Active class participation.

119

COURSE TITLE: German Crash II ECTS CREDITS: (30 = SEM. WORKLOAD)

2

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 1 SEMESTER: Incomings only (spring semester)

LEARNING GOALS To learn to communicate in specific everyday situations; to get to know and learn how to use basic grammar; to understand information about the history and peculiarities of the country Austria using the example of the town of Wiener Neustadt. CONTENT Classification; introduction; conversation and dialogue (social manners, everyday situations); basic grammar: verbs, nouns, adjectives; knowledge of the country, culture and people; excursion (centre of Wiener Neustadt). READING LIST Handouts Dictionary PRE-REQUISITES None. ASSESSMENT Active class participation.

120

COURSE TITLE: German Crash III ECTS CREDITS: (30 = SEM. WORKLOAD)

2

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 1 SEMESTER: Incomings only (spring semester)

LEARNING GOALS To learn to communicate in different situations (initial contact, representing oneself, the home country); to recall and to know how to use basic grammar; to understand the Austrian culture; to understand and use information about the history and peculiarities of the country Austria using the example of the town of Wiener Neustadt. CONTENT Classification; introduction; conversation and dialogue (social manners, biographic information); revision of grammar; syntax construction of sentences; knowledge of the country, culture and people; excursion (centre of Wiener Neustadt). READING LIST Handouts Dictionary PRE-REQUISITES None. ASSESSMENT Active class participation.

121

COURSE TITLE: German for Incomings I ECTS CREDITS: (30 = SEM. WORKLOAD)

5

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 1 SEMESTER: Incomings only (spring semester)

LEARNING GOALS Every day communication (level A1); basic knowledge about Austria CONTENT Reading and listening comprehensions, games and written exercises ref. to different topics (meals, living, free time etc.), basic grammar (articles, plural, verbs, conjugation etc.) READING LIST Handouts, own material PRE-REQUISITES German Crash I. ASSESSMENT Written exam, active participation, written and oral exercises, home studies.

122

COURSE TITLE: German for Incomings II ECTS CREDITS: (30 = SEM. WORKLOAD)

5

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 1 SEMESTER: Incomings only (spring semester)

LEARNING GOALS Revision and reinforcement of basic grammar; extending oral and written vocabulary (everyday and professional usage); grammar topics depending on level of students; listening and reading comprehensions; conversation; discussion. CONTENT To be finalized after assessment of the guest students. Topics: Shopping, living, leisure time etc. READING LIST Handouts Dictionary PRE-REQUISITES German Crash II. ASSESSMENT Active class participation, home work, written exam.

123

COURSE TITLE: German for Incomings III ECTS CREDITS: (30 = SEM. WORKLOAD)

5

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 1 SEMESTER: Incomings only (spring semester)

LEARNING GOALS Revision and reinforcement of basic grammar; extending oral and written vocabulary (everyday and professional usage); grammar topics depending on level of students; listening and reading comprehensions; conversation; discussion. CONTENT To be finalized after assessment of the guest students. Topics: Travelling, culture, education etc. READING LIST Handouts Dictionary PRE-REQUISITES German Crash III. ASSESSMENT Active class participation, homework, written exam.

124

PERSONALITY DEVELOPMENT

SPRING SEMESTER 2016

125

COURSE TITLE: Introduction to Austria ECTS CREDITS: (30 = SEM. WORKLOAD)

2

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 1 SEMESTER: Incomings only (spring semester)

LEARNING GOALS Introduction to Austrian history and culture; international cultural values and differences, social inter-action, interaction at university level, learning methods and results, ways of assessment. COURSE CONTENT • Introduction to the university, the Buddy System, facilities, housing, local amenities, help with regards to official paperwork • get to know each other • Group work/discussion: ‘Austria-know your guest country’ similarities/differences to home. Feedback and general information. • Introduction to Austrian history, culture, geography, economics, way of living • Student group work (home assignment with presentation in class) – diverse recent intercultural topics READING LIST Hofstede, G. (2004): Cultures and Organisations- Intercultural Cooperation and its Importance for Survival, 2nd edition, Mcgraw-Hill Professional PRE-REQUISITES None. ASSESSMENT Active participation, group assessments.

126

COURSE TITLE: Intercultural Business Skills ECTS CREDITS: (30 = SEM. WORKLOAD)

4

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 1 SEMESTER: Incomings only (spring semester)

LEARNING GOALS • To have an introductory experience of the skills necessary to be an effective international business consultant/communicator • To evaluate one’s strengths and weaknesses for consultancy • To improve cross cultural communication skills • To improve cross cultural team building capabilities • To heighten multicultural intelligence skills • To gain an introductory level of presentation skills necessary to a global economy • To sharpen critical thinking skills • To solve a communications/intercultural business problem (case-study) • To refine critiquing abilities, i.e., feedback giving and receiving COURSE CONTENT • What is Culture - definitions, levels, layers, characteristics • Attitudes toward time and environment • Major patterns, differences & approaches • Bases of cultural differences • Cross-cultural blunders and error sources • Intercultural theory according to Bennett and Hall • Cultural categorization styles and models according to Lewis, Hofstede and Trompenaars • Cross cultural simulation READING LIST Bennett, M.J. (1998). Basic Concepts of Intercultural Communication. Hall, E.T. & Hall, M.R. (1990). Understanding Cultural Differences. German, French and Americans. Hall, E.T. & Hall, M.R. (1990). Hidden Differences. Doing Business with the Japanese. Hall, E.T. (1989). Beyond culture. Hall, E.T. (1989). The dance of life: The other dimension of time. Hampden-Turner, C. Cross-Cultural Competence. Hampden-Turner, C. & Trompenaars, F. (2000). Building Cross-Cultural Competences. Hofstede, G. (2002). Exploring Culture. Hofstede, G. (2005). Cultures and Organizations. Lewis, R.D. (2002). When Cultures Collide. Roddick, A. (2001). Take It Personally. Ting-Toomey, Stella (1999). Communicating across cultures. Trompenaars, F. (1998). Riding the Waves of Culture. Zohar, D. (2004). Spiritual Capital.

127

PRE-REQUISITES none ASSESSMENT Includes any of the following: Pre-test first day of course Post-test last day Pop Quizzes Review of work, each class Group Presentation In Class Conduct Attendance and Participation levels

128

COURSE TITLE: Social & Professional Skills II ECTS CREDITS: (30 = SEM. WORKLOAD)

3

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 1 SEMESTER: 2

LEARNING GOALS Intercultural Skills & Team Organization: Students acquire knowledge about the issues associated with culture in a globalised economy and their impact on international business in general and the consultancy field in particular. They learn to entertain different roles and perspectives to critically reflect the codes of conduct and practices in different global environments in which business professionals within different functions operate. The goal is to practice and apply personal, interpersonal, intercultural and civic competences, and engage in active and democratic participation in discussions, presentations and team assignments looking at real world scenarios. Students are aware of different cultural dimensions and have developed cross-cultural sensitivity and intercultural communication skills; these will be crucial competencies during their voluntary (3rd) semester abroad and/or internship abroad (6th Semester). They understand the dynamics and functioning of cross-cultural teams in action. Working on an intercultural project team jointly carrying out a realistic business project, students learn the basic criteria of successful project work, including needs analysis, goal setting, structuring action items, resource management, and conflict resolution. Through process reflection, students learn to identify structural and personal-skills related process improvement opportunities for future projects. COURSE CONTENT Intercultural Business Dimensions • Issues of globalization and their impact on international business consultancy • The human aspect of global business: Cross-cultural emotional intelligence • Dimensions of culture in organizations, diversity in different business functions and stake holders • Intercultural communication in practice and theory, incl. virtual/electronic channels • Applying intercultural knowledge and skills to class discussion, presentations and team assignments • Business ethics: corporate social responsibility • Project assignment Team Organization • Project know-how (goals/non-goals, key performance indicators, action items, responsibilities, deliverables) • Determinants of successful team performance, team dynamics, team code of conduct, … Relevance of team theories applied to real-world project team experiences • Social-communicative skills practice (facilitation/interviewing/ feedback/conflict skills; overview of mediation) • Project assignment (including presentation of solution proposals to customer, feedback and process improvement analysis) READING LIST Books: Intercultural Skills: Hofstede, G., Hofstede G.J., Minkov, M.: Cultures and organizations - Software of the mind; intercultural cooperation and its importance for survival, McGraw-Hill, 2010 Lewis, R.D.: When Cultures Collide-Third Edition: Leading Across cultures: Leading, Teamworking and Managing Across the Globe, N. Brealey Publishing, 2005 Rosenberg, M.B.: Nonviolent Communication. A Language of Life. Puddle Dancer Publ., 2003 Trompenaars, F.; Hampden-Turner, Ch.: “Riding the waves of culture. Understanding cultural diversity in business”, Irwin, 2012 Team Organization:

129

Bens, I.: Facilitating with Ease! Core Skills for Facilitators, Team Leaders and Members, Managers, Consultants, and Trainers, Jossey-Bass Business & Management Series, 2012 Harvard Business Review: HBR Guide to Project Management, Harvard Business Review Press, 2013 Harvard Business Review: HBR's 10 Must Reads on Collaboration, Harvard Business Review Press, 2013 Lewis, R.D.: When Teams Collide: Managing the International Team Successfully, N. Brealey Publishing, 2012 Änderungsantrag, V 2.0, Februar 2015 Seite 70 von 139 Thomsett, M.C.: The Little Black Book of Project Management, Amacom Books, 2009 PRE-REQUISITES None ASSESSMENT Continuous Evaluation & final exam

130

COURSE TITLE: Job Application s and Assessment ECTS CREDITS: (30 = SEM. WORKLOAD)

1

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 2 SEMESTER: 4 (spring semester)

LEARNING GOALS * To help participants understand their job-relevant strengths and growth potentials * To guide students in their selection of potential future career paths * To understand the purpose of resumes and how they are used by employers * To develop a resume that could be used for a future application * To understand the purpose of an informational interview and how to conduct one * To understand how employment/internship interviews are conducted by employers and how to be successful at presenting yourself in a professional manner to an employer/internship provider COURSE CONTENT * Do market research on professional fields of interest * Identify desired working conditions * Identify areas of interest and potential job fields * Identify key transferable skills set * Construct a personal vision and/or a Career & Life Plan * Understand the purpose of different types of job interviews and questions that could be asked by interviewer and interviewee * Learn what's included in a personal application portfolio and how to prepare an effective resume * Practice information gathering and employment interviews READING LIST MANDATORY READING. Textbook/Script, Handout 10a; Handout 12; Handout 17; Handout Job Ad Analysis (located on Future Learning Platform) OPTIONAL LITERATURE: •Dunning, Donna (2001). What’s your type of career? Unlock the Secrets of Your Personality to Find Your Perfect Career Path •Porot, D. (1995). The Pie Method for Career Success: A Unique Way to Find Your Ideal Job PRE-REQUISITES Personal Skills Assessment, Teamorganisation ASSESSMENT Attendance: 100%. Absences result in "course fail" grade. Performance requirements: job advertisement research, completion of a resume and motivation letter, participation in FH Career event & related research paper

131

COURSE TITLE: Consultancy Skills ECTS CREDITS: (30 = SEM. WORKLOAD)

2

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 2 SEMESTER: 4 (spring semester)

LEARNING GOALS * Get an overview of the "nuts and bolts" of the international consultancy business * Learn to appreciate the wide skill mix, professional attitudes, behavioral and entrepreneurial competences required of international business consultants *Assess your presentation skills and start developing a professional skill level * Become introduced to and learn to apply tools for assessing client needs *Get an overview of selected real-world consultancy projects in the private sector COURSE CONTENT * Foundations of a working consultancy (types, contexts, functions, approaches) * Day-to-day consultants' roles and responsibilities *Professional code of conduct *Professional presentation skills intensive *Client needs assessment * Client relationship management skills *Intercultural sensitization *Overview of selected consultancy projects in the private sector READING LIST Mandatory readings: Handouts posted on Future-Learning platform SUPPORTING (optional) LITERATURE: Consultancy know-How: •Biech, Elaine (2007). The Business of Consulting. The Basics and Beyond. Pfeiffer (2nd edit.) •Block, Peter (2011), Flawless Consulting. A guide to getting your expertise used. Jossey-Bass. Katcher, B. & Snyder, A. (2010). Insider's Guide to Building a Successful Consulting Practice, McGraw-Hill Professional •Lambden, Christine (2008). Everyday Practices of Extraordinary Consultants – A Field Guide for Consultants. Red LIne •Stroh, L.K. & Johnson, H.H. (2005). The Basic Principles of Effective Consulting. Lawrence Erlbaum Associates. •Vile, A. (2010). The Savvy Guide to Consulting and Consultancy Skills. Thesavvyguideto. •Weiss, Alan (2009). Getting Started in Consulting. Wiley • Weiss, Alan (2009). Million Dollar Consulting: The Professional’s Guide to Growing a Practice, 4th edition, McGraw-Hill Professional presenting: • Bartlett, David (2008). Making Your Point: Communicating Effectively with Audiences of One to One Million, St. Martin’s Press • Duarte, Nancy (2008). Slideology. The Art and Science of Creating Great Presentations. O’Reilly Media • Reynolds, Garr (2008). Presentation Zen: Simple Ideas on Presentation Design and Delivery (Voices That Matter), Addison-Wesley Longman • Reynolds, Garr (2010). Presentation Zen Design: Simple Design Principles and Techniques to Enhance Your Presentations (Voices That Matter), 1st edition, New Riders Interpersonal & intercultural skills: • Thomas, David C. (2010). Cultural Intelligence: People Skills for Global Business. ReadHowYouWant • Trompenaars, F. & Hampden-Turner, C. (2002). Riding the Waves of Culture. Understanding Cultural Diversity in Business, 2nd edition, McGraw-Hill PRE-REQUISITES Personal Skills Assessment, Teamorganisation, Consultancy Models ASSESSMENT

132

ATTENDANCE/absence policy: 100 % attendance, no make-up opportunity. PERFORMANCE evaluation: Grades will be given according to the school system based on: • Active individual class participation • Project assignment • Skill levels demonstrated in the creation & delivery of the project assignment

133

COURSE TITLE: Career Planning ECTS CREDITS: (30 = SEM. WORKLOAD)

1

PROGRAMME: MA, Business Consultancy International YEAR OF STUDY: 4 SEMESTER: 2 (spring semester)

LEARNING GOALS The core objective of this course is to help students prepare for their TRANSITION TO ENTERING THE WORKFORCE. Students will learn how to develop a CAREER DEVELOPMENT PLAN based on the data and experience from the previous Teamwork/Organization course. Students will learn how to prepare for professional INTERVIEWS and will develop a PROFESSIONAL “PITCH”. Focus on NETWORKING as well. This course will provide opportunities for participants to get feedback on their CVs (resumes) and interview technique. COURSE CONTENT • Career Development • Development planning and career forecasting • Interviewing Skills • Basics of preparing for interview, mock interviews • Developing a Professional Pitch • Prioritising • Networking basics and best practices • Individual Feedback sessions Instructor will meet with each student individually to provide feedback and discuss students overall personal competence and immediate career plans. READING LIST The following E-Books are required reading for all course participants (available on the E-Learning platform): Brian McIvor: Career Detection, Interview-wise; e-books available on-line. OPTIONAL READING: -CAREER DEVELOPMENT: Brian McIvor: Career Detection (Management Briefs, 2008) Bolles, Richard N. What Color is Your Parachute? 2015 Edition. A practical manual for job-hunters and career-changers. Tieger, Paul D. et al. Do what You Are. Discover the perfect career for you through the secrets of personality type. Buckingham, M. Now, Discover Your Strengths. Tom Rath: Strength Finder 2.0 (Gallup Press) -NETWORKING and INTERVIEWING Brian McIvor: Career Detection, Interview-wise; e-books available on-line(Management Briefs) Daniel Porot: 100 Secrets of Salary Negotiation Mackay, H. Dig Your Well Before You're Thirsty: The Only Networking Book You'll Ever Need. Kahn-Panni, Phillip. How to make your point in just a minute.

134

CAREER DEVELOPMENT: Bolles, Richard N. What Color is Your Parachute? A practical manual for job-hunters and career-changers. Harvard Business School Publ. Harvard business review on work and life balance. Tieger, Paul D. et al. Do what You Are. Discover the perfect career for you through the secrets of personality type. Buckingham, M. Now, Discover Your Strengths. NETWORKING: Mackay, H. Dig Your Well Before You're Thirsty: The Only Networking Book You'll Ever Need. Bakes, W. Networking Smart: How to Build Relationships for Personal and Organizational Success. Bolton, Robert. People Skills. How to assert yourself, listen to others, and resolve conflicts. Kahn-Panni, Phillip. How to make your point in just a minute. PRE-REQUISITES Teamwork/Organization. The pre-requisite for Master courses are at least 2.5 years of prior studies at your home institution and a valid bilateral contract between our institutions for Master exchange. ASSESSMENT ASSESSMENT: Active in-class participation; individual & group activities throughout the course of the workshop; individual personal competence assessment and immediate professional career planning; comprehensive post-workshop reflection paper. ATTENDANCE: 100%. Failure to attend all or part of the workshop will result in a course “FAIL” grade.

135

INTERNATIONAL ACCOUNTING AND

FINANCE SPRING SEMESTER 2016

136

COURSE TITLE: Financial Planning, Budgeting and Controlling ECTS CREDITS: (30 = SEM. WORKLOAD)

4

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 2 SEMESTER: 4 (spring semester)

LEARNING GOALS The students should understand the role of strategic and operating financial planning and know the role of Controlling and the controller in a company. They should be able to draw up, interpret and analyse various budgets and forecasts. COURSE CONTENT This course consists of 2 parts: Part 1 consist of 4 general tutoring sessions with the main subjects being: SESSION 1: Financial planning, forecasting and budget creation SESSION 2: Budgeting; master-, operating- and cash-budget SESSION 3: Controlling, performance management and reporting SESSION 4: Case company presentations, Re-cap Part 2 consists of a ‘Business Simulation’ workshop for 2 full days: Students will play in groups of 4-5 students on a board game, and will learn how to operate and manage a manufacturing company in real life situations. They will learn how different actions affect the balance sheet, the P&L and the company's liquidity. READING LIST Scriptum and Case Recommended additional literature: Penning, Aubrey: "Preparing and Using Budgets: Tutorial", Osborne Books, 2013, ISBN: 978-1-909173-27-9 Penning, Aubrey: "Preparing and Using Budgets: Workbook", Osborne Books, 2013, ISBN: 978-1-909173-28-6 Horngren, Charles T. et al.: ”Management and Cost Accounting”, Prentice Hall (various editions) Bowhill, Bruce: "Business Planning and Control", John Wiley & Sons PRE-REQUISITES Fundamentals of Accounting, Financial Accounting, Cost Accounting ASSESSMENT Grading: Your final grade will be composed of: • 60% final written exam, 90 min., with around 80% of the questions relating to the general tutoring sessions (exercises and calculations) and 20% relating to the Business Simulation workshop • 40% continuous evaluation: case study and class participation during the 4 tutoring sessions. Attendance requirements: For the general tutoring sessions: attendance is mandatory for 3 out of the 4 general sessions; consultation with the lecturer is required! For the Business Simulation workshop: 100% attendance, i.e. 2 full days, is required.

137

If these attendance requirements are not met, ONE out of three attempts to complete the course is lost. As a consequence, students also lose all part grades (class participation, case workings) which they obtained during the course. Starting with the SECOND ATTEMPT the final exam will count 100% of the final grade and it will last for 120 minutes. Approximately 90% of the questions will relate to the general tutoring sessions (exercises and calculations) and 10% to the Business Simulation workshop.

138

COURSE TITLE: Analysis of Financial Statements & Financial Reporting ECTS CREDITS: (30 = SEM. WORKLOAD)

4

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 2 SEMESTER: 4 (spring semester)

LEARNING GOALS The students will learn to use financial statements (balance sheet, income statement, cash flow statement) as a source of information for judging the financial situation of a company in terms of profitability, liquidity and risk. Furthermore, the students should be able to calculate and interpret common financial ratios and to use them as a basic instrument for making decisions. The context will be illustrated via real life business examples. CONTENT Chapter 1: the first chapter outlines a comprehensive framework for financial statement analysis. Chapter 2: Strategy analysis is an important starting point for the analysis of financial statements. Chapter 3: The purpose of accounting analysis is to evaluate the degree to which a firm's accounting captures its underlying business reality. Chapter 4: This chapter discusses the most common types of accounting distortions that can arise and shows how to make adjustments to the standardized financial statements to undo these distortions. Chapter 5: The goal of financial analysis is to assess the performance of a firm in the context of its stated goals and strategy. There are two principal tools of financial analysis: ratio analysis and cash flow analysis. READING LIST Palepu Krishna G.; Healy Paul M.; Peek Erik; Duff and Phelps: Business Analysis and Valuation, IFRS edition; 3rd edition; Cengage Learning 2013; ISBN-13: 9781408056424 PRE-REQUISITES Fundamentals of Accounting; Financial Accounting ASSESSMENT Attendance requirement: Compulsory attendance: 4 out of 7 sessions; missing more than 3 sessions automatically results in the loss of the FIRST attempt to complete the course; students will then have another 2 attempts to complete the course. Grading: Written examination, duration: 90 minutes Class participation

139

COURSE TITLE: Banking, Credit and Money Markets ECTS CREDITS: (30 = SEM. WORKLOAD)

4

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 2 SEMESTER: 4 (spring semester)

LEARNING GOALS The main objective of this module is to give students a firm basis in the role, organization and structure of financial markets in addition to a good understanding of financial securities transacted. Moreover, the student should be made conversant with the theoretical framework used to analyse financial markets. The student should obtain a good understanding of the role of these markets in the economy and a rather clear, if stylised, picture of how the markets function. This should provide a solid basis on which to build a deeper appreciation of some of the more specialised topics which come in later modules. CONTENT 1. Money and the Financial System: sectoral imbalance and the economic role of the financial system; stylised financial statements of credit institutions and central banks; money - economic role, policy role, measurement issues. 2. Banking and Credit: role of credit and credit instruments; problem of asymmetric information and its consequences; structure of banking systems in the EU and the USA. 3. The Money Market: Role of money markets and principle instruments. The international wholesale money market and operations. 4. The term-structure of interest rates; theories of the term structure; monetary policy and the term structure. READING LIST Books: Mishkin, F.S.: “The Economics of Money, Banking and Financial Markets;, Pearson Intl. Ed.2006; Mishkin, F.S.; Eakins, S.G.: “Financial Markets and Institutions”; Pearson Intl.Ed. 2006, 5th Ed.; Cassidy, C.: “Understanding Money and Interest”, MBS Vienna 1999; Bodie, Z; Kane, A.; Marcus, A.J.: “Essentials of investments”; McGraw-Hill 2008; Fabozzi, F.J.: "The Handbook of Financial Instruments"; Wiley 2002 Scientific journals; recommended materials from the financial press PRE-REQUISITES The Financial System. ASSESSMENT Final examination and continuous evaluation.

140

COURSE TITLE: Capital Markets and Investment ECTS CREDITS: (30 = SEM. WORKLOAD)

4

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 2 SEMESTER: 4 (spring semester)

LEARNING GOALS This course will provide the students with the viewpoint of the financial manager of a multinational corporation with investment or financial operations in more than one county. The course provides a framework for evaluating the many opportunities, costs, and risks of multinational operation. The course covers such topics as international financial instruments, foreign exchange and Eurocurrency markets, management of currency risk rationale for hedging currency risks, derivatives markets and international corporate governance and international cost of capital. Students will obtain basic knowledge about specific aspects of corporate finance as applied by a multinational corporation. CONTENT 1. Multinational Enterprise and Multinational Financial system. Risks involved in management of Multinational Corporations. 2. The determination of Exchange rates. Foreign Exchange. Exchange rate risks. Parity Conditions in International Finance. Foreign exchange risk. Eurocurrency markets. 3. Presentations on the topics listed at the end of session 1, followed by discussions. Exchange rate forecasting. 4. Derivative Securities. Specific hedging strategies. 5. Transaction, translation and operating risks and exposures. Case study (preparation work). 6. Case study analysis, discussion Short term financing strategy. Treasury management. Financing international trade. 7. Multinational Capital Structure and Cost of Capital. Designing a Global Financing Strategy. Country Risk. International Portfolio Investment, Investment versus Financing Methodology. READING LIST Main textbook: Alan C. Shapiro: Multinational Financial Management (9 ed.), John Wiley & Sons, Inc ISBN: 978-0-470-45035-2 July 2009, ©2010 Supplementary: Kirt C. Butler: Multinational Finance, (4 ed.), John Wiley& Sons, Inc. 2008 FT, Economist (selected articles on current topics related to course) Presentations Handouts (additional articles, other reading materials) to each session Case Study: GM Forex Hedging strategies at GM. Transactional and translational exposures PRE-REQUISITES Principles of Corporate Finance I and II ASSESSMENT In-class test (1) 20% of the grade Small in-class presentation 10% of the grade Case Study analysis 10% of grade Final written test 60% of grade The final test must be passed (= 60%) in order to obtain a positive grade for the course. Evaluation in detail: Test(s)

141

Mid-term test. Duration – about 50 minutes. The test will consist of true/false statements, multiple choice questions and small cases /calculations, covering the entire course up to that point in time. Group presentation on the current issues related to the topics discussed in class. The groups will be formed and the topics distributed by the end of the session 1. Presentations take place at the beginning of the session 3. Presentation time – 15 min. Each group member should present. This is a group assignment. 15% of the grade. Case Study “Foreign Exchange Hedging Strategies at General Motors: Transactional and translational Exposures” The case study will distributed after the session 4 and give an example of practical implication of hedging strategies with derivative instruments in the real life situation. This is a group assignment. The grade of the group will apply to all members of the group. The cases should be submitted in written /electronically on the day before the class Final written test The final written test will require solutions of small and bigger cases. (Essay answers and calculations involved)

142

COURSE TITLE: Cash and Treasury Management ECTS CREDITS: (30 = SEM. WORKLOAD)

4

PROGRAMME: MA, Business Consultancy International YEAR OF STUDY: 4 SEMESTER: 2 (spring semester)

LEARNING GOALS The focus of the course is put on the key elements of Treasury Management, Asset/Liability Management and Cash Management covering both external and internal factors. External topics contain the relevant products, markets, methods and agents for Treasury management together with the regulatory environment. Internal fields are the processes, resources and forms of organisation typically to be found in Financial Institutions. CONTENT 1) Treasury Organisation Setup of state-of-the-art Treasury organization: Departments, Functions, Systems, Committees, Targets, Code of Conduct, Education, Audit, Strategies, Policies, Guidelines, Outsourcing, Manager Selection, Fees, Regulatory environment; Trading book vs. banking book; Financial Markets; Main Risk factors 2) Treasury Environment Regulatory environment; Central Banks; Trading book; Banking book; Financial Markets; Main Risk factors; Accounting; Budgeting 3) Treasury Instruments Part I Money Market Instruments: Loans, Deposits, Commercial Papers, Certificates of Deposits, Repo, Reverse Repo 4) Treasury Instruments Part II Foreign Exchange, FX Forwards, Interest Rate Derivatives (Swaps, Options, Futures), Commodities, Alternative Investments 5) Asset/Liability Management Risk factors: Interest rate risk, Liquidity risk, Investment risk. Management concept to address the risk matrix in A/L Management 6) Risk management in Treasury Risk limits; Risk reporting; Stress scenarios, Stress testing; Compliance 7) Cash management Objectives of Cash management; Cash management models; Cash management products READING LIST Treasurer’s Handbook (Financial Markets: A Practioner’s Guide) by Enthofer / Haas (Linde, 1st or 2nd edition) PRE-REQUISITES Scientific Calculator TI 30 or higher ASSESSMENT Final written test 100% of grade (max 100 coins) The final test must be passed (= 60% or 60 coins) and a total of 60 coins for the course must be earned in order to obtain a positive grade for the course.

143

The final test will contain approx. 15 questions which include multiple choice questions, true/false quizzes, calculations, chart/workflow drawings and request essay-type answers Reseat: Written Test 100% of grade (max 100 coins)

144

COURSE TITLE: Internal Contro l and Auditing ECTS CREDITS: (30 = SEM. WORKLOAD)

4

PROGRAMME: MA, Business Consultancy International YEAR OF STUDY: 4 SEMESTER: 2 (spring semester)

LEARNING GOALS Students shall gain a general understanding of how internal controls frameworks are organized and how their effectiveness can be evaluated. In addition, the course shall provide insights into the scope of an audit in accordance with International Standards on Auditing (ISAs) and the procedures required in performing such an audit. CONTENT The course deals with the design and implementation of internal controls frameworks and the testing of design, implementation and operative effectiveness of internal controls (based on the COSO model). In addition, the course deals with different types of services provided by auditing firms and the legal and regulatory framework for these services. The focus is on standards and recommendations published by the International Auditing and Assurance Standards Board (IAASB) and the legal framework within the EU. READING LIST Handouts and hyperlinks to publicly available information will be provided by lecturer. PRE-REQUISITES Financial Accounting, Cost Accounting; general understanding of business processes The pre-requisite for Master courses are at least 2.5 years of prior studies at your home institution and a valid bilateral contract between our institutions for Master exchange. ASSESSMENT Class participation and group projects (20 %) Written exam at the end of the semester (80 %) Compulsory attendance: 4 out of 7 sessions; missing more than 3 sessions automatically results in the loss of the first attempt to complete the course.

145

COURSE TITLE: Markets for Derivative Securities ECTS CREDITS: (30 = SEM. WORKLOAD)

4

PROGRAMME: MA, Business Consultancy International YEAR OF STUDY: 4 SEMESTER: 2 (spring semester)

LEARNING GOALS Understanding the role of derivatives in the broader context of global financial markets; comprehension of the capacity of derivatives in risk management. CONTENT Futures, options - terminology, valuation, trading, application. The teaching methods will include practical demonstrations as well as real life cases studies; active participation by students is required. READING LIST Robert W. Kolb and James A. Overdah: Futures, Options, and Swaps, Blackwell Publishing. Please note that students are not expected to buy the book, as it is available in the library. Contents relevant for the class will be provided by the lecturer before the start of the course. PRE-REQUISITES Knowledge and understanding of the terms: Money market, Monetary policy, Federal Reserve, Government bond, Duration, Yield curve, Equity index, Dividend, Interest rate parity theory ASSESSMENT Written exam, 1.5 hrs., 60 % to pass

146

INTERNATIONAL MARKETING AND

SALES SPRING SEMESTER 2016

147

COURSE TITLE: International Sales Law ECTS CREDITS: (30 = SEM. WORKLOAD)

3

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 2 SEMESTER: 4 (spring semester)

LEARNING GOALS To give knowledge and ability to draft and to manage an international sale contract from formation to performance. COURSE CONTENT Short introduction of the history of Uniform Sales Law: from LUVI and LUFC to the United Nations Convention on Contracts for the International Sale of Goods (CISG). Analysis of CISG rules: - Sphere of application - Formation of the contract: - Obligations of the seller: delivery, conformity of the goods, remedies for breach of contract by the seller - Obligations of the seller: payment of the price; taking delivery, remedies for breach of contract by the buyer; - passing of risk; - Damages, impossibility to perform, hardship; - Basic differences to Austrian Contract Law. DURING CLASSES STUDENTS MUST TAKE NOTES READING LIST Essential literature John Honnold,Harry M. Flechtner, Uniform law for international sales under the 1980 United Nations convention, NL, Kluwer, 2009 Schlechtriem/Butler, UN Law on International Sales: The UN Convention on the International Sale of Goods; 1st edition, Springer 2008 Optional literature Huber/Mullis, The CISG; 1st edition, Sellier 2007 Fritz Enderlein, Dietrich Maskow, New International sales law: United Nations Convention on Contracts for the International Sale of Goods: Convention on the Limitation Period in the International Sale of Goods: commentary, New York, Oceana, 1992. PRE-REQUISITES Knowledge of the basic principles and methods of private law and awareness of the different national legal systems especially the distinction between Civil Law and Common Law. 1. Attendance at all lectures etc. is compulsory on the part of the student. Students should be made aware that; (i) Absence from 25%, or more, of classes requires the student to complete a make-up assignment, and (ii) Absence from 50% of classes results in an automatic grade 5 being recorded at the final examination, irrespective of the student’s performance at that examination ASSESSMENT 30% Class participation 40% Individual written research about themes assigned by the teacher (maximum 5 pages) 30% Written test (multiple choice questions: 60 quizzes, 1 h and ½ of time)

148

COURSE TITLE: International Marketing Strategy and Planning ECTS CREDITS: (30 = SEM. WORKLOAD)

6

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 2 SEMESTER: 4 (spring semester)

LEARNING GOALS This course is designed to provide you with a framework within which global marketing operations can be analysed, understood, and undertaken. It focuses on the issues faced by firms in today’s multinational marketplace, particularly those that relate to marketing strategy formulation and implementation. We will recognize in this course that most business issues addressed in the multinational context are similar to those firms implicitly or explicitly face in their domestic operations. The main differences between domestic and multinational operations are usually matters of degree, variation, and complexity of controllable (i.e., marketing mix elements, management issues) and uncontrollable forces (i.e., aspects of the national and cultural environments that exist around the world). The main learning experience in this course is placed on multinational marketing decision-making, through the use of interactive class sessions and the preparation of a marketing plan for market entry of a product/service into a foreign market. Hence, students successfully completing this course will be able to: -understand the international marketing environment. -contemplate and analyse international marketing opportunities. -gain an understanding of international marketing effort related to the market entry and marketing mix strategies. -identify, interpret and evaluate information sources related to multinational marketing -develop critical thinking ability and problem-solving skills through experiential learning -expand creative, research, analytical and writing skills by developing a comprehensive analysis of an international marketing program. Project: What it is: The project allows for applying the theoretical knowledge acquired in the theory sessions, within the reading material. Your task for the real life group project will be to prepare a marketing plan for market entry of a product/service of your choice into a foreign market. You may choose B2C products (e.g., food, beverages, FMCG, porcelain, etc.) or B2B products. The target market has to be new for the venturing company. The cross-national teams consist of 3-5 students. You are expected to utilize data resources available on the Internet and other sources to substantiate your analysis and recommendations. You will present your analysis and recommendations during and at the end of the course in a plenary session What to do: Provide input on your international market selection process (MA/CS matrix) and on the environment of your country market on the macro, meso, and micro level with a focus on your product Decide on an entry mode Develop a marketing strategy Students will be assessed on the quality of the project presentation - by quality in this context is meant the clarity and persuasiveness of each bit of the work.

149

CONTENT 1 Introduction Lecture: Global Marketing in the Firm Lecture: Initiation of Internationalization 2 Lecture: Development of the Firm’s International Competitiveness Lecture: PESTLE Case Discussion: t.b.d. 3 Lecture: International Market Selection Process Case Discussion: t.b.d. 4 Presentations Project Phase I 5 Lecture: Foreign Entry Modes Case Discussion: t.b.d. 6 Presentations Project Phase II 7 Lecture: Product Decisions Case Discussion: t.b.d. 8 Lecture: Pricing Decisions Lecture: Distribution Decisions 9 Lecture: Communication Decisions 10 Final Project presentations Exam READING LIST Svend Hollensen. Global Marketing – A Decision-Oriented Approach. 5th ed., Prentice Hall, Financial Times. 2011. ISBN-978-0-273-72622-7 PRE-REQUISITES None. ASSESSMENT Project 35% Peer Rating 10% Participation 5% Written Exam 50% The final test must be passed (= 60%) in order to obtain a positive grade for the course. Grading: 0 - < 60% 5 60 - < 70% 4 70 - < 80% 3 80 - < 90% 2 = 90% 1

150

COURSE TITLE: Consumer Behaviour ECTS CREDITS: (30 = SEM. WORKLOAD)

2

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 2 SEMESTER: 4 (spring semester)

LEARNING GOALS Consumer Behavior examines the psychological and sociological processes involved when individual consumers or groups select, purchase, use or dispose of products, services, ideas or experiences. Apart from studying decision-making and purchase processes, it is concerned with the interrelationships between individual consumers and their social realities. Consumer Behavior presents a dynamic and multidimensional subject deriving theories from psychology, sociology, neuroscience, economics, semiotics and anthropology. As such, it not only focuses on issues related to consumer goods and services but also embraces broader social problems such as poverty, obesity and environmental pollution. This course takes an interdisciplinary perspective and aims to foster students´ understanding of the various facets of consumer behavior as well as encourage them to critically reflect on their roles as private consumers and future marketing professionals. More specifically, the course aims to enable students to: (1) Foster in-depth knowledge about the process of consumer behavior (2) Develop an understanding of individual and contextual factors of consumer behavior (3) Explore variations in consumer behavior within and across (sub-) cultures (4) Understand the various implications consumer behavior holds for business practice (5) Independently explore a specific type of consumer behavior in the real world (6) Critically reflect on the role of marketing in influencing and shaping consumer behavior CONTENT (1) Introduction to Consumer Behavior (2) Consumers as Individuals (3) Consumer Decision Making (4) (Sub-) Cultural Influences on Consumer Behavior READING LIST Michael R. Solomon (2011): Consumer Behavior. Buying, Having, and Being. 9th edition. Pearson. PRE-REQUISITES Introductory Knowledge of Principles of Marketing ASSESSMENT The evaluation of the course consists of three components, Part A, B and C. To obtain a passing grade, the student has to obtain a minimum of 60% in each part. There is no possibility to compensate between the three parts as they are treated as separate examinations of the student’s performance. Part A: Reading Assignments 10% Part B: Group Field Project 40% Part C: Final Exam 50% The minimum attendance requirements of the course amount to 65%; this means that students can miss two classes out of a total of six.

151

COURSE TITLE: Applied Selling Skills ECTS CREDITS: (30 = SEM. WORKLOAD)

4

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 2 SEMESTER: 4 (spring semester)

LEARNING GOALS The objectives of this course are: 1. Understand the role of personal selling 2. Become competent at conducting a sales call 3. Understand and implement The Harvard Principle in Negotiations This class will bring together the foundation of sales learned in the Principle of Sales course that you have already taken. Students will be expected to show case their comprehension of the sales process and negotiation process during a combination of group exercises, written work, role-plays conducted via video and in-class and participation during class. The profession of sales is an active one and as such emphasis will be placed on your active participation in both grading and class time. Additionally, sales professionals must be self-motivating with exceptional self-determination and self-management skills. Much of the material covered will be done so without extensive direction requiring that you be prepared to execute assignments on your own or in groups. CONTENT SESSION 1: MONDAY 27.4.15 13:30-17:00 S26 INTRODUCTIONS, SYLLABUS, ETHICS, ELEVATOR PITCH, THE SALES PROCESS (FRUTELL PART I) PAPER ON "WHAT DOES BEING A SALES PROFESSIONAL MEAN TO ME" SESSION 2: MONDAY 4.5.15 13:30 – 17:00 S23 THE SALES PROCESS PART I (FUTRELL PART I & II) SESSION 3: WEDNESDAY 6.5.15 9:00 – 12:30 S31 THE SALES PROCESS PART II (FUTRELL PART III & CHAPTER 15) SESSION 4: FRIDAY 8.5.15 13:30 – 17:00 S17 NEGOTIATIONS – THE HARVARD PRINCIPLE SESSION 5: WEDNESDAY 13.5.15 9:00 - 12:30 S26 NEGOTIATIONS: CASE STUDY PAPER AND ROLE-PLAY (25 MINUTES EACH ROLE-PLAY) SESSION 6: MONDAY 18.5.15 9:00 - 12:30 S21 RECORD ELEVATOR PITCH IN GROUPS SESSION 7: MONDAY 18.5.15 13:30 – 17:00 S21 ELEVATOR PITCH SELF-EVALUATION DUE. TOMMY BOY READING LIST Fisher, Rober, William Ury and Bruce Patton, GETTING TO YES Negotiating Agreement Without Giving In, Penguin Books, New York New York, 1991. Futrell, Charles M. (2011): Fundamentals of Selling, 12th Edition, McGraw-Hill International Edition. PRE-REQUISITES

152

Ability to attend the course and your commitment to prepare prior to class sessions. ASSESSMENT The course is evaluated as follows: 1. 10% Participation 2. 5% 1 page paper: What does being a Sales Professional Mean to Me? 3. 20% Self-Presentation, 30 Second Elevator Pitch 4. 15% Negotiation Team Role-Plays broken down as follows: 10% Role Play (individual performance) 5% team paper. 5. 50% 1.5 hour exam on the text books (except Futrell Chapters 16 & 17) and all class notes and discussions Please note: you need to pass the final exam to pass the course Attendance is mandatory for the discussion of the case studies. Failure to attend a case study discussion or turn work in late will result in a 1 (0ne) grade reduction on the assignment for that individual. Absence from 50% of classes results in an automatic grade 5 being recorded at the final examination, irrespective of the student’s performance at that examination.

153

COURSE TITLE: International Communication s Strategy ECTS CREDITS: (30 = SEM. WORKLOAD)

4

PROGRAMME: MA, Business Consultancy International YEAR OF STUDY: 4 SEMESTER: 2 (spring semester)

LEARNING GOALS This course provides students an opportunity to gain an understanding of advertising and other mass communications marketing practices: common business activities and terminology, perspectives applied when taking the optimal approach to decisions, plus descriptions and rationales of common practices. It aims at providing essential insights to advertising strategy, execution and analysis as well as media and planning. Consequently, it deals with the concepts, tools and methods employed to approach the challenging tasks of advertising evaluation and analysis as well as measurement of advertising effectiveness. Objectives of the course: 1. Increase the understanding of the communication process. 2. Translate brand positioning elements into a relevant, differentiating, and consistent advertising strategy. 3. Understand the major factors of media planning 4. Enhance knowledge about the important issues in planning and evaluating integrated marketing communications. 5. Apply the appropriate theories and tools to plan, develop, and evaluate marketing communications. The general objectives of the project focus on providing an opportunity to design a comprehensive integrated marketing communications (IMC) plan, enabling you to achieve a keen awareness and understanding of the decisions, issues, and activities involved in developing such a plan. Specifically, the project is designed so you will: 1. achieve an understanding of the major elements comprising the marketing communications mix; 2. fully comprehend the meaning and relevance of integrated marketing communications; 3. appreciate the complexity of designing a complete IMC plan; 4. achieve a high proficiency in locating, understanding, and using information sources for marketing communications program design, execution, and measurement; and 5. enhance your ability to communicate logically and persuasively in spoken, written, and visual language. In short, the fundamental objective of the project is to learn how to create a first-rate integrated marketing communications plan. CONTENT 1 Introduction Discussion & Lecture 1: Warm up IMC and its Role in the Marketing Process Kick off Project 2 Lecture 2: Organizing for Advertising and Promotion: The Role of Ad Agencies and Other Marketing Communication Organizations Lecture 3: International Marketing Communications & the Internet

154

3 Lecture 4: Establishing Objectives & Budgeting for the Promotional Program Presentations Status Report I 4 Lecture 5: Communication Process & Source, Message, and Channel Factors Lecture 6: Creative Strategy: Planning and Development 5 Lecture 7: Creative Strategy: Implementation and Evaluation Presentations Status Report II 6 Lecture 8: Media Planning & Strategy Lecture 9: Measuring the Effectiveness of the Promotional Program 7 Final Project Presentations READING LIST Mandatory course book: Belch & Belch. Advertising and Promotion: An Integrated Marketing Communications Perspective. 9th ed. Global Edition. 2012. Mc Graw Hill. ISBN 9780071314404 Online Search Resources Proquest Contains abstracts of nearly 1000 U.S. and international academic and trade business publications with the full text of half of the journals available. Factiva Includes over 6000 newspapers, trade journals, and wire services in full text. Use for articles, industry or company information. Lexis-Nexis Academic Search the full text of thousands of local, national and international newspapers, consumer and trade magazines and journals. Internet Advertising Resources Advertising World: The Ultimate Communications Directory (from the University of Texas) http://advertising.utexas.edu/world/ eMarketer: http://www.emarketer.com/ereports/welcome.html Provides e-advertising report, free weekly newsletter, list of top e-business sites and more PRE-REQUISITES International Marketing and Sales. The pre-requisite for Master courses are at least 2.5 years of prior studies at your home institution and a valid bilateral contract between our institutions for Master exchange.

155

ASSESSMENT Project 40 Peer Rating 10 Written Exam 50 The final test must be passed (= 60%) in order to obtain a positive grade for the course. Grading: 0 - < 60% 5 60 - < 70% 4 70 - < 80% 3 80 - < 90% 2 = 90% 1

156

COURSE TITLE: Applied Market ing Research ECTS CREDITS: (30 = SEM. WORKLOAD)

3

PROGRAMME: MA, Business Consultancy International YEAR OF STUDY: 4 SEMESTER: 2 (spring semester)

LEARNING GOALS This course aims at conveying a sound understanding of how marketing research projects work in practice. Integrating the knowledge you have acquired so far, the focus of this class is on 'real life' research projects. I.e., you will learn to raise a research question properly, to design research processes, how to collect data and analyze them as well as how to present results and to write a report. Upon completion of this course, you shall be able to conduct, evaluate, and monitor any marketing research project. Additionally emphasis is dedicated to the issue of application of multivariate statistical methods (Reliability analysis, logistic regression, factor analysis, and cluster analysis). CONTENT 1 Introduction to class Projects: Kick-off (Image, Campaign, Secondary data) Discussion & lecture: Basic concepts in global marketing research, secondary data analysis, research methods 2 Lecture: Questionnaire, scaling, online survey tool (Qualtrics) Project pre & feedback 1 & lecture: Marketing problem, research question, secondary data screening Q&A Project 3 Lecture: Sampling, field work Project pre & discussion & feedback 2: Questionnaire design & pretest results 4 Lecture: Data preparation & analysis: Logistic regression 5 Lecture: Analysis: Reliability analysis & factor analysis Project pre & discussion 3: Secondary data analysis outline 6 Lecture: Analysis: Cluster analysis Project pre & feedback 4: Questionnaire: data analysis outline 7 Lecture: Conclusion & presentation of results (reporting) Project pre & feedback 5: Image results 8. Project 6: Final presentations 9 Exam This information may be subject to change.

157

READING LIST Malhotra, Naresh K.: Marketing Research An Applied Orientation: Global Edition Pearson, London, 6th ed., 2010 Polonsky, Michael Jay; Waller, David S.: Designing and Managing a Research Project, Sage, London, 2nd edition, 2011 Field, Andy: Discovering Statistics Using SPSS, Sage, London, 3rd edition, 2009 PRE-REQUISITES Attendance of class Qualitative Empirical Methods (e.g., in the same semester). The pre-requisite for Master courses are at least 2.5 years of prior studies at your home institution and a valid bilateral contract between our institutions for Master exchange. ASSESSMENT • Progress pre 1 (RQ, RD, 2ndary data) 5 • Progress pre 2 (questionnaire design & pretest results) 5 • Progress pre 3 (secondary data analysis outline) 5 • Progress pre 4 (questionnaire: data analysis outline) 5 • Progress pre 5 (image results) 5 • Final presentation 15 • Report 30 • Exam 30 The final exam must be passed (= 60%) in order to obtain a positive grade for the course.

158

COURSE TITLE: Strategic Sales Management ECTS CREDITS: (30 = SEM. WORKLOAD)

3

PROGRAMME: MA, Business Consultancy International YEAR OF STUDY: 4 SEMESTER: 2 (spring semester)

LEARNING GOALS The role of sales management continues to evolve into a vital role of professionals who shape company strategy and execution plans. Focus will be placed on discussion of case studies in which students have the opportunity to explore solutions and discuss them with their peers. CONTENT SESSION 1, 2-5 p.m. Wednesday, 19 March 2014 • Course Overview & Expectations • Chapters 1-6 SESSION 2, 2-5 p.m. Wednesday, 26 March 2014 • Chapters 6-13 • Bring to class the excel files that are on the class internet site – we will complete these in class SESSION 3, 2-5 p.m. Wednesday, 7 May 2014 • Shield Financial Case Studies due and discussed on class SESSION 4, 2-5 p.m. Wednesday, 14 May 2014 • Case Study Grasse Fragrance due and discussed Final Exam, 2-3 pm Wednesday, 21 May 2014 the final exam will cover any material that is included in the required text and from class. READING LIST 1. Cron, William L. and Decarlo, Thomas E., Sales Management Concepts and Cases, 10th Edition, International Student Version, Wiley, 2010. PRE-REQUISITES none ASSESSMENT Attendance is mandatory on the day your team presents or we discuss a case study. Failure to complete an assignment on time or attend a presentation/case study will result in a reduction of one grade for the assignment. Attendance at all lectures etc. is compulsory on the part of the student. Students should be made aware that; Absence from 50% of classes results in an automatic grade 5 being recorded at the final examination, irrespective of the student’s performance at that examination. EVALUATION Participation 10% Case Studies (Shield 15, Grasser (25%) 40% Final Exam 50% Per FHWN BCI policy: You must pass the final to pass the course.

159

COURSE TITLE: Managing Customer Relationship s ECTS CREDITS: (30 = SEM. WORKLOAD)

2

PROGRAMME: MA, Business Consultancy International YEAR OF STUDY: 4 SEMESTER: 2 (spring semester)

LEARNING GOALS Customer relationship management (CRM) can be understood as a marketing management philosophy according to which a firm’s goals can be best achieved through identification and satisfaction of customers' stated and unstated needs and wants. As such, it is directed at profiling prospects and existing customers, understanding and anticipating their respective needs, and in building sustainable relations to them by providing the most suitable products and enhanced customer service in order to grow the relationship value. This consideration is based on the premise that retaining customers is not only cheaper than acquiring new ones but, in a best case scenario, these customers turn into brand ambassadors and become loyal “fans”. The purpose of this course is to convey a holistic approach of building and sustainably fostering successful customer relationships. Data driven processes, including data mining and others, help quantify needs and monitor results. The above mentioned components will be discussed in detail in theory and case studies and discussions will be initiated where relevant and appropriate. Furthermore, a framework for the identification, assessment, and optimization of customer loyalty programs will be proposed. To explore issues associated with CRM, the course aims at providing relevant theories and frameworks. Furthermore, students will work with real data to understand how firms deepen knowledge about customers and then use this knowledge to shape the interactions between company and customers. The main focus will be on applied analyses of customer data in SPSS. CONTENT The course is divided into four teaching modules, namely: *) Session 1 (26. Feb., Morning): Introduction to customer relationship management (what is it? why is it important? what are the main applications? etc.); Introduction to channel management (what are marketing channels? how can CRM be used to manage channels? etc.); Introduction to Campaign Management (what is campaign management? how can CRM be used to develop effective campaigns? etc.) *) Session 2 (26. Feb., Afternoon): Introduction to databases (what are databases used for? which different forms do exist and what are their benefits? etc.).Introduction to Data-driven processes and data mining (what is it? what information do we need? how can we analyze this information? etc.) *) Session 3 (27. Feb): Understanding your data; understanding and analyzing associations within your data; Understanding your customers: using cluster analysis for segmentation; using regression analysis to determine optimal product bundles for your customer clusters/segments *) Session 4 (12. Mar): Individual Coaching Sessions to revise concepts/analyses/questions based on group needs (more information during the first session) *) Session 5 (16. Apr): Final written exam

160

READING LIST The required readings for this course encompass the following materials: Customer Relationship Management, by V. Kumar and W. Reinartz (2012): Springer Optimal Database Marketing, by R. Drozdenko and P. Drake (2002): SAGE Additional reading materials (e.g. case studies, relevant literature excerpts or research articles) will be provided in due course. It is expected that students are prepared to answer questions and to contribute to group discussions on the specified readings. PRE-REQUISITES Principles of Sales Principles of Marketing Sound knowledge and understanding of as well as interest in marketing, communication, and customer service issues. The pre-requisite for Master courses are at least 2.5 years of prior studies at your home institution and a valid bilateral contract between our institutions for Master exchange. ASSESSMENT Class participation (individual assessment) - 10% Final written exam (individual assessment) - 50% Group Work (group assessment) - 40% Please be aware that the final written exam, which constitutes 50% of the final grade, must be passed in order to pass the course as a whole. Class participation will be assessed on a continuous basis. Constructive contributions to group discussions and thoughtful comments will be evaluated and, thus, make up the individual class participation assessment. As for the group work, students will be asked to work in teams and analyze three different cases (which will be announced and assigned in due course). Teams will have to hand in written case analyses and we will discuss the findings in class.

161

INTERNATIONAL HUMAN RESOURCE

MANAGEMENT SPRING SEMESTER 2016

162

COURSE TITLE: Human and Social Behaviour ECTS CREDITS: (30 = SEM. WORKLOAD)

2

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 2 SEMESTER: 4 (spring semester)

LEARNING GOALS This introductory course of social psychology provides basic knowledge of human behavior in the social world. Students will gain an understanding of how thoughts, feelings and behavior can be explained and influenced by the (imagined) presence of others and the importance to take different cultural backgrounds into consideration. COURSE CONTENT Introduction to Psychology – Introduction to Social Psychology – Social Cognition – Social Perception – The Self – Justifying Actions – Attitude and Attitude Change – Conformity – Aggression - Social Psychology and Health READING LIST Aronson, E., Wilson, D.T. & Akert R.M.: Social Psychology (8th ed.), Pearson, 2013. Relevant chapters will be specified in the first lecture. Slides will be provided in the course. PRE-REQUISITES None. ASSESSMENT The course will be graded as follows: Final written exam: 100% (duration: 1 hour, 60 points can be achieved) You can get additional points if you participate in the class sessions. A maximum of 6 points can be gained through participation. Those points only count if the final exam is passed. In order to obtain a positive grade for the course, you need a minimum of 60% of the points in the final test. The points for participating in the course count for the first exam, but also for the resits if the final written test is positive. Grading scheme: 1: 55-60 2: 49-54 3: 43-48 4: 36-42 5: 0-35 Attendance: Compulsory Attendance of at least 50% is necessary. Students must be present in two out of four lectures. No excuses whatever for non-attendance can be taken into consideration. If the attendance falls below 50% the student automatically fails the first attempt. However, the student has two further attempts to complete the course (first resit and board examination).

163

COURSE TITLE: Organisational Behaviour ECTS CREDITS: (30 = SEM. WORKLOAD)

4

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 2 SEMESTER: 4 (spring semester)

LEARNING GOALS The main objective of this course is to provide students with the basic theories and concepts in the field of organisational behaviour. On the one hand this course is aimed at giving students the opportunity to receive theoretical knowledge about human behaviour within organisational settings and on the other hand students are encouraged to develop practical skills for managing this behaviour. So, this course combines theoretical input and practical application (in terms of case studies in group settings). Students should also develop their analytical and problem solving skills in elaborating cases related to organisational behaviour issues. This course is divided into three parts. First of all, individual aspects are discussed, then the course takes a closer look into team work and finally organisational factors are relevant in the OB field. In organisational life individuals, teams, and organisations cannot be separated, but are interrelated and intertwined and strongly effected by environmental issues as well. So, students should get an understanding of how those factors influence each other and how important organisational behaviour issues are for organisational effectiveness and goal achievement. COURSE CONTENT Definition of and Introduction to Organizational Behavior, attitudes and group motviation, diversity, organizational decision making, groups and teams, communication process, conflict and negotiation, organizational structure and design, power and politics, organizational culture, organizational development and change, future challenges. READING LIST Robbins, Stephan P. /Judge, Timothy A. (2014): Essentials of Organizational Behavior. 12th edition, Pearson. Additional readings will be assigned in class PRE-REQUISITES None. ASSESSMENT Grading: The final course grade of the first attempt will be based on (1) final written exam (75%, duration: 60 minutes) (2) case presentation and executive summary (25 %), Students will need a 60 % grade or better on the final exam in order to pass the course. Starting with the second attempt the final exam result accounts for 100 % of the final course grade. Details on how to write your executive summaries will be given in the lecture. Attendance: Compulsory Attendance of at least 60% is necessary. Students must be present in 6 out of 9 lectures. No excuses whatever for non-attendance can be taken into consideration. If the attendance falls below 60% the student automatically fails the first attempt. However, the student has two further attempts to complete the course (first resit and board examination).

164

COURSE TITLE: Human Resource Management ECTS CREDITS: (30 = SEM. WORKLOAD)

6

PROGRAMME: BA, Business Consultancy International YEAR OF STUDY: 2 SEMESTER: 4 (spring semester)

LEARNING GOALS This introductory course to Human Resource Management (HRM) will outline to students that effective HRM is crucial to the success of every organization. To be effective, not only HR managers, but every manager in any organization must understand and competently practice HRM. In today’s very often globally oriented organizations HR functions therefore have started to play a most important strategic role, intertwined with the whole business, rather than still being the administration-oriented “personnel departments” of old. To understand this amazing message we will look at all the different aspects of HRM and their interrelations, made more understandable and more exciting by working with many examples from the realities of the business world – some of which (and for sure the most memorable ones) being created by yourselves in your project work (see below). COURSE CONTENT Overview of Strategic Human Resource Management – Staffing (Job Analysis, Strategic Planning, HR Planning, Recruitment, Selection) – HR Development (Training and Development, Performance Management and Appraisal) – Compensation (Direct and Indirect and Nonfinancial) – Safety and Health – Employee and Labor Relations – Business Ethics and Corporate Social Responsibility – Workforce Diversity and Equal Employment Opportunity – Global Human Resource Management READING LIST Human Resource Management, Global Edition, 13/E, R. Wayne Mondy, ISBN-10: 0273787004 • ISBN-13: 9780273787006, ©2014 • Pearson • Paper, 432 pp, Published 27 Feb 2013 • Instock PRE-REQUISITES None. ASSESSMENT Grading: 1.) Final written exam: 60% of final grade (date: 10.06.2015; duration: 90 minutes). ATTENTION: In order to pass the course the final written exam has to be positive (i.e. at least 56%), no matter what grade is achieved on the group project. 2.) Group project: 40% of final grade. Students will form teams of three/four. Each team chooses a real-world company one of the team-members knows an employee with (ideally in an HR function), who is willing to let themselves be interviewed by the team about the company’s HRM-practices, as described from this employee‘s point-of-view. On top of the information gained from the interview, additional written material (e.g. webpage or other internet-resources, hard-copy folders or similar handed-out by the company …) should give some more insight for the team to prepare a 30 minutes class presentation on the company’s HRM practices. An interview-guideline will be developed together during the lecture. 3.) Class participation: Earns extra points, which add-up with the ones to be gained in the final exam. Those participation-points only count however if the final exam is passed. The final exam result can be improved by one grade max. altogether through participation-points. One positive point per student per lecture is possible. In cases of persistent unprofessional behaviour such as arriving late for class on several occasions or being the cause of distractions during class on a regular basis, negative points can be assigned as well.

165

Compulsory attendance of at least 80%. No excuses whatever for non-attendance can be taken into consideration. Should attendance fall below 80% the student automatically fails the first attempt. However, the student has two further attempts to complete the course (first resit and board examination). Teaching methods: Lecture, interactive discourse, case studies, role plays, project presentation, feedback exercises, written final examination.