EBS FULL TIME MBA MODULES INTAKE 2011/2012

EBS FULL TIME MBA MODULES 1 INTAKE 2011/2012

Name of Module: Data Analysis for Business Decisions Module Owner: Prof. Dr. Margarita Protopappa-Sieke Module No.: M-MET5-008 margarita.protopappa-sieke@ebs.edu Programme/-s of Study: EBS Full-time MBA Accelerated Track Gateway to Germany Track International Track (mandatory) (mandatory (mandatory) Semester: 1 ECTS: 3 Prerequisites: Harvard MBA Prerequisite courses: Algebra and Calculus (mathematics for management): http://hbsp.harvard.edu/list/mathematics-for-management-toc Algebra: http://cb.hbsp.harvard.edu/cb/product/6004-htm-eng Calculus: http://cb.hbsp.harvard.edu/cb/product/6006-htm-eng Contribution to Programme Learning Goals: LO 1: Graduates should demonstrate a good understanding of the most important theories, principles and methods of business administration and related disciplines LO 2: Graduates should be able to assess the performance of a company and its different areas of operation using the most important qualitative and quantitative scientific methods LO 6:Graduates should be able to appreciate the multiple issues involved in business scenarios involving various stakeholders and be able to propose solutions that account for differences in stakeholder perspective where appropriate LO 7: Graduates should be aware of the limits of their own capacities Contents of Module and Intended Outcomes: This course provides students with quantitative tools that serve as the analytical foundation for subsequent courses in the program. The use of data analysis to support managerial decisions will be in focus Learning goals: Graduates will be able to identify and analyse data which is relevant for managerial decision making. They will be aware of the trade offs between a deterministic and stochastic worldview implied. Therefore, they will be perceptive of the necessity of a carefully designed analysis process and be able to pursue this

process. Graduates will be able to apply their problem-solving skills related to data-driven decision making. Graduates understand the phenomenon of non-reducible complexity and the role of massive modelling in coping with that phenomenon Learning Objectives: Cognitive and subject specific learning objectives: Develop students skills in quantitative and analytical thinking Develop students ability to make good "data-driven" decisions Transferability of gained knowledge into practice by applying it to examples and case studies Discovering tools and techniques necessary to effectively generate information for and to retrieve information The emphasis is not on the quantitative aspects alone, but on the qualitative insights that come from using models to aid managerial thinking and decision-making. The course is multi-disciplinary in nature and links to a number of other areas including finance, operations management, marketing and accounting through the choice of cases, thus adding an analytical dimension to the teaching of these areas. Affective learning objectives: Develop students skills to link deterministic and stochastic worldviews becoming aware of the fact that you cannot determine and control every variable Develop students skills to understand the impact of their decisions on the own business, the environment and society Workload Allocation: Grading: Behavioral learning objectives: Be able to think critically, creatively and integratively 90 h total student s workload, thereof: Precourses 25 h Lectures & Tutorials (16x90 minutes) 24 h Exercises & Homework 21 h Exam Preparation 20 h 90 Examination Points Types of Exams Related Course Points TG/IG Evaluated Exercise Module 20 IG Class Participation Module 10 IG Written Exam Module 60 IG

Information on Papers, Allocation of Subjects & Groups, Homework etc.: Information will be provided during the sessions 1. Course: Data Analysis for Business Decisions Course No.: L-MET5-018 Instructor: Dr. Alan Jessop Guest Speaker/-s: none suzan.sommer@ebs.edu ECTS: 3 Number of Sessions: 10 lectures + 6 tutorials Language: English Course Description: This course is designed to provide an introduction to statistical methods useful for analyzing data, with specific application to problems of business and economics. At the end of the class, students will have an understanding of uncertainty, optimization, and the logic of statistical inference. Students will also be expected to learn how to use statistics to think critically about real world issues. Statistical methodology and theory will be presented in an applications context. Ultimately, the goal is to provide students with quantitative tools that can be used in the areas of economics, marketing, financial and managerial accounting, corporate finance, and applied operational methods. From the perspective of philosophy of science, integrative pluralism offers a framework to treat these issues in a comprehensive way. Topics covered include the use of statistics and quantitative methods for making management decisions: Descriptive Statistics (1 lecture +1 tutorial) Analysis of Variance and Correlation (1 lecture) Regression (simple and multiple) (2 lectures +1 tutorial) Inductive Statistics / Statistical Testing (1 lecture) Application of Probability (incl. confidence intervals, conditional propability, decision trees), (2 lectures +2 tutorials) Optimisation / Linear Programming. (1 lecture +1 tutorial) Simulation / Stochastics (2 lectures +1 tutorial) Required Readings: Further Recommended Readings: Pedagogy: None Sandra D. Mitchell: Complexity. Chicago Uni Press 2009 Lectures & Tutorials (including sharpening your computer spreadsheet skills)

Name of Module: Managerial Economics Module Owner: Prof. Dominique Demougin, PhD Module No.: M-ECO5-011 Programme/-s of Study: gabriella.zopcsak@ebs.edu EBS Full-time MBA Accelerated Track Gateway to Germany Track International Track (mandatory) (mandatory (mandatory) Semester: 1 ECTS: 3 Prerequisites: Contribution to Programme Learning Goals: EBS Full-time MBA Module: Data Analysis for Business Decisions LO 1: Graduates should demonstrate a good understanding of the most important theories, principles and methods of business administration and related disciplines LO 2: Graduates should be able to assess the performance of a company and its different areas using advanced qualitative and quantitative scientific methods LO 3: Graduates should display a critical awareness of current issues in business and management informed by leading edge research and practice in the field LO 5: Graduates should be able to recognise and evaluate ethical dilemmas inherent in many business decisions and derive sustainable solutions for them LO 15: Graduates should be able to conduct business and research in English Contents of Module and Intended Outcomes: In the first part of this module, students get to know the foundations of strategic thinking. This will include the basic elements of game theory. After completion of this course, students will have: Gained an insight into game theory as a formal theory of conflict and strategic behaviour. Acquire a thorough foundation for some of the main equilibrium concepts applied in game theory: the rationalisable equilibirum, the Nash equilibrium (Cournot, Bertrand), subgame perfect Nash equilibrium, etc., Understand the essential role of strategic behaviour in economic analysis. In the second part of the module, students will get a short introduction

Workload Allocation: Grading: to implication of information asymmetries for the design of incentive contracts. This will include a description of incentives in economic thought from Adam Smith to reasoned contributions by Nobel Prize winners like Eric Maskin and Roger B. Myerson. It will help students understand the rent extraction tradeoff in the adverse selection environment and discuss applications to regulation, non-linear pricing by monopoly, quality and price discrimination, financial contracting, labour contracts and auditing policies. It will also guide students to comprehend the basic tradeoff in moral hazard environments and the informativeness principle. The theory will be applied to a number of economic examples like sharecropping, efficiency wage, financial contracts and insurance contracts. 90 h total student s workload, thereof: Classes & Tutorials(16x90 minutes) 24 h Pre-reading & Wrap-Up 10 h Exercises & Homework 20 h Group work & Presentation 16 h Exam & Exam Preparation 20 h 90 Examination Points Types of Exams Related Course Points TG/IG Written Exam Module 60 IG Presentation Module 30 TG Information on Papers, Allocation of Subjects & Groups, Homework etc.: In the beginning of the course, students will be assigned problem sets and/or academic papers that they are expected to work on in small groups. Students will give a presentation on the assigned topic in class. 1. Course: Managerial Economics Course No.: L-ECO5-022 Instructor/-s: Prof. Dominique Demougin, PhD dominique.demougin@ebs.edu ECTS: 3 Number of Sessions: 10 lectures + 6 tutorials Language: English Course Description: See module description. Required Readings: Joel Watson: Strategy: An Introduction to Game Theory, W. W. Norton & Company, 2002. Further Recommended Further materials will be distributed as appropriate and relevant. Readings: Pedagogy: Lectures & Tutorials (including problem sets and student presentations).

Name of Module: Market Management Module Owner: Prof. Dr. Peter Russo Module No.: M-MKT5-013 Programme/-s of Study: peter.russo@ebs.edu EBS Full-time MBA Accelerated Track Gateway to Germany Track International Track (mandatory) (mandatory (mandatory) Semester: 1 ECTS: 6 Prerequisites: Contribution to Programme Learning Goals: Contents of Module and Intended Outcomes: None LO 1: Graduates should demonstrate a good understanding of the most important theories, principles and methods of business administration and related disciplines LO 2: Graduates should be able to assess the performance of a company and its different areas of operation using the most important qualitative and quantitative scientific methods LO 6:Graduates should be able to appreciate the multiple issues involved in business scenarios involving various stakeholders and be able to propose solutions that account for differences in stakeholder perspective where appropriate LO 8: Graduates should be able and willing to develop solutions for business problems taking into account their societal effects LO 9: Graduates should be aware of and ready to take over responsibility for the impact of their decisions LO 11: Graduates should be able to inspire and motivate others LO 12: Graduates should demonstrate an awareness of and the skills to cope with the challenges posed by a multicultural environment including an understanding of the varied nature of business practices and perspectives in the international context LO 19: Graduates should be able to select, interpret and evaluate information in regard to business decisions and derive meaningful answers using scientific methods and reasoning even in situations of unstructured problem definitions and/or restricted information availability This module aims to provide you with an overview of market-oriented and entrepreneurial thinking and acting in general. It gives a deep insight in how to explore and identify market needs and to develop successful new products and services for market segments recognized. Module s first course starts with an introduction to strategic management in general and strategic marketing management in particular, followed by opportunity recognition and

creativity. In course 2, the outline of a typical business plan is discussed, whereas the operative marketing in terms of product, price, communication and sales management plays an important role. During the entire module, market-oriented and entrepreneurial tools are applied and complemented by different guest lectures. The learning goal is to give you an impression of how an opportunity might lead to a new business and how strategy and marketing is related to this process. If you have a business idea, you will be able to better assess the chances of success of your idea when having successfully finished this module. You will furthermore improve your communication skills as group discussions and presentations are part of the grading scheme. Additionally, applying entrepreneurship theory to practical questions is enhanced by case study discussions and discussions with distinct guest speakers. Workload Allocation: Grading: 180 hours total student s workload, thereof: Classes (20x90 minutes) Pre-reading & Wrap-up Assignment Group Work & Case Studies Exam & Exam Preparation 180 Examination points 30 h 40 h 30 h 40 h 40 h Types of Exams Related Course Points TG/IG Evaluated Exercise From opportunity to idea 80 IG (part 1) Presentation From idea to business 80 TG (part 2) Class Participation Module 20 IG Information on Papers, Allocation of Subjects & Groups, Homework etc.: Individual work and group work will give you the chance to understand how to create successful new products and services for existing or future markets. Guest speakers will build a strong linkage to practice. Case studies and discussions with experienced guest speakers will help to apply learnings. Course 1: From Opportunity to Business Course No.: L-MKT5-022 Instructor: Prof. Dr. Peter Russo Guest Speaker/-s: Venture capitalist, business angels, investment manager and marketing experts peter.russo@ebs.edu / sabine.moeller@ebs.edu

Number of Sessions: 20 Language: English Course Description: The course consists of two parts: 1. From Opportunity to Idea laying the strategic foundation (a) Introduction to Entrepreneurship: A short introduction to entrepreneurship is delivered where the importance of entrepreneurial thinking and acting will be highlighted as well as their chances and challenges. (b) Introduction to Strategic Management: This part of the course teaches the basics in strategic management. It focuses on why to have a dedicated strategy, how to create a sustainably successful strategy and how to implement it. (c) Strategic Marketing: This part of the course shows how to translate the corporate strategy into a marketing strategy. Tasks like segmenting a market, followed by targeting particular segments and positioning the offering within the market segments will be introduced and discussed. (d) Creativity Workshop: This workshop focuses on tools and methods to learn about customer s needs. Creativity tools are introduced and applied. By using case studies and real-life challenges, the students learn how to use these tools and how they can benefit from them. 2. From Idea to Business (a) Introduction to Writing a Business Plan: The outline of a typical business plan is presented to provide the students with an overview of the basic tasks when starting a new business or creating an new product or service within an existing company. This includes tools of business planning and start-up management. (b) Product and Service Development: Existing companies need to have effective and efficient processes and structures to continuously design new products and services. New businesses also have to establish theses processes in order to embed a sustainable innovation management system in to their organization. (c) Operative Marketing: For new products (developed within innovation management) as well as for existing products, operative marketing has the task to successfully manage the offering in terms of brand management and price management as well as sales and communication management. (d) Entrepreneurial Finance: Raising capital is vital for new businesses as product and service design has to be financed. The students learn which sources of capital exist and what their advantages and disadvantages are. (e) Open Innovation: Using sources of ideas outside the company is crucial for both start-up firms and established companies. Open innovation includes external parties into the innovation process and usually improves the development of innovative products and services and shortens the time-to-market. The students get an overview of the different forms of open innovation. Required Readings: Preston, J. (2001): Success Factors in Technology-based Entrepreneurship (MIT 2001) Gilbert, C.; Eyring, M. (2010): Beating the Odds When You Launch a

Further Recommended Readings: Pedagogy: New Venture (HBR May 2010) Homburg, C.; Kuester, S.; Krohmer, H. (2009): Marketing Management. A Contemporary Perspective Sahlmann, W. (1997): How to Write a Great Business Plan (HBR Jul/Aug 1997 Dorf, R.; Byers, T. (2005): Technology Ventures: From Idea to Enterprise. New York: McGraw-Hill Hisrich, R.; Peters, M.; Sheperd, D. (2010): Entrepreneurship. New York: McGraw-Hill Mullins, J. (2003): The New Business Road Test. London: Prentice Hall Volkmann, C.; Tokarski, K.; Gruenhagen, M. (2010): Entrepreneurship in a European Perspective. Wiesbaden: Gabler Kotler, P. & Keller, K.L.: Marketing Management. Upper Saddle River, NJ, Prentice Hall International, 2006. Lectures, Case Discussions & Workshops Name of Module: Managerial Effectiveness Module Owner: Dr. Ulrich Winkler Module No.: M-MIS5-006 Programme/-s of Study: ulrich.winkler@ebs.edu EBS Full-time MBA Accelerated Track Gateway to Germany Track International Track (mandatory) (mandatory (mandatory) Semester: 1 ECTS: 6 Prerequisites: None Contribution to Programme Learning Goals: LO 7: Graduates should be aware of the limits of their own capacities LO 9: Graduates should be aware of and ready to take over responsibility for the impact of their decisions LO 10: Graduates should be able to recognise the need for change and be able to induce and manage change processes with social awareness and empathy LO 11: Graduates should be able to inspire and motivate others LO 12: Graduates should demonstrate an awareness of and the skills to cope with the challenges posed by a multicultural environment including an understanding of the varied nature of business practices

and perspectives in the international context LO 13: Graduates should demonstrate professional oral and writing communication skills LO 14: Graduates should be able to work and lead effectively in a team-based environment even in dispersed settings LO 16: Graduates should be able to utilise a wide range of professional soft skills, including management of employees; teamwork and team-building; negotiation abilities; and decisionmaking LO 17: Graduates should be able to demonstrate a clear sense of purpose and identity LO 18: Graduates should be able to self-direct their learning process Contents of Module and Intended Outcomes: This module aims at building your understanding and skill in important aspects of leading, managing people and coping with difficult situations in leadership settings. Effective leaders are good strategic decision makers, good social architects and are skilled in managing communication in various settings and under various circumstances. In addition they have a high level of self-awareness and understanding of their impact on others. In pursuing these broader considerations we cover eight distinct but interrelated areas of personal skills, each one in a separate two-day workshop: (1) Knowing yourself (2) Communication and conflict resolution (3) Presentation and facilitation (4) Winning decisions (5) Cross cultural management (6) Building and managing high performance teams (7) Power and politics in organizations (8) The art and science of negotiation Workload Allocation: 180 hours total student s workload, thereof: 8 in class workshops 4x7sessions, 1x10 sessions & 3x14 sessions Readings Writing a learning journal 112 h 38 h 30 h Grading: 180 Examination Points Types of Exams Related Course Points TG/IG Essay Module 120 IG Class Participation Module 60 IG Information on Papers, Allocation of Subjects & Groups, Homework etc.: The students will document in the learning journal the key learning they take away from each workshop and the readings. Guiding questions will be `What are the most important concepts/skills you learned in this workshop/reading? Give some examples on how these apply to your past experiences in the job.

Methods include presentations, experiential exercises, simulations, role-plays, discussion, film analysis, case studies, group work and self-study. 1. Course: Managerial Effectiveness Course No. L-MIS5-015 Instructor: Ms. Sabine Lorenzen / Prof. Dr Renate Dendorfer / Mr. Nicholas Strange / Dr. Mike Nicholson / Mr. Robert Hattemer / Dr. Markku Klingelhöfer / Dr. Ulrich Winkler / Ms. Eva Nell Guest Speaker/-s: tbd marcia.popaja@ebs.edu ECTS: 6 Number of Sessions: 4 workshops à 7 sessions, 1 workshop à 10 sessions and 3 workshops à 14 sessions Language: English Course Description: Workshop 1: Knowing Yourself (7 sessions) Instructor: Sabine Lorenzen Based on a standardized test and complemented through further self assessment exercises students will learn more about their personal styles, preferences and action modes. This helps to build the basis for all courses in this module that follow. Guiding question in this course is how personality traits, attitudes, moral convictions, and the situation itself are affecting behavior. In addition one important learning outcome is to recognize in how far external environments are not really exogenous but are (partly) created by the acting person, his decisions and perceptions. At the same time these external effects create feedbacks on the preferences of the acting person ( We create our wants, in part, by experiencing our choices (Herbert Simon)). Workshop 2: Communication and Conflict Resolution (7 sessions) Instructor: Prof. Dr. Renate Dendorfer Analyzing of the basic structure of communication (message sendingreceiving process). Understanding the interpersonal and organizational processes going on in conflict situations. Knowing the different conflict styles and how to cope with them. Examining theory and research in regard to conflict management. Understanding how to provide effective feedback. Training resolving conflict situations in various interpersonal, group and organizational settings. Most important objective is becoming more effective in communicating and coping with conflicts. Workshop 3: Presentation and Facilitation (10 sessions) Instructor: Nicolas Strange Language and power are inextricably linked and the language of

management is to a large extent presentations. Much communication in management settings takes place in the form of presentations (unidirectional) or facilitation (multi-directional). Therefore mastering both forms of communication is an important element in becoming more effective as a manager and leader. In this workshop we will focus on the work of Nancy Duarte in regard how to enthuse audiences through presentations. In addition we will train the rhetorical elements how to behave in front of groups. In regard to facilitation we will focus on the Metaplan Workshop 4: Winning Decisions (7 sessions) Instructor: Dr. Mike Nicholson This course aims at enabling students to take better decisions. In lieu of the fact how many decisions a manager has to take every day the importance of knowing how to arrive at optimal decisions cannot be overstated. This course draws on a broad base of theoretical foundation from psychology, anthropology, behavioral decision theory and economics. Students will develop an awareness of typical decision biases and distortions and ways to avoid them. They will learn how to structure a decision problem and how to frame questions or decisions problems in the most effective manner. Furthermore focus will be on how to manage group decision processes and on analyzing how learning takes (not) place in organizations. Workshop 5: Cross Cultural Management (14 sessions) Instructor: Robert Hattemer This course aims at enabling students to evaluate their personal communication style and the values behind it to be able to communicate and manage more efficiently an international context. Analysis of Different Cultures (Taking some Key Notions as Examples) - Images of the Other: Dealing with Stereotypes and Prejudice - National and Regional Aspects: Institutions, Values, Symbols - Importance of the Different Languages in the International Spheres of Influence (Culture, Politics, Business) - Improvement of the Competence to Communicate in the Foreign Language - Behavioural Differences - Culture and motivation - Culture and leadership - Challenges in preparing for assignments abroad Workshop 6: Building and Managing High Performance Teams (14 sessions) Instructor: Dr. Markku Klingelhöfer Much of the work in organizations takes place in teams. One of the most

important tasks of a manager is to orchestrate team work. Therefore the knowledge about what constitutes high performance teams, and how they are built and managed is central in reaching individual and organizational goals. We will review management practices that support and encourage team productivity and creativity. Building on the decision theory course we will explore how team decision processes function and what can impede them. We will study what are essentials for an effective team and how a team is formed, what are typical team management challenges and how they can be overcome. Finally we will analyze what the specialties of managing virtual teams are. Workshop 7: Power and Politics in Organizations (7 sessions) Instructor: Dr. Ulrich Winkler Power is a natural and unavoidable element of social systems and leadership. It is the means by which change is initiated, behaviors are influenced, resistance is overcome and action is made happen. Where power exists there exist politics too. Understanding this is an important complement to the technical knowledge and skills developed in functional courses. Important is too that power can be exerted from every position within an organization (leading from below, the middle and the top). This course delivers you the conceptual framework for understanding how power and influence work in organizations. Learn how to develop sources of power and influence, how to diagnose the distribution of power. Understand your own political style and get acquainted with the strategies and tactics used by ethical leaders. Develop awareness for the ethical dilemmas faced by leaders. Required Readings: Further Recommended Readings: Pedagogy: Workshop 8. The Art and Science of Negotiation (14 sessions) Instructor: Eva Nell This course is an intensive, skills-based class aiming at developing a deep understanding for the dynamics going on in negotiations and the skill to be effective negotiator yourself. We use role-plays, instructional readings, class discussions and film analysis to develop these skills. The course is focused on the concepts developed within the Harvard Negotiation Project. tbd tbd Lectures, Case Discussions, Presentations, Excercises & Simulations

Name of Module: Finance Module Owner: Prof. Reint Gropp, PhD Module No.: M-FIN5-023 Programme/-s of Study: reint.gropp@ebs.edu EBS Full-time MBA Accelerated Track Gateway to Germany Track International Track (mandatory) (mandatory (mandatory) Semester: 1 ECTS: 6 Prerequisites: Contribution to Programme Learning Goals: Contents of Module and Intended Outcomes: Basic financial mathematics, capital market and game theory. Basics in statistics PREREADING: Brealey/Myers/Allen "Principles of Corporate Finance" Chapters 1 to 13. LO 1: Graduates should demonstrate a good understanding of the most important theories, principles and methods of business administration and related disciplines LO 2: Graduates should be able to assess the performance of a company and its different areas of operation using the most important qualitative and quantitative scientific methods LO 3: Graduates should display a critical awareness of current issues in business and management informed by leading edge research and practice in the field LO 4: Graduates should be aware of the range of ongoing market, economic, and regulatory information that have the potential to affect their organizations LO 5: Graduates should be able to recognise and evaluate ethical dilemmas inherent in many business decisions and derive sustainable solutions for them LO 6:Graduates should be able to appreciate the multiple issues involved in business scenarios involving various stakeholders and be able to propose solutions that account for differences in stakeholder perspective where appropriate LO 9: Graduates should be aware of and ready to take over responsibility for the impact of their decisions Given a firm s present portfolio of real assets and its future investment strategy, this module provides students with the tools to ascertain the best financing strategy. In the first part, it addresses specific concepts, techniques, instruments, and institutions involved in financing investment. Building on the important insights of market efficiency, it explains the increasingly sophisticated financial instruments available to

firms today. The course addresses different financing options throughout the life cycle of firms (stage financing), including venture capital and private equity. Payout policy and main deviations from the Modigliani/Miller irrelevance theorem are used to highlight how finance can add value to the firm. Finally, the course covers the financing aspects of mergers and acquisitions, corporate control and governance, and corporate restructuring. In the second part, building on the skills and insights of the first, the module lays the foundation for a thorough understanding of international financial management and its relationship to theory and practice of finance. Students acquire tools which will enable them assess the attractiveness of investment opportunities under uncertainty in international markets. Learning outcomes students get acquainted with theoretical concepts and methods of finance and related disciplines. Students are equipped with basic tools that enable them to understand, structure, and solve problems in the international finance setting. Key transferable skills Intellectual skills: analyitical skills to define and solve financial problems and appying tools and approaches to real world situations. Communication skills: written and oral presentation of arguments that translates technical language into practical guidance Research skills: use of the appropriate literature, statistics and data to provide in-depth analyisis of a problem. Numeracy: mathematical ability to prepare relevant financial management decisions, selection of appropriate statistical methods and models for solving problems. Workload Allocation: Grading: 180 h total student s workload, thereof: Classes (26x90 minutes) 40 h Pre-reading & Wrap-up 30 h Exercises and homework 30 h Group work / Case studies / Presentations 50 h Exam Preparation 30 h 180 Examination Points Type of Examination Related Course Points TG/IG Class Participation Module 30 IG Homework Assignments Module 60 TG Written Exam Module 90 IG Information on Papers, Allocation of Subjects & Group work for homework assignments. Grading will be such that all participants of a group (generally 2-3) receive the same grade. Groups

Groups, Homework etc.: will be self selected. There will be several take-home case studies, in addition to in-class cases. Cases will be prepared in groups of 2-3 students. 1. Course: Corporate Finance Course No. L-FIN5-020 Instructor/-s: Prof. Reint Gropp, PhD Guest Speaker/-s: Prof.Dr. Andreas Dombret, tbd reint.gropp@ebs.edu ECTS: 3 Number of Sessions: 13 Language: English Course Description: Given a firm s present portfolio of real assets and its future investment strategy, this course provides students with the tools to ascertain the best financing strategy. It addresses specific concepts, techniques, instruments, and institutions involved in financing investment. Building on the important insights of market efficiency, it explains the increasingly sophisticated financial instruments available to firms today. The course addresses different financing options throughout the life cycle of firms (stage financing), including venture capital and private equity. Payout policy and main deviations from the Modigliani/Miller irrelevance theorem are used to highlight how finance can add value to the firm. Finally, the course covers the financing aspects of mergers and acquisitions, corporate control and governance, and corporate restructuring. Required Readings: Brealey, R. A./Myers, S. C./Allen, F.: Corporate Finance, 9 th edition, McGraw-Hill, New York, 2009. R. La Porta, F. Lopez-de-Silanes and A. Shleifer (1999) Corporate Ownership around the world Journal of Finance 54, pp. 471-517. Ritter, Jay & Ivo Welch (2002), A Review of IPO Activity, Pricing, and Allocations, Journal of Finance 57, 1795-1828. Further Recommended Readings: Pedagogy: Shleifer, A. and R. Vishny, 1997 A survey of corporate governance Journal of Finance 52, pp. 737-783. Further reading may be assigned during the course. B. Malkiel: A Random Walk down Wallstreet 8th Edition (New York. Norton, 2004) F. Allen, A. Bernardo and I. Welch A theory of dividends based on tax clienteles Journal of Finance 55 (December 2000), pp. 2499-2536. Martynova, M. and L. Renneboog (2008) A century of corporate takeovers: What have we learned and where do we stand? Journal of Banking and Finance 32, pp. 2148-2177. Healy, P. and K. Palepu, 2003 The Fall of Enron Journal of Economic Perspectives 17 (Spring), pp. 3-26. Lectures, Case Discussion & Presentations

2. Course: International Finance Course No. L-FIN5-040 Instructor: Prof. Arnoldo Camacho, PhD Guest Speaker/-s: tbd reint.gropp@ebs.edu ECTS: 3 Number of Sessions: 13 Language: English Course Description: International Financial Management (IFM) is a natural extension of the Corporate Finance course and analyzes how the cross-border nature of real and financial transactions impacts company decision-making. Most importantly, the company s risk universe is changing as the company is directly exposed to foreign exchange (FX), political and cultural risks. In fact, even purely domestic companies are exposed to these risks as they also shape competitors, suppliers or customers behavior. IFM focuses on the role of FX risk, in particular how the presence of FX risk impacts economic performance and how different hedging instruments can be used to manage the FX exposure. As a company enters exporting/importing relationships or even engages in foreign direct investments, its cash flows are presumably denominated in multiple currencies and home currency cash returns are certainly impacted by FX movements. FX exposures can be managed within the corporate treasury or as part of the more general corporate finance function. It will typically require a linkage to strategy selection and operational management as well. The course provides students with a conceptual framework summarizing the basic principles of managing the financial affairs of multinational corporations. Students are also introduced to analytical techniques allowing them to translate the vague rules of thumb used by international financial executives into specific decision-making criteria. Required Readings: Eiteman, David K.; Stonehill, Arthur I.; Moffett, Michael H. (2009): Multinational Business Finance, 12th Global Edition, Boston et al.: Addison- Wesley. [ESM] Further reading may be assigned during the course. Further Recommended tba Readings: Pedagogy: Lectures, Case Discussions & Presentations

Name of Module: Financial and Managerial Accounting Module Owner: Prof. Dr. Michael Henke Module No.: M-ACT5-010 Programme/-s of Study: michael.henke@ebs.edu EBS Full-time MBA Accelerated Track Gateway to Germany Track International Track (mandatory) (mandatory (mandatory) Semester: 1 ECTS: 6 Prerequisites: Contribution to Programme Learning Goals: Contents of Module and Intended Outcomes: None LO 1: Graduates should demonstrate a good understanding of the most important theories, principles and methods of business administration and related disciplines LO 2: Graduates should be able to assess the performance of a company and its different areas of operation using the most important qualitative and quantitative scientific methods LO 4: Graduates should be aware of the range of ongoing market, economic, and regulatory information that have the potential to affect their organizations LO 5: Graduates should be able to recognise and evaluate ethical dilemmas inherent in many business decisions and derive sustainable solutions for them LO 6:Graduates should be able to appreciate the multiple issues involved in business scenarios involving various stakeholders and be able to propose solutions that account for differences in stakeholder perspective where appropriate LO 9: Graduates should be aware of and ready to take over responsibility for the impact of their decisions LO 19: Graduates should be able to select, interpret and evaluate information in regard to business decisions and derive meaningful answers using scientific methods and reasoning even in situations of unstructured problem definitions and/or restricted information availability The module at hand introduces essential topics in the domain of financial and managerial accounting, complemented and illustrated by a variety of examples, exercises and case studies. The course lectures and tutorials cover both classical problems and contemporary thoughts on the miscallenous ways to analyze and resolve those problems. Module learning goals: Graduates are provided with sufficient knowledge for setting-up

and interpreting balance sheets and financial statements as well as conducting financial analyses. Graduates are provided with crucial knowledge on basic statutory regulations of balancing the books according to national and international laws. Graduates are able to gain broad knowledge on and a fine grasp of the evolving internationalisation of accounting. Graduates will be able to control strategy responsibly and understand the design and purpose of management and cost accounting systems. Graduates will be able to apply their theoretical skills related to decision making and problem solving in financial and managerial accounting. Discussions, practice and interactivity within the courses will lead to an in- depth understanding of the topics. Module learing objectives: Develop students knowledge and skills in the area of financial and managerial accounting. Develop students ability to make good decisions related to financial and managerial accounting problems. Transferability of gained knowledge into the practice of financial and managerial accounting by applying it to examples and case studies. Develop students skills to understand the impact of financial and managerial accounting decisions on the own business, the environment and society. Develop students abilities to think critically, creatively and integratively. Workload Allocation: Grading: 180 h total student s workload, thereof: Lectures and Tutorials (26x90 minutes) 40 h Preparation 20 h Case study 60 h Exam Preparation 60 h 180 examination points Type of examination Related course Points TG/IG Class Participation Module 60 IG Case Study Module 60 TG Written Exam Module 60 IG

Information on Papers, Allocation of Subjects & Groups, Homework etc.: Information will be provided during the sessions. 1. Course: Financial and Managerial Accounting Course No.: L-ACT5-023 Instructor/-s: Prof. Dr. Michael Henke / Prof. Niels Dechow, PhD Guest Speaker/-s: tba michael.henke@ebs.edu / niels.dechow@ebs.edu ECTS: 6 Number of Sessions: Language: Course Description: 20 lectures + 6 tutorials English Part 1: Financial Accounting. The first part exhibits an introduction to financial accounting. First of all, part 1 provides basic financial accounting knowledge by presenting the mechanism of double-entry bookkeeping. The role of bookkeeping within the corporate accounting system is determined and techniques of bookkeeping and booking are explained. The mechanism of doubleentry bookkeeping is subsequently extended, on the one hand, for internal purposes of accounting and, on the other hand, for external purposes of balancing the accounts according to international regulations. Besides basic theories, many examples and cases vividly grant students access to extensive practitioner experience. Moreover, theoretically presented techniques are illustrated by lots of close-topractice examples. Furthermore, a broad variety of important regulations (e.g. German commercial and tax law) is presented and analyzed with regard to possible differences in commercial and tax law. In addition to this, comparison is drawn on international accounting standards (esp. IFRS and USGAAP), and recent developments in international accounting are discussed. Content of part 1 includes: 1. An introduction to corporate accounting 2. Important statutory accounting regulations 3. Basics of balancing 4. The balance sheet 5. The Profit and Loss Statement 6. Relationship between bookkeeping, the balance sheet and the Profit and Loss Statement 7. Notes and management report 8. Practice report: Discussion of case studies (applying IFRS) Part 2: Managerial Accounting.

Required Readings: Further Recommended Readings: Pedagogy: The second part of the course covers the area of managerial accounting. Upon completing their degrees, MBA graduates often start out working in unknown territories with the dual responsibility of getting things under control quickly, and of planning and/or executing strategy fast. The ability to control strategy responsibly is therefore essential. In order to train these skills, this part of the module takes point of departure in two sessions that practice the controlling of strategy. On this basis, the third and fourth sessions discuss the assignment of responsibility in a management accounting perspective. Finally, the 2nd half is devoted to cost accounting and the dilemma that whilst one cost system is not enough, two systems very often create too much confusion. In order to discuss viable solutions, the history of management and cost accounting will be introduced briefly. Kieso, D. E., Weygandt, J. J., Warfield, T. D. (2003). Intermediate Accounting. New York: Wiley. Atrill, P., McLaney, E. (2007). Management Accounting for Decision Makers. Harlow: Financial Times Prentice Hall. Kaplan, R. S., Cooper, R. (1998). Cost and Effect: Using Integrated Cost Systems to Drive Profitability and Performance. Boston: Harvard Business Press. Weygandt, J. J., Kimmel, P. D., Kieso, D. E. (2008). Financial Accounting. New York: Wiley. Revsine, L., Collins, D., Johnson, B., Mittelstaedt, F. (2008). Financial Reporting and Analysis. Upper Sattle River: McGraw-Hill/Irwin. Ellet, W. (2007). How to Analyze a Case. In: Ellet, W. (2007). The Case Study Handbook. Boston: Hardvard Business Press. pp. 1-17. Kaplan, R. S., Norton, D. P. (2006). Why System, Not Structure, Is the Way Toward Strategic Alignment: A Historical Perspective. Lectures, Case Discussions & Tutorials Name of Module: MBA German Language & Culture I Module Owner: Dr. Faranak Mensch Module No.: M-LAN5-019 fa.mensch@gmx.de Programme/-s of Study: EBS Full-time MBA Gateway to Germany Track Semester: 1 ECTS: 5 Prerequisites: For course 1: None; (mandatory) For course 2: German language skills equivalent to Level A2 according to the ERFL

Contribution to Programme Learning Goals: Contents of Module and Intended Outcomes: LO 12: Graduates should demonstrate an awareness of and the skills to cope with the challenges posed by a multicultural environment including an appreciation of the varied nature of business practices and perspectives in the international context LO 13: Graduates should demonstrate an awareness of and the skills to cope with the challenges posed by a multicultural environment including an understanding of the varied nature of business practices and perspectives in the international context The aim of the modules German Language Training and Intercultural Communication I,II, III is to provide the students with both language skills, as well as a profound knowledge about culture and daily life in Germany. The students reflect differences between their personal cultural background and the German culture and get prepared to successfully work within or with a corporate environment that is strongly influenced by German culture and values, based on a broad understanding of the concepts of intercultural communication. The skills acquired on the module enable the students to successfully perform professional everyday tasks and activities in Germany. The students are able to show their understanding and their respect for the German culture. You can choose 2 different course levels for beginners and advanced beginners, depending on the entry level of the student. Learning Outcomes After passing the module the students should: Have basic knowledge about grammatical elements of the German language. Recognise the main structural elements of the German language and are able to transfer their knowledge to understanding new (not known) German words and phrases. be able to address customers, partners and private individuals following the rules of German communication. Be able to have elementary conversations in German Bave knowledge about intercultural issues that affect working in multi national teams and working apart from the own home country Key transferable skills: Language Skills, Communication, Behavior in different cultural frames Workload Allocation: Lectures/Classes 48 h Homework Assignment 65 h Presentation 22 h Exams & Exam Preparation 15 h

Grading: 150 Examination Points Kind of Examination Related Course Points TG/IG Class Participation Module 30 IG Oral Exam Module 30 IG Presentation Module 30 IG Written Exam Module 60 IG Information on Papers, Allocation of Subjects & Groups, Homework etc.: tba 1. Course: MBA German Language & Culture I Course No.: L-LAN5-032 Instructor: Dr. Faranak Mensch Guest Speaker/-s: tbd fa.mensch@gmx.de ECTS: 5 Number of Sessions: 32 Language: German Course Description: Language level: From level A0 to level A1- Language Training: Introducing yourself Alphabet, numbers Basic grammar and vocabulary Café, restaurant Required Readings: Further Recommended Readings: Pedagogy: Intercultural issues: Introduction to German culture and society All materials are prepared internally by the teachers concerned. Luscher, Renate: Landeskunde Deutschland. Von der Wende bis heute. Verlag für Deutsch, München 2006. Bilderbogen DACH. Videoreportagen zur Landeskunde. Langenscheidt, München. None Lectures, Role Plays, Group & Pair Work, Listening Practices, Presentations & Media

2. Course: MBA German Language & Culture IA Course No.: L-LAN5-033 Instructor: Ms. Marion Scherer Guest Speaker/-s: tbd fa.mensch@gmx.de ECTS: 5 Number of Sessions: 32 Language: German Course Description: Language: From A2 to A2+ Language Training: Small talk Required Readings: Further Recommended Readings: Pedagogy: Leisure time situations Presenting a city / region Intercultural Issues: Topics on German business world All materials are prepared internally by the teachers concerned. Luscher, Renate: Landeskunde Deutschland. Von der Wende bis heute. Verlag für Deutsch, München 2006. Bilderbogen DACH. Videoreportagen zur Landeskunde. Langenscheidt, München. None Lectures, Role Plays, Group and Pair Work, Listening Practices & Media Name of Module: International Management Module Owner: Prof. Amit Karna, PhD Module No.: M-STR5-023 Amit.Karna@ebs.edu Programme/-s of Study: EBS Full-time MBA International Track (mandatory) Semester: 1 ECTS: 5 Prerequisites: Basic concepts of strategy as provided in module Market Management ; incoming guest students please contact the programme office for list of pre-readings.

Contribution to Programme Learning Goals: Contents of Module and Intended Outcomes: Workload Allocation: LO 1: Graduates should demonstrate a good understanding of the most important theories, principles and methods of business administration and related disciplines LO 3: Graduates should display a critical awareness of current issues in business and management informed by leading edge research and practice in the field LO 4: Graduates should be aware of the range of ongoing market, economic, and regulatory information that have the potential to affect their organizations LO 5: Graduates should be able to recognise and evaluate ethical dilemmas inherent in many business decisions and derive sustainable solutions for them LO 6:Graduates should be able to appreciate the multiple issues involved in business scenarios involving various stakeholders and be able to propose solutions that account for differences in stakeholder perspective where appropriate LO 8: Graduates should be able and willing to develop solutions for business problems taking into account their societal effects LO 9: Graduates should be aware of and ready to take over responsibility for the impact of their decisions LO 10: Graduates should be able to recognise the need for change and be able to induce and manage change processes with social awareness and empathy LO 12: Graduates should demonstrate an awareness of and the skills to cope with the challenges posed by a multicultural environment including an understanding of the varied nature of business practices and perspectives in the international context LO 19: Graduates should be able to select, interpret and evaluate information in regard to business decisions and derive meaningful answers using scientific methods and reasoning even in situations of unstructured problem definitions and/or restricted information availability The module helps understand the globalizing nature of the business environment and management of business in a multinational context. The globalizing business environment presents and increasing number of complex choices that need a good understanding of the opportunities and threats in an international market. The module enables participants to handle various economic, political, legal and sociocultural issues that are faced by multinational corporations. It will also help participants in identifying the ways in which competitive advantage can be created by through entry into foreign markets. This module also equips the students with tools to successfully manage business that span across geographical borders. 150 h total student s workload, thereof: Classes 25 h Reading Preparation 60 h Presentation Preparation 20 h Essay Preparation 20 h Exam Preparation 25 h

Grading: 150 Examination Points Kind of Examination Related Course Points TG/IG Presentation Module 30 TG Essay Module 30 IG Presentation Module 30 TG Written exam Module 60 IG Information on Papers, Allocation of Subjects & Groups, Homework etc.: Groups for presentation and Essay will be formed by the instructors. One presentation each in both parts of the course. 1. Course: International Management Course No.: L-STR5-048 Instructor: Prof Amit Karna, PhD / Prof Klaus Uhlenbruck, PhD Guest Speaker/-s: Prof Ingmar Björkmann, PhD baerbel.spors@ebs.edu ECTS: 5 Number of Sessions: 17 Language: English Course Description: The course is broadly divided into two parts: 1) Global Business Context: This part of the course introduces students to the challenges, issues and opportunities in a globalizing environment. The students will be introduced to different methods of analysis political, economic, legal and sociocultural issues in a multinational environment. The course will also discuss the international legal and financial institutions that influence the international economic environment and movement of foreign investment. 2) Management of International Organizations: This part of the course introduces students to issues faced while managing a multinational corporation. It extends the basic concepts of strategy, entrepreneurship and innovation to an international context. Issues like creating competitive advantage through entry into foreign markets, managing international joint ventures. The course covers organizational behaviour topics like managing individuals and teams in a cross-cultural environment. The course will also enable students to identify and manage ethical issues while operating in a multinational environment. Required Readings: Text: International Business: Introduction and Essentials by Ball and McCulloch. Jr. Business Publications Inc International Management (By Beamish, Morrison, Inkpen, Rosenzweig) Readings: Ghemawat (2007) Managing Differences: The Central Challenge of Global Strategy

Beamish & Inkpen (1995), Keeping International Joint Ventures Stable and Profitable Ghemawat and Hout (2008) Tomorrow s Global Giants: Not the usual Suspects Further Recommended Readings: Pedagogy: Others tbd tbd Lectures & Case Discussions Name of Module: Leading responsibly Module No.: M-STR5-033 Module Owner: Prof. Dr. Richard Raatzsch richard.raatzsch@ebs.edu Programme/-s of Study: EBS Full-time MBA Accelerated Track Gateway to Germany Track International Track (mandatory) (mandatory) (mandatory) Semester: 2 ECTS: 6 Prerequisites: Contribution to Programme Learning Goals: none LO 4: Graduates should be able to recognise and evaluate ethical dilemmas inherent in many business decisions and derive sustainable solutions for them LO 7: Graduates should be aware of the limits of their own capacities LO 8: Graduates should be able and willing to develop solutions for business problems taking into account their societal effects LO 9: Graduates should be aware of and ready to take over responsibility for the impact of their decisions LO 10: Graduates should be able to recognise the need for change and be able to induce and manage change processes with social awareness and empathy LO 11: Graduates should be able to inspire and motivate others LO 14: Graduates should be able to work and lead effectively in a teambased environment even in dispersed settings.

LO 17: Graduates should be able to demonstrate a clear sense of purpose and identity Contents of Module and Intended Outcomes: This module aims to broaden the horizon of participants, challenge their thinking and help them to carve out their own values and define their role as a future leader. Students learn the fundamentals of how to cope with the multifunctional and multidimensional problems of leadership in and of an organization. The skills and knowledge acquired in this module are of major importance for employees, irrespective of a later career specialization. Upon completion of this module students should: Understand their own career and leadership journey and their crucibles through framing their life stories and experiences to date Be able to formulate their own mission statement about where they are headed with their lives and what is driving them Be able to critically discuss classical leadership dilemmas, e.g. the trade offs between short term and long term orientation or between individual and societal interests Gain clarity of their own leadership principles, values, and ethical boundaries, and how they will respond under pressure when severely challenged Understand what is motivating them, both extrinsically and intrinsically, and to find leadership paths that will enable them to utilize capabilities Workload Allocation: 180 h total student s workload, thereof: Classes 50 h Pre-reading 50 h Presentation 30 h Essay 50 h Grading: Information on Papers, Allocation of Subjects & Groups, Homework etc.: 180 Examination Points Types of Examination Related Course Points TG/IG Essay Module 120 IG Presentation Leading Responsibly 30 TG Class Participation Leading Responsibly 30 IG 1. Course: Lifelines - Curriculum with Young Global Leaders Course No.: L-MIS5-018 Facilitator: Prof. Dr. Richard Raatzsch Guest Speaker/-s: tbd richard.raatzsch@ebs.edu ECTS: 3

Number of Sessions: 25 Language: English Course Description: This course is delivered in close cooperation with the Young Global Leaders of the World Economic Forum. Selected speakers provide insights into their own leadership paths and the challenges and tough choices they were facing. Each year the course will circle around a small number of current topics of management and leadership. In discussion groups and guided plenum discussions the topics are worked through and an understanding is achieved of how these topics touch upon the students own lives. The aim of this course is to broaden the horizons of students and to develop their critical thinking. In addition the course is meant to challenge their world views and deepen their skill to evaluate classical decision dilemmas in leadership. Required Readings: To be assigned by speakers depending on topics shortly before lecture Further Recommended none Readings: Pedagogy: Lectures, Group Discussions 2. Course: Leading Responsibly Course No.: L-HRM5-008 Instructor: Prof. Marjo-Riitta Parzefall, PhD Guest Speaker/-s: tbd marjo-ritta.parzefall@ebs.edu ECTS: 3 Number of Sessions: 10 Language: English Course Description: The aim of this course is to help students carving out their own values and define their role as a future leader. Students learn the fundamentals of how to cope with the multifunctional and multidimensional problems of leadership in and of an organization. This is achieved by coaching students in writing their own mission statement that states clearly where they want to go with their lives, what their values, beliefs and attitudes are, how they intend to cope with leadership dilemmas, and elaborating on what is motivating them, both extrinsically and intrinsically, and which path in their life might be best to maximally unfold their potential and utilize their capabilities. In addition we focus on what constitutes good and effective leadership, analyze leadership processes and interaction between leaders and employees and examine ethical aspects of leadership. Required Readings: Heifetz, Ronald A.: Leadership without easy answers, Cambridge 1994. Badaracco, Joseph L.: We don t need another hero, in: HBR, Spt. 2001, p. 121-120. Handy, Charles: What s a business for?, in: HBR, Dec. 2002, p. 49-55.

Further Recommended Readings: Pedagogy: Goffee, Robert; Jones, Gareth: Why should anyone be led by you?, in: HBR, Spt. 2000, p. 42-49. Ancona, Deborah et al: In praise of the incomplete leader, in: HBR, Feb. 2007, p. 92-100. Yukl, Gary: Leadership in organizations, 5 th ed., Upper Saddle River, 2002. Lectures, Class Discussions, Essays, Presentations Name of Module: Creating Operational Excellence Module Owner: Prof. Dr. Richard Pibernik Module No.: M-SCM5-015 Programme/-s of Study: suzan.sommer@ebs.edu EBS Full-time MBA Accelerated Track Gateway to Germany Track International Track (mandatory) (mandatory) (mandatory) Semester: 2 ECTS: 6 Prerequisites: Contribution to Programme Learning Goals: none LO 1: Graduates should demonstrate a good understanding of the most important theories, principles and methods of business administration and related disciplines LO 2: Graduates should be able to assess the performance of a company and its different areas of operation using the most important qualitative and quantitative scientific methods LO 3: Graduates should display a critical awareness of current issues in business and management informed by leading edge research and practice in the field LO 4: Graduates should be aware of the range of ongoing market, economic, and regulatory information that have the potential to affect their organizations LO 6: Graduates should be able to appreciate the multiple issues involved in business scenarios involving various stakeholders and be able to propose solutions that account for differences in stakeholder perspective where appropriate LO 8: Graduates should be able and willing to develop solutions for business problems taking into account their societal effects LO 9: Graduates should be aware of and ready to take over responsibility for the impact of their decisions

LO 19: Graduates should be able to select, interpret and evaluate information in regard to business decisions and derive meaningful answers using scientific methods and reasoning even in situations of unstructured problem definitions and/or restricted information availability Contents of Module and Intended Outcomes: Workload Allocation: This module enables students to develop the skills and capabilities needed to ensure the ongoing contribution of a firm's operations and supply chain management to its competitive position. It helps them to understand the complex processes underlying the development and manufacture of products as well as the creation and delivery of services. Management information systems will be discussed for supporting flow of information Module Learning Outcomes: Develop students skills in quantitative and analytical thinking Develop students ability to make good "data-driven" decisions Students analyze excellent supply chains in different industries Identification of building blocks, repeating patterns and fundamental concepts leading to supply chain success. Transferability of gained knowledge into practice by using case studies. Discussions, students presentations, and interactivity within the courses will lead to an in depth understanding of the topic Discovering tools and techniques necessary to effectively generate information for and to retrieve information 180 h total student s workload, thereof: Classes (Lectures and Tutorials) 30 h Exercises / Homework / Readings 70 h Preparation for Case Studies: 80 h Grading: Information on Papers, Allocation of Subjects & Groups, Homework etc.: 180 Examination Points Types of Examination Related Course Points TG/IG Case Study I Module 60 TG/IG Case Study II Module 60 IG/IG Evaluated Excercise Module 60 IG One part of the assignment (either case study or evaluated exercises) will be team work with a team grading. Class participation is an individual grading. 1. Course: Creating Operational Excellence Course No.: L-SCM5-024

Instructor: Prof. Dr. Richard Pibernik Guest Speaker/-s: tbd suzan.sommer@ebs.edu ECTS: 6 Number of Sessions: 20 Language: English Course Description: This course helps the students develop their skills in quantitative and analytical thinking. Functionally, they help students in the general areas of Operations, Quality Management, Managing Global Operations, and Service Operations. Most employers nowadays are specifically looking for employees, regardless of their discipline, who have superior analytical skills and an ability to make good "data-driven" decisions. The management science part of the course has a two-fold purpose. First, it introduces simple models and ideas that provide powerful and sometimes surprising qualitative insights into a large spectrum of managerial problems. Second, it demonstrates the kinds of problems that can be tackled quantitatively, the methods and software available for doing so, and the difficulties involved in gathering the relevant data. The operations management part of the course is related to the design and control of systems for producing products and services. As such operations management plays an essential role in most companies, encompassing the majority of a company s people, assets and costs. To understand its objectives and concepts, and to become aware of the linkages with other functions are the central aims of this course. We will cover a variety of important topics that are of major importance for understanding what lies at the heart of most companies existence. Contents of the course include: 1. Managing Operations 2. Operations Strategy 3. Designing Service Delivery Systems 4. Designing Manufacturing Processes 5. Managing Capacities 6. Operations Scheduling & Execution 7. Managing Inventory The second part of the course covers supply chain management. Supply chain management is unique and, to some degree, represents a paradox because it is concerned with one of the oldest and also the most newly discovered activities of business. Supply chain system activities production, inventory management, warehousing, transportation, have been performed since the start of commercial activity. It is difficult to visualize any product that could reach a customer without a corresponding supply chain. Yet it is only over the last few years that firms have started focusing on supply chain management as a source of competitive advantage. In industry it has become a widely accepted understanding that a company s performance is hugely impacted by its supply chain performance. This becomes even more important given constantly decreasing product life cycles, pervasive SKU proliferation and fierce competition. Supply chain management today represents a great

challenge as well as a tremendous opportunity for most firms. In this course we will focus on strategic aspects of supply chain design as well as on fundamentals of supply chain planning on a tactical level. We will analyze excellent supply chains in different industries and identify building blocks, repeating patterns and fundamental concepts leading to supply chain success. A strong focus will be placed on the transferability of gained knowledge into practice by using case studies. Discussions, students presentations, and interactivity within the courses will lead to an in depth understanding of the topic. The course also includes an introduction to supply chain management information systems and new technologies. PART I: Building a Strategic Framework to analyze Supply Chains: In this part of the course students learn how supply chain strategies must be designed to fit with the particular requirements of various competitive environments, as well as a company's competitive strategy. It also investigates barriers to integrating supply chains, including behavioural issues and operational execution problems. PART II: Designing the Supply Chain Network: This part of the course provides the building blocks for an in-depth understanding of logistics and supply chain management issues. Students learn the key tradeoffs involved in making supply chain decisions using quantitative models and the strategic insights derived from them. Key areas covered include demand forecasting; distribution and supply network design; inventory theory and control; models of sourcing and procurement; transportation mode selection; carrier network optimization; and routing and scheduling with inventory considerations. This course explores the technological and managerial issues involved in the design and operation of physical distribution and logistics facilities. PART III: Planning Demand and Supply in a Supply Chain: This part of the course provides students with a deep understanding of the analytical techniques used in problem solving in logistics with an emphasis on developing the ability to identify and use the appropriate technique for practical application rather than the underlying theory. Required Readings: Further Recommended Readings: Pedagogy: Stevenson, W. J.: Operations Management, 10th edition, McGraw-Hill, 2009. Chopra, Sunil and Meindl, Peter: Supply Chain Management Strategy, Planning, & Operations, 4th edition, Upper Saddle River, 2009 Hill, T.: Operations Management, 2nd edition, Oxford, 2006 Lectures, Case discussions, Business Games, Simulations Name of Module: Strategy, Structure and Outsourcing Module No.: M-STR5-032

Module Owner: Prof. Amit Karna, PhD amit.karna@ebs.edu Programme/-s of Study: EBS Full-time MBA Accelerated Track Gateway to Germany Track International Track (mandatory) (mandatory) (mandatory) Semester: 2 ECTS: 6 Prerequisites: none Contribution to Programme Learning Goals: Contents of Module and Intended Outcomes: LO 1: Graduates should demonstrate a good understanding of the most important theories, principles and methods of business administration and related disciplines LO 2: Graduates should be able to assess the performance of a company and its different areas of operation using the most important qualitative and quantitative scientific methods LO 3: Graduates should display a critical awareness of current issues in business and management informed by leading edge research and practice in the field LO 4: Graduates should be aware of the range of ongoing market, economic, and regulatory information that have the potential to affect their organizations LO 6: Graduates should be able to appreciate the multiple issues involved in business scenarios involving various stakeholders and be able to propose solutions that account for differences in stakeholder perspective where appropriate LO 7: Graduates should be aware of the limits of their own capacities LO 8: Graduates should be able and willing to develop solutions for business problems taking into account their societal effects LO 9: Graduates should be aware of and ready to take over responsibility for the impact of their decisions LO 10: Graduates should be able to recognise the need for change and be able to induce and manage change processes with social awareness and empathy LO 19: Graduates should be able to select, interpret and evaluate information in regard to business decisions and derive meaningful answers using scientific methods and reasoning even in situations of unstructured problem definitions and/or restricted information availability The objective of this course is to help students develop the skills for formulating and implementing strategy. It provides an understanding of: A firm's operative environment and how to achieve sustained competitive advantage. The notion of value creation and how firms develop value-based

strategies. How to balance the opportunities and risks associated with dynamic and uncertain changes in industry attractiveness and competitive position. How to address central issues in governance, ownership and organization. How to handle issues arising out of outsourcing of services to external providers within and outside of the national borders Workload Allocation: 180 hours total student s workload, thereof: Classroom 30 h Reading Hours 60 h Presentations 20 h Essay Preparation 40 h Exam Preparation 30 h Grading: 180 Examination Points Information on Papers, Allocation of Subjects & Groups, Homework etc.: Types of Examination Related Course Points TG/IG Presentation I Module 30 TG Presentation II Module 30 TG Essay Module 60 TG Written Exam Module 60 IG Groups for presentation and Essay will be formed by the instructors. One presentation each in both parts of the course. 1. Course: Strategy, Structure and Outsourcing Course No.: L-STR5-061 Instructor: Prof. Amit Karna, PhD / Prof. Klaus Uhlenbruck, PhD Guest Speaker/-s: tbd amit.karna@ebs.edu / klaus.uhlenbruck@ebs.edu ECTS: 6 Number of Sessions: 20 Language: English Course Description: The course if broadly divided into three parts: Strategy: This part of the course aims at providing a comprehensive overview of concepts and schools of thought within the field of strategy. We will start with a discussion of the nature of strategy, and introduce the distinctions between strategy process (strategy formulation and implementation) and strategy content. Thereafter, we will provide an overview of business units strategies and discuss options for strategic positioning. We also cover corporate strategy, international strategy and strategic alliances within this part of the course. Structure: In this part of the course, we discuss the basic principles for analyzing organizations in terms of their structural and procedural

Required Readings: Further Recommended Readings: Pedagogy: dimensions. We introduce central concepts such as centralization vs. decentralization, the organization of the decision-making process, the setup of top management teams, and the efficient and effective design of incentives. In addition, we take a behavioral perspective on organizations. Outsourcing: In this part of the course, we discuss the strategic and organizational issues faced by firms that outsource one or more of their functions to external vendors. After this course, the students will understand how to select and evaluate outsourcing partners, and how to manage knowledge transfer and cost issues. Ireland, R. D. / Hoskisson, R. E. / Hitt, M. A.: The Management of Strategy. Concepts and Cases, 8th edition, South-Western, 2007. Jensen, M.C. (1998). Foundations of Organizational Strategy. Cambridge (Mass.) / London (England): Harvard University Press. Brickley, J.A., Smith, C.W. & Zimmerman, J.L. (2001). Managerial Economics and Organizational Architecture. New York: McGraw-Hill. Kennedy & Sharma/ The Services Shift: Seizing The Ultimate Offshore Opportunity. Pearson Education. Bower, J. 2001. Not All M&As Are Alike - and That Matters. Harvard Business Review, March, pp. 93-101. Collis & Montgomery. 1998. Creating Corporate Advantage. Harvard Business Review, May-June, pp. 71-83. Porter, M. 1996. What Is Strategy? Harvard Business Review, November-December, pp. 61-78. Roberts, J. (2004). The Modern Firm: Organizational Design for Performance and Growth. Oxford / New York: Oxford University Press. Lectures, Case Discussions Name of Module: Managing in Turbulent Times Module No.: M-STR5-024

Module Owner: Dr. Ulrich Winkler marcia.popaja@ebs.edu Programme/-s of Study: EBS Full-time MBA Accelerated Track (mandatory) Gateway to Germany Track (mandatory) International Track (mandatory) Semester: 2 ECTS: 6 Prerequisites: Managerial economics Basic knowledge in marketing and strategy Basic knowledge in power and politics in organizations Contribution to Programme Learning Goals: This module is contributing to the following ILOs on programme level in particular: LO 6: Graduates should be able to appreciate the multiple issues involved in business scenarios involving various stakeholders and be able to propose solutions that account for differences in stakeholder perspective where appropriate LO 8: Graduates should be able and willing to develop solutions for business problems taking into account their societal effects LO 10: Graduates should be able to recognise the need for change and be able to induce and manage change processes with social awareness and empathy LO 11: Graduates should be able to select, interpret and evaluate information in regard to business decisions and derive meaningful answers using scientific methods and reasoning even in situations of unstructured problem definitions and/or restricted information availability LO 20: Graduates should be capable of approaching a research question or project in a systematic, solution oriented manner and be able to solve it autonomously Contents of Module and Intended Outcomes: This module looks deeply into the forces that cause change and determine the competitive advantage of a firm and how they can be anticipated and managed. Furthermore it elaborates how to induce, steer and cope with change on an individual, team and organizational level. Upon completion of this module the students should recognize relevant weak signals in the environment of their firms and interpret them correctly in regard to their potential impact on their organizations understand the connection between a learning organization and

having a change ready organization understand the interplay of socio-cultural changes, economic developments, demographic developments, the competitive environment of a firm, political forces and their connection with the strategy of a firm be able to manage change know the key challenges in managing change understand complementarities and path dependencies in the development of firms and how these limit the number of options available in a given setting As a result of the module students should be able the understand the constant interaction between market, competition and environment and the decision making within a firm and be able to apply this knowledge to different settings. Workload Allocation: 180 h total student s workload, thereof: Class sessions(20x90 min) 30 h Reading 40 h Class Preparation and Wrap-up 30 h Case Study 40 h Exam Preparation 40 h Grading: 180 Examination Points Kind of Examination Related Course Points TG/IG Presentation Change Management 30 Written exam Change Management 60 IT Class Participation Strategic Management and Corporate Foresight 30 Case Study Strategic Management and Corporate Foresight 60 TG Information on Papers, Allocation of Subjects & Groups, Homework etc.: During the course Strategic Management and Corporate Foresight student groups of three will apply foresight tools, i.e. Delphi and scenario technique, to conduct a survey-based foresight study on the long-range future of a chosen industry (e.g. Future of Automotive Industry 2030). This assignment includes writing a final scenario report and will end with a class presentation. 1. Course: Strategic Management & Corporate Foresight Course No.: L-STR5-062

Instructor: Dr. Heiko von der Gracht Guest Speaker/-s: Allianz SE Group Economic Research & Corporate Development, Bayer MaterialScience AG Corporate Development, etc. heiko.vondergracht@ebs.edu ECTS: 3 Number of Sessions: 10 à 90 mins Language: English Course Description: The best way to predict the future is to create it forms a nice quote by management guru Peter Drucker, which perfectly describes our modern understanding of futures research and foresight in business. The discipline of foresight has continuously been developed since the 1950s and evolved from military purposes into a key competitive attribute of today s corporate strategy departments across all industries. The overall aim of the course is to help students prepare their organizations for future change, i.e. how to discover new trends, how to evaluate the relevance and validity of new developments for their organizations, and how to project the potential implications of these developments for their organizations. Students will get learn a comprehensive toolbox for strategic foresight that prepares them for top level strategic management and communication, which is particularly demanded for practice work in strategy consultancies, corporate development / strategy departments, innovation and risk management. The toolbox includes innovative methods such as the scenario technique, Delphi, backcasting, roadmapping, wargaming and many more. The course will be rich of practice examples and cases from many years of industry project experiences of the Center for Futures Studies (CEFU) at EBS, and will have guest speakers from strategy departments across various industries, such as Automotive, Financial services, Material sciences, Logistics, etc. The course material will pick up practices, thoughts and approaches of the foresight hot spots in the world, such as the Universities of Oxford and Cambridge, Wharton, World Economic Forum, Stanford, and MIT. The assignment will include doing a scenario exercise in group work. The students will use specific real-time Delphi software for scenario construction. Required Readings: Bradfield, R., Wright, G., Cairns, G., & Van Der Heijden, K. (2005) The origins and evolution of scenario techniques in long range business planning. Futures, Vol. 37, Issue 8, p. 795-812. de Geus, A. P. (1997) The Living Company - Growth, Learning and Longevity in Business, Prologue The Lifespan of a Company (p. 7-19) and chpt. 3 Tools for Foresight (p. 49-69). London: Nicholas Brealey Publishing. Gordon, T., Pease, A. (2006). RT Delphi: An efficient, "round-less" almost real time Delphi method. Technological Forecasting and Social Change,

Vol. 73, Issue 4, p. 321-333. Porter, M. E. (1985) Competitive Advantage. Creating and Sustaining Superior Performance, chapter 13 Industry Scenarios and Competitive Strategy under Uncertainty (p. 445-480). New York: The Free Press. Ralston, B., & Wilson, I. (2006). The Scenario-Planning Handbook - A Practitioner's Guide to Developing and Using Scenarios to Direct Strategy in Today's Uncertain Times. Mason: Thomson/South-Western. Further Recommended Readings: Pedagogy: Courtney, H. (2001) 20/20 Foresight - Crafting Strategy in an Uncertain World. Boston: Harvard Business School Press. Day, G. S., Schoemaker, P. J. H., Gunther, R. E. (Eds.) (2002) Wharton on Managing Emerging Technologies. New York et al.: John Wiley & Sons. Garvin, D., Levesque, L. (2006) Strategic Planning at United Parcel Service (Harvard Business School Case No. 9-306-002). Boston: Harvard Business School Publishing. Hamel, Gary; Prahalad, C.K.: Competing for the future, 1996. Ruff, F. (2006). Corporate foresight: integrating the future business environment into innovation and strategy. International Journal of Technology Management, Vol. 34, Issue 3/4, p. 278-295. (Note: this is a case study from Daimler AG). Lecture, case discussion, guest speakers, self-study 2. Course: Change Management Course No.: L- HRM5-009 Instructor: Mr. Thomas Saller Guest Speaker/-s: tbd thomas.saller@ebs.edu ECTS: 3 Number of Sessions: 10 à 90 mins Language: English Course Description: The process of managing change in organizations is a complex endeavor. The most carefully developed plans often disintegrate in the implementation phase and leave an organization worse off than before, not to speak of the impact on its people. In addition many change initiatives are not sustained over time. In this course students learn what leads to lasting and effective organizational change. In addition this course is focused on the process of implementing change as one of the key drivers of lasting success. Accordingly we will analyze what the critical success factors for change projects are. In addition we will explore change through a systems approach, covering four different perspectives: structural, symbolic, human resource, political. The course helps to assess what fosters acceptance and resistance to change and discuss strategies how to cope with it.

Required Readings: John P. Kotter: Leading change, 1996. Collins, Jim; Porras, Jerry, I.: Built to last, NY, 1994, p. 140-168 (ch. 7: Try a lot of stuff and keep what works ). Clemmer, Jim: Change Management is a oxymoron, in: Mintzberg, Henry; et al (eds), 2010: Management?, p. 99. D.E. Meyerson: Radical Change the Quiet Way, in: Harvard Business Review, Oct. 2001. Bolman, Lee G., Deal, Terrence E.: Reframing organizations, San Francisco 2008, (ch. 1,2, and 18). Further Recommended Readings: Pedagogy: Hamel, Gary: Leading the revolution, 2000. Lecture, class discussion, case discussion, guest speakers, self-study. Name of Module: Project Management Module Owner: Suzan Sommer Module No.: M-MIS5-008 suzan.sommer@ebs.edu Programme/-s of Study: EBS Full-time MBA Accelerated Track (elective) Gateway to Germany Track (elective) International Track (elective) Semester: 2 ECTS: 6 Prerequisites: Pre-readings: Verzuh, Eric: The fast forward MBA in Project Management. John Wiley & Sons, Inc.: New York; Chichester; Weinheim. Contribution to Programme Learning Goals: LO 1: Graduates should demonstrate a good understanding of the most important theories, principles and methods of business administration and related disciplines LO 4: Graduates should be aware of the range of ongoing market, economic, and regulatory information that have the potential to affect their organizations LO 6: Graduates should be able to appreciate the multiple issues involved in business scenarios involving various stakeholders and be able to propose solutions that account for differences in stakeholder perspective where appropriate LO 9: Graduates should be aware of and ready to take over responsibility for the impact of their decisions

LO 10: Graduates should be able to recognise the need for change and be able to induce and manage change processes with social awareness and empathy LO 11: Graduates should be able to inspire and motivate others LO 12: Graduates should demonstrate an awareness of and the skills to cope with the challenges posed by a multicultural environment including an understanding of the varied nature of business practices and perspectives in the international context LO 13: Graduates should demonstrate professional oral and writing communication skills LO 14: Graduates should be able to work and lead effectively in a teambased environment even in dispersed settings LO 16: Graduates should be able to utilise a wide range of professional soft skills, including management of employees; teamwork and teambuilding; negotiation abilities; and decision-making LO 19: Graduates should be able to select, interpret and evaluate information in regard to business decisions and derive meaningful answers using scientific methods and reasoning even in situations of unstructured problem definitions and/or restricted information availability Contents of Module and Intended Outcomes: As an effective project manager, you organize scarce resources, work under tight deadlines, control project change and generate maximum team performance. Through a simulated case study, you learn how to successfully plan, manage and deliver projects. You also learn how to implement project management processes, develop leadership skills and respond to real-world scenarios. At the end of the course, you have access to templates and checklists for use back at the office. The business world today is complex and always changing. Such an environment requires special skills and training. Central to this entire process is the project manager, who must successfully complete tasks on time and within specified budgets. Project management is required in most areas of business, from manufacturing to marketing. Thus, the influence of a project manager is not limited to any specific industry. Effective project managers are able organize scarce resources, work under tight deadlines, control project change and generate maximum team performance. Through a simulated case study, the students learn how to successfully plan, manage and deliver projects. They will learn how to implement project management processes, develop leadership skills and respond to real-world scenarios. The module provides the participants with both conceptual foundations and practical experience in the management of consulting projects. The module will be held in close interaction with experienced practitioners (consultants and/or managers in non-consulting firms). Parts of the module may even take place as an off-site event. Learning Outcomes This module pursues both conceptual and behavioural/experiential objectives: The students gain a sound understanding of the prerequisites for and the means of the successful management of strategic and

organizational change processes. They are able to analyze the state of organizations, and to define strategic and organizational change interventions. The students learn how to induce, manage, guide, and facilitate strategic and organizational change processes effectively. They become acquainted with the roles of managers and consultants in such processes, and are able to assume these roles. The contents of the module cover an introduction to the multiparadigmatic view of an organization as well as courses in which the students learn to apply concepts and theories in practice. Key transferable skills: Intellectual skills: analytical skills to define, structure, and manage a problem. Communication skills: written and oral presentation of arguments, transfer of discipline specific terminology into a form which is understandable in a general management environment. Research skills: use of appropriate literature, sources, statistics and data to provide profound analysis. Utilization of existing material and generating new data by surveys, interviews and workshops, experiments and projects. Workload Allocation: 180h total student s workload, thereof: Workshop / Lecture 35 h Pre-readings / Wrap-up 20 h Preparation of Project Plan / Presentation 35 h Simulation / Business Game 70 h Preparation Report 20 h Grading: 180 Examination Points Types of Examination Related Course Points TG/IG Class Participation Project Management 60 IG Project Project Management 120 TG Information on Papers, Allocation of Subjects & Groups, Homework etc.: 1. Course: MBA Project Management Course No.: L-MIS5-004 Instructor: Dr. Markku Klingelhöfer Guest Speaker/-s: tbd suzan.sommer@ebs.edu ECTS: 6 Number of Sessions: 3 full days

Language: Course Description: English In this course the students become acquainted with the basic tools of professional project management. They will practice the basic methods and reflect on critical issues in regard of hard and soft skills. Plan a project to ensure successful delivery and stakeholder satisfaction Apply best practices to plan and run projects using the PMP methodology Implement risk management techniques and mitigation strategies Estimate and schedule task work and duration with confidence Implement monitoring tools and controls Recognize and practice the leadership skills needed to run a motivated team Students will get an overview over other internationally standardizes project management methodologies as e.g. PRINCE2 During the course the participating students will: Have an introduction to theoretical basics and general tools of Project Management. Transfer all tools into relevant individual projects. Be sensitized of critical factors in project management Learn basic elements of an effective leadership in project management. Experience individual leadership styles in practical exercises. Learn methods for an efficient and professional meeting management. Be able to manage projects professionally after the training. The course will follow the overall structure: Introduction & Definitions Clarification of Assignment Phrasing of Objectives Project Organization Work Breakdown Structure Project Work Schedules Risk Management Project Control & Project Closure Leading Projects and Soft Factors of Success Required Readings: Further Recommended Verzuh, Eric: The fast forward MBA in Project Management. John Wiley & Sons, Inc.: New York; Chichester; Weinheim. Project Management Institute (PMI): A Guide to the Project Management

Readings: Pedagogy: Body of Knowledge. International Project Management Association (IPMA): IPMA Competence Baseline (ICB). Snead, G. Lynne; Wycoff, Joyce: To do doing done. A creative approach to managing projects & effectively finishing what matters most. Fireside, New York. Workshops, Lectures, Case Discussions, Business Games, Simulations Name of Module: Independent Studies Module Owner: Prof. Dr. Peter Russo Module No.: M-MIS5-010 peter.russo@ebs.edu Programme/-s of Study: EBS Full-time MBA Accelerated Track Gateway to Germany Track International Track Semester: 2 ECTS: 6 Prerequisites: none (elective) (elective) (elective)) Contribution to Programme Learning Goals: ILO 3: Graduates should display a critical awareness of current issues in business and management informed by leading edge research and practice in the field ILO 4: Graduates should be aware of the range of ongoing market, economic, and regulatory information that have the potential to affect their organizations ILO 13: Graduates should demonstrate professional oral and writing communication skills ILO 15: Graduates should be able to conduct business and research in English (for MBI and EMBA HCM: and German) ILO 18: Graduates should be able to self-direct their learning process Contents of Module and Intended Outcomes: Students can apply for Independent Studies when there is a particular topic they would like to explore that is not covered by the current course offerings. Individual Studies courses are courses designed by a faculty member and an individual student or a group of students. There are 2 different Formats offered within this module: Directed Studies and Practical Studies. Students can apply for Independent studies when there is a particular topic they would like to explore that is not covered by the current course offerings. Students approach professors directly to inquire about conducting an DS/ PS with them. They then file a

proposal which decribes the course content, objectives and learning outcomes. When agreed by faculty member and Programme Management, both meet regularly throughout the quarter to discuss readings/work. After completion of the module, students will be able to Negotiate, plan and carry out a programme of learning and assessment in a relevant subject area Demonstrate appropriate detailed breadth and depth of knowledge in a specialised area relevant to the programme of study Demonstrate initiative and independence in problem solving and be able to critically evaluate appropriate texts and develop effective arguments Critically justify and rigorously apply appropriate methods and techniques, incorporating an ethical dimension where appropriate Communicate the above knowledge, skills and understanding coherently and effectively both orally and in writing Workload Allocation: 180h total student s workload, thereof: Lecture and Feedback 10-30 h Readings / Research / Practical Work 60-120 h Essay or Report 30-60 h Preparation of Presentation 20 h Grading: 180 Examination Points Types of Examination Related Course Points TG/IG Presentation Module 60 IG/TG Essay/Paper Module 120 IG/TG Information on Papers, Allocation of Subjects & Groups, Homework etc.: Due to the various formats and topics an individual studies module can be agreed on, the detailed requirements for the essay or report will be agreed upon by the supervisor and the student/group of students a the beginning of the course. 1. Course: Directed Studies Course No.: L-MIS5-020 Instructor: N.N. Guest Speaker/-s: tbd nn ECTS: 6 Number of Sessions: 10-20 (lecture and feedback sessions) Language: English Course Description: Directed Studies follows a syllabus set in close consultation with a faculty member to meet the needs or interests of an individual student or small group of students. The main goal of directed study is knowledge or skill acquisition, not research. The course is graded by written assignments, and a presentation.

Required Readings: Further Recommended Readings: Pedagogy: tbd tbd Lectures, Seminar, Case Discussions 2. Course: Practical Studies Course No.: L-MIS5-021 Instructor: N.N. Guest Speaker/-s: N.N. ECTS: 6 Number of Sessions: 10 (feedback sessions) Language: English Course Description: Practical Studies Applied work (e.g.internship at a company or participation in a university research project for a corporate customer), arranged under the direction of an instructor in the department. Additional readings are assigned by the supervising faculty member upon the start of the practical studies. Credit and grade are based on a written report and a presentation. Required Readings: tbd Further Recommended tbd Readings: Pedagogy: Tutorials, Real Life Project Name of Module: Marketing Project Module Owner: Prof. Dr. Sabine Moeller Module No.: M-MKT5-015 sabine.moeller@ebs.edu Programme/-s of Study: EBS Full-time MBA Accelerated Track (elective) Gateway to Germany Track (elective) International Track (elective) Semester: 2 ECTS: 6 Prerequisites: Basic knowledge in Marketing

Contribution to Programme Learning Goals: Contents of Module and Intended Outcomes: Workload Allocation: Grading: LO 1: Graduates should demonstrate a good understanding of the most important theories, principles and methods of business administration and related disciplines LO 6: Graduates should be able to appreciate the multiple issues involved in business scenarios involving various stakeholders and be able to propose solutions that account for differences in stakeholder perspective where appropriate LO 8: Graduates should be able and willing to develop solutions for business problems taking into account their societal effects LO 11: Graduates should be able to inspire and motivate others LO 12: Graduates should demonstrate an awareness of and the skills to cope with the challenges posed by a multicultural environment including an understanding of the varied nature of business practices and perspectives in the international context LO 14: Graduates should be able to work and lead effectively in a teambased environment even in dispersed settings. LO 16: Graduates should be able to utilise a wide range of professional soft skills, including management of employees; teamwork and teambuilding; negotiation abilities; and decision-making LO 17: Graduates should be able to demonstrate a clear sense of purpose and identity LO 18: Graduates should be able to self-direct their learning process LO 20: Graduates should be capable of approaching a research question or project in a systematic, solution oriented manner and be able to solve it autonomously The course will focus on consumer markets, and will deepen the core concepts of marketing as introduced in the core module Market Management. The course will also introduce a number of concepts associated with positioning, branding, promotion, and customer management. The aim of the course is to discuss the application of marketing techniques to a specific product, product line, service or brand. Students acquire knowledge of how companies try to increase the perceived value of an offer. 180 h total student s workload, thereof: Pre-readings and Readings 20 h Class Sessions / Simulation Support 30 h Project Report 50 h Group work / Simulation / Business Game 60 h Homework / Assignments 20 h 180 Examination Points Types of Examination Related Course Points TG/IG Class participation Module 30 IG Presentation Module 60 TG Project Module 90 TG

Information on Papers, Allocation of Subjects & Groups, Homework etc.: 1. Course: Marketing Project Course No.: L-MKT5-024 Instructor: Prof. Dr. Sabine Moeller Guest Speaker/-s: tbd sabine.moeller@ebs.edu ECTS: 6 Number of Sessions: 20 Language: English Course Description: In this course students learn how to: "Make marketing decisions for products and services in the context of general management", "Control the elements of the marketing mix" - product policy, channels of distribution, communication, and pricing, customer contact personnel, processes and physical facilities - to satisfy customers needs profitably, "Use this knowledge to develop successful brand management and relationship management", "Get a better understanding of consumer behaviour". Required Readings: Further Recommended Readings: Pedagogy: The course will focus on consumer markets, and will deepen the core concepts of marketing. This will either be accomplished by dealing with a real world project or a simulation. Information on the real world project is dependent on the cooperation partner and will be given at the beginning of the class. In case the simulation is core of the course the students have to make decisions in the area of pricing and marketing communications (marketing spending, marketing mix allocation, marketing communications positioning, and promotional programs) and predict short-term forecasts. Therefore sophisticated research study resources are available to the different firms that will be run by the student groups. The database includes competitive benchmarking, price sensitivity analysis, and marketing program experiments. Firms in the simulation market existing low-end and midrange products through a retail channel in multiple regional markets. Aaker, D.A.: Strategic Market Management. New York: Wiley& Sons, 2007. Kotler, P. & Keller, K.L.: Marketing Management. Upper Saddle River, NJ, Prentice Hall International, 2005. Lectures, Case Discussions, Business Games, Simulations

Name of Module: Elective Realizing Entrepreneurship Module Owner: Prof. Dr. Peter Russo Module No.: M-STR5-035 peter.russo@ebs.edu Programme/-s of Study: EBS Full-time MBA Accelerated Track (elective) Gateway to Germany Track (elective) International Track (elective)) Semester: 2 ECTS: 6 Prerequisites: Basic knowledge in Entrepreneurship and Marketing Contribution to LO 1: Graduates should demonstrate a good understanding of the most Programme Learning important theories, principles and methods of business administration Goals: and related disciplines LO 4: Graduates should be aware of the range of ongoing market, economic, and regulatory information that have the potential to affect their organizations LO 6: Graduates should be able to appreciate the multiple issues involved in business scenarios involving various stakeholders and be able to propose solutions that account for differences in stakeholder perspective where appropriate LO 7: Graduates should be aware of the limits of their own capacities LO 8: Graduates should be able and willing to develop solutions for business problems taking into account their societal effects LO 10: Graduates should be able to recognise the need for change and be able to induce and manage change processes with social awareness and empathy LO 11: Graduates should be able to inspire and motivate others LO 12: Graduates should demonstrate an awareness of and the skills to cope with the challenges posed by a multicultural environment including an understanding of the varied nature of business practices and perspectives in the international context LO 17: Graduates should be able to demonstrate a clear sense of purpose and identity LO 20: Graduates should be capable of approaching a research question or project in a systematic, solution oriented manner and be able to solve it autonomously Contents of Module and Intended Outcomes: This elective is directly linked to and builds on core module Entrepreneurship and Innovation by giving you the opportunity to transfer knowledge generated there into real life. It provides you with the opportunity to explore real-life challenges and opportunities in bringing new products or services to market either by founding a new company or within an established firm. This elective s focus is twofold:

Workload Allocation: on the one hand it provides you with all relevant elements of entrepreneurial behavior and on the other hand it allows you to create a convincing business plan and to present it to a panel of venture capitalist, business angels and similar managers form established firms. Through long-term collaboration with the Stanford Technology Ventures Program of Stanford University you will have the chance to attend one of Silicon Valleys most impressive lecture series, the Entrepreneurial Thought Leaders Seminar (http://etl.stanford.edu) by web and participate on Silicon Valley entrepreneurs real life cases. 180 h total student s workload, thereof: Lectures and Feedback Sessions (20x90 min) 30 h Preparation 70 h Business Plan 80 h Grading: 180 Examination Points Types of Examination Related Course Points TG/IG Class participation Module 60 IG/TG Project Module 120 IG Information on Papers, Allocation of Subjects & Groups, Homework etc.: Students will interactively document their learning from ETL Seminar. This seminar takes place every Wednesday afternoon (US Westcoast time) and can be watched online live or on demand. Students contribute be email or Google Group. Contribution will be measured be number of comments and its quality. In parallel - and by applying what they have learned from Silicon Valley entrepreneurs - students will put together a ppt-document that shows all relevant aspects of their business idea. An excerpt of this document will be presented to a panel of venture capitalists, business angels and investment managers at the end of the course. 1. Course: Realizing Entrepreneurship Course No.: L-STR5-063 Instructor: Prof. Dr. Peter Russo Guest Speaker/-s: German Venture Capitalists, Venture Capitalists and Investors from Silicon Valley, Business Angels, Private Equity Investors, Investment Managers from established Companies peter.russo@ebs.edu ECTS: 6 Number of Sessions: 20 (lectures and feedback sessions) Language: English Course Description: You will attend the Stanford Technology Ventures Program s ETL Seminar by web (http://etl.stanford.edu) and discuss learning outcomes. Furthermore you will work out an individual framework for a business plan describing your own idea. Over the course you will prepare topic for topic of your business plan and discuss it with faculty and the other students. Faculty in this context serves as facilitator rather that lecturer.

Required Readings: Further Recommended Readings: Pedagogy: Hisrich, R.; Peters, M.; Sheperd, D. (2010): Entrepreneurship. New York: McGraw-Hill Sahlmann, W. (1997): How to Write a Great Business Plan (HBR Jul/Aug 1997) Web-based Seminars, Workshops Name of Module: Crisis Management Module Owner: Prof. Dr. Peter Russo Module No.: M-STR5-036 Programme/-s of Study: suzan.sommer@ebs.edu EBS Full-time MBA Gateway to Germany Track International Track (elective) (elective) Semester: 2 ECTS: 5 Prerequisites: Contribution to Programme Learning Goals: none LO 1: Graduates should demonstrate a good understanding of the most important theories, principles and methods of business administration and related disciplines LO 6:Graduates should be able to appreciate the multiple issues involved in business scenarios involving various stakeholders and be able to propose solutions that account for differences in stakeholder perspective where appropriate LO 13. Graduates should demonstrate professional oral and writing communication skills LO 19: Graduates should be able to select, interpret and evaluate information in regard to business decisions and derive meaningful answers using scientific methods and reasoning even in situations of unstructured problem definitions and/or restricted information availability

Contents of Module and Intended Outcomes: This module explores: the nature of crises and crisis management strategies Modelling the Crisis Process The Crisis-Prone Organisation The Nature of Human Error Organisational Failures The Nature of a Safety Culture Post-Crisis Turnaround Strategies Developing the Crisis-Prepared Organisation Developing and evaluating a Crisis Management Strategy the key related areas of risk assessment, human intervention and organisational turnaround the strategic and operational implications of crisis management planning By the end of the module, students should: o have a critical understanding of the nature and principal concepts in crisis and risk management; o have a grounded understanding of various individual and organisational factors contributing to crisisproneness, preparedness and crisis management success; o have a critical appreciation of the components of a successful crisis management plan o be able to identify the main phases in crisis development, the pre-cursors of each, and the relationships between them; o be able to identify a potential crisis portfolio for an organisation; o be able to analyse appropriate corporate strategies for crisis and risk management. Workload Allocation: Grading: 150 h total student s workload, thereof: Classes 28 h Preparation & Readings 72 h Preparation for Written Report 50 h 150 Examination Points Types of Examination Related Course Points TG/IG Essay: Module 150 IG

Information on Papers, Allocation of Subjects & Groups, Homework etc.: Learning outcomes will be met through a combination of taught input, groupwork, case studies and discussion, supported by guided reading and specially-written self-study material. The summative written report of max. 4,000 words based on the analysis of risks to an organisation and preparation of a crisis management plan will test students' understanding of relevant concepts and their ability to apply and interpret what they have learned to the analysis of a particular issue in depth. 1. Course: Crisis Management Course No.: L-STR5-063 Instructor: N.N. Guest Speaker/-s: none suzan.sommer@ebs.edu ECTS: 5 Number of Sessions: 20 Language: Course Description: Required Readings: Further Recommended Readings: Pedagogy: English please see module description None None Workshops (a combination of taught input, groupwork, case studies and discussion), timetabled in blocks. Name of Module: Leadership Module Owner: Prof. Dr. Peter Russo Module No.: M-STR5-038 Programme/-s of Study: suzan.sommer@ebs.edu EBS Full-time MBA Gateway to Germany Track International Track (elective) (elective) Semester: 2 ECTS: 5

Prerequisites: Contribution to Programme Learning Goals: none LO 1: Graduates should demonstrate a good understanding of the most important theories, principles and methods of business administration and related disciplines LO 3: Graduates should display a critical awareness of current issues in business and management informed by leading edge research and practice in the field LO 11. Graduates should be able to inspire and motivate others LO 13. Graduates should demonstrate professional oral and writing communication skills LO 14. Graduates should be able to work and lead effectively in a teambased environment even in dispersed settings. Contents of Module and Intended Outcomes: The module aims to: o develop students' ability to master the knowledge and understanding at an advanced level of key issues in the conceptualisation and practice of leadership o provide students with the opportunity to develop the ability to critically understand current approaches and empirical research in the field of leadership studies o provide students with the ability to increase their professional effectiveness as leaders o provide students with the opportunity to enhance their communication, organisational, problem solving and analytical skills Applicability of the Module: Workload Allocation: Grading: 150 h total student s workload, thereof: Classes 28 h Exercises / Readings / Preparation of group presentation 72 h Preparation for Written Assignment 50 h 150 Examination Points Types of Examination Related Course Points TG/IG Essay Module 110 IG Presentation Module 40 TG Information on Papers, Allocation of Subjects & Groups, Homework etc.: Written assignment of 3,000 words maximum and group presentation of 30-40 minutes duration

1. Course: Leadership Course No.: L-STR5-065 Instructor: Dr. Jan-Roy Edlund Guest Speaker/-s: none suzan.sommer@ebs.edu ECTS: 5 Number of Sessions: 20 Language: Course Description: Required Readings: Further Recommended Readings: Pedagogy: English please see module description none none 28 hours contact time including lectures, case studies, workshops and guided reading. Name of Module: Social Entrepreneurship Module Owner: Prof Dr Peter Russo Module No.: M-STR5-037 Programme/-s of Study: suzan.sommer@ebs.edu EBS Full-time MBA Gateway to Germany Track International Track (elective) (elective) Semester: 2, course to be held in Durham, UK ECTS: 5 Prerequisites: Contribution to Programme Learning Goals: none LO 1: Graduates should demonstrate a good understanding of the most important theories, principles and methods of business administration and related disciplines LO 3: Graduates should display a critical awareness of current issues in business and management informed by leading edge research and practice in the field LO 4: Graduates should be aware of the range of ongoing market, economic, and regulatory information that have the potential to affect their organizations

Contents of Module and Intended Outcomes: This module will provide a comprehensive overview of the role social entrepreneurs play in society and the challenges they face, develop an understanding of and ability to critically examine the major analytical frameworks employed in evaluating a social enterprise and its socio-economic impact and equip students with an advanced conceptual and practical knowledge of the skills needed to successfully develop, launch and manage a social enterprise. By the end of the module students should: have a critical understanding of the nature, form and structure of the social enterprise sector; have a grounded understanding of key perspectives on social enterprise and the social entrepreneur; have a critical appreciation of the importance of the impact of social entrepreneurial activities on society be able to examine and critically evaluate social enterprise performance; be able to develop an appropriate social investment strategy; be able to critically evaluate the value of an enterprise to society Workload Allocation: Grading: 150 h total student s workload, thereof: Classes 28 h Preparation & Readings 72 h Preparation for Written Assignment 50 h 150 Examination Points Types of Examination Related Course Points TG/IG Essay Module 150 IG Information on Papers, Allocation of Subjects & Groups, Homework etc.: Exam based on individual written report of about 4,000 words max., on the development of a social enterprise plan. The summative written assignment will test students' understanding of relevant concepts and their ability to apply and interpret what they have learned in the preparation of a social enterprise plan. 1. Course: Social Entrepreneurship Course No.: L-STR5-064 Instructor: N.N. Guest Speaker/-s: tbd suzan.sommer@ebs.edu ECTS: 5 Number of Sessions: 20 Language: English

Course Description: Required Readings: Further Recommended Readings: Pedagogy: please see module description none none Learning outcomes will be met through a combination of taught input, groupwork, case studies and discussion, supported by guided reading and specially-written self-study material. Name of Module: Automotive Brand Management & Consumer Behavior Module No. M-AUT4-002 Module Owner: Prof. Dr. Franz-Rudolf Esch christoph.georgi@ebs.edu Programme/-s of Study: EBS Full-time MBA Gateway to Germany Track (elective) Semester: 3 ECTS: 6 Prerequisites: Basic knowledge in Marketing Required textbooks to be read before: Armstrong, G.; Kotler, P. (2008): Marketing: An Introduction, 9. ed.; New Jersey: Prentice Hall. Contribution to Programme Learning Goals: LO 1: Graduates should demonstrate an advanced understanding of the most important and current theories, principles, terminologies, and methods of Automotive Management and related disciplines and be aware of their limitations LO 2: Graduates should be able to assess the performance of a company and its different areas using advanced qualitative and quantitative scientific methods LO 5: Graduates should be able to conduct business and research in English and in their native language LO 6: Graduates should demonstrate well-developed oral and written communication skills LO 7: Graduates should be able to draw upon a variety of soft skills including being able to take over responsibility within and for a team LO 8: Graduates should be able to instantaneously contribute significant value to their companies after entering their first job LO 9: Graduates should be able to select, interpret and evaluate information in regard to business decisions and derive meaningful answers using scientific methods and reasoning even in situations of unstructured problem definitions, high complexity, and/or limited

availability of information Contents of Module and Intended Outcomes: Workload Allocation: Customers do not buy products, they buy brands. In this module we merge the brand perspective with the customer perspective. From the managerial point of view the inside-out is necessary to gain a deeper understanding how to strengthen automotive brands and to create strategies and means of implementation to capitalize the automotive brand as good as possible. Outside-in managers have to be aware of the needs and wants of customers in different countries. They should gain a better understanding of their customers in order to conquer new customers und to build long term customer relationships with existing customers. The better these two perspectives are brought together, the higher is the customers lifetime value and the brand equity for an automotive company. Students will be able to understand the impact of automotive brand management in the context of a world where products become more and more interchangeable and brand image has become one of the major differentiator. They will be able to analyse and implement successful brand positioning via effective communication strategies. Moreover, they are able to anticipate the behavior of customers in order to develop successful brand images and market innovative products. 180 h total student s workload, thereof: - Classes (18x90) 27h - Pre-reading & Wrap up 60h - Project 25h - Case Study 25h - Exam and Exam Preparation 43h Grading: 180 Examination Points Information on Papers, Allocation of Subjects & Groups, Homework etc.: Kind of Examination Related Course Points TG/IG Project Automotive Brand Management 30 TG Written Exam Automotive Brand 60 IG Management Case Study Consumer Behavior 30 TG Written Exam Consumer Behavior 60 IG Students have to reflect their theoretical knowledge by solving a practical case using the theoretical frameworks learned during class. Getting in touch with the brand steering wheel for automotive brands will be a main aspect. The project will be worked on in groups.

1. Course: Automotive Brand Management Course No. L-MKT4-008 Instructor/-s: Prof. Dr. Franz-Rudolf Esch christoph.georgi@ebs.edu ECTS: 3 Number of Sessions: 10 Language: English Course Description: This course focuses on strategies how to build strong automotive brands. The means and ways how to successfully implement a brand internally in the minds of the managers and employees in automotive companies and externally for other stakeholders is content of this course. The main objective is to gain deeper insights in theoretical frameworks how to build strong brands and learn methods for implementing and measurements for controlling brand success. The issues that will be addressed range from brand identity, brand positioning, brand portfolio strategies, brand architecture, branding, brand communication, internal branding and behavioral branding up to brand control. Required Readings: Keller, K. L. (2008): Strategic Brand Management, 3 ed., Essex: Pearson Education. (p. 1-91, 97-138, 229-276, 572-584, 668) Further Recommended Readings: Pedagogy: Kapferer, J.-N. (2007): The new strategic brand management, 3. Aufl., London: Kogan Page. Esch, F.-R.; Armbrecht, W. (2008): Best Practice der Markenführung, Gabler: Wiesbaden. Esch, F.-R.; Tomczak, T.; Kernstock, J.; Langner, T. (2006): Corporate Brand Management, 2. Aufl., Gabler: Wiesbaden. Esch, F.-R.; Hermann, A.; Sattler, H. (2010): Marketing: Eine Managementorientierte Einführung, 3. Auflage, München: Vahlen. Esch, F.-R. (2010): Strategie und Technik der Markenführung, 6. Aufl., München: Vahlen. Lecture, Case Discussions 2. Course: Consumer Behavior Course No. Instructor/-s: Prof. Dr. Tomas Falk tomas.falk@ebs.edu ECTS: 3 Number of Sessions: 10 Language: English Course Description: Consumer behavior is ever-present in our daily lives. At just about every moment we engage in some form of consumer behavior: when we watch an ad on TV, talk to friends about the innovative ipad we bought, go to a

soccer match, purchase a new CD or gather information on the new car we plan to buy, we are behaving as a consumer. In sum, being a consumer reaches almost every part of our lives. With respect to its omnipresence, the study of consumer behavior has critical implications for areas such as marketing, public policy and ethics. Additionally, it also helps us to learn more about ourselves - why we buy certain things, why we use them in a certain way and how we get rid of them. In this course, we investigate the rich world of consumer behavior with a special focus on the automotive industry which plays a key role particularly in Germany. Yet, mainly due to the worldwide economic crises, the German automotive industry has suffered from a severe downturn. For instance, in 2009 the overall turnover has decreased dramatically by over 20% compared to 2008. A deeper understanding of the why of consumption may provide automotive managers with valuable starting points to better cope with this difficult situation. The objective of this course is to provide students with both a theoretically sound and practice-oriented perspective on consumer behavior. Drawing on insights from economic theory, psychology, and sociology, general models for explaining consumer behavior are developed. In turn, these models serve as a basis for discussing implications for marketing strategies, tactics and actions in the automotive industry. Finally, by using current research, case studies, analyses of newspaper reports and speakers from the corporate world, this course will ensure a close connectedness between theory and practice. The overall proportion of quantitative methods applied in this course is approx. 15%. Topics: 1. Introduction to Consumer Behavior 2. The Psychological Core: Motivation, Ability, and Opportunity 3. Customer Attention and Knowledge 4. Attitudes based on High Effort 5. Attitudes Based on Low Effort and Consumer Memory 6. Judgment and Decision Making Based on High Effort and Low Effort 7. The Consumer s Culture 8. Post-decision Processes Required Readings: Cline, Thomas W. and James J. Kellaris (2007), The Influence of Humor Strength and Humor-Message Relatedness of Ad Memorability, Journal of Advertising, 36 (1), 55-67. Goldstein, Daniel G., Johnson, Eric J., Herrmann, Andreas, and Mark Heitmann, (2008), Nudge Your Customers Toward Better Choices, Harvard Business Review, 86 (12), 99-105. Holbrook, Morris B. (1987): What is Consumer Research?, Journal of Consumer Research, 14 (1), 128-132. Hoyer, Wayne D. and Deborah J. MacInnis (2008), Consumer Behavior, Cengage Learning: Mason, 1-40. Rhee, Mooweon and Pamela R. Haunschild (2006), The Liability of Good

Further Recommended Readings: Pedagogy: Reputation: A Study of Product Recalls in the U.S. Automobile Industry, Organization Science, 17 (1), 101-117. Sukhdial, Ajay S., Chakraborty, Goutam, and Eric K. Steger (1995), Measuring Values Can Sharpen Segmentation in the Luxury Auto Market, Journal of Advertising Research, 35 (1), 9-22. Urban, David J., Hoffer, George E., and Michael D. Pratt (2001), Perceptions of Advertising in the Market for Used Vehicles, Journal of Advertising Research, 41 (1), 66-77. Herrmann, Andreas, Huber, Frank, and Anders Gustafsson (1997): From value-oriented quality improvement to customer satisfaction - A case study for passenger cars, in Johnson, Michael D., Herrmann, Andreas, Huber, Frank, and Anders Gustafsson (Eds.), Customer retention in the automotive industry, Wiesbaden: Gabler, 93-115. Olsen, Line Lervik and Michael D. Johnson (2003), Service Equity, Satisfaction, and Loyalty: From Transaction-Specific to Cumulative Evaluations, Journal of Service Research, 5 (3), 184-196. Van Rekom, Johan and Berend Wierenga (2007), On the Hierarchical Nature of Means End Relationships in Laddering Data, Journal of Business Research, 60 (4), 401-410. Verhoef, Peter C., Langerak, Fred, and Bas Donkers (2007), Understanding brand and dealer retention in the new car market: The moderating role of brand tier, Journal of Retailing 83 (1), 97-113. Lecture, Case Discussions Name of Module: Managing Market Offerings Module Owner: Prof. Dr. Roland Mattmüller Module No. M-MKT4-007 roland.mattmueller@ebs.edu katharina.lange@ebs.edu Programme/-s of Study: Gateway to Germany Track (elective) Semester: 3 ECTS: 6 Prerequisites: Knowledge of fundamentals in marketing strategies, processes and instruments. Product Management: Gorchels, L. (2000). The Product Manager s Handbook (the complete product management resource). Chicago, NTC/Contemporary Publishing Group. Price Management: Dolan, R. J./Simon, H. (1996). Power Pricing, New York. Harvard Business Review on Pricing (Ed.), Harvard Business Press, 2009.

Contribution to Programme Learning Goals: Contents of Module and Intended Outcomes: LO 1: Graduates should demonstrate an advanced understanding of the most important and current theories, principles, terminologies, and methods of Marketing and related disciplines and be aware of their limitations LO 3: Graduates should demonstrate advanced knowledge of scientific methods LO 5: Graduates should be able to conduct business and research in English and in their native language LO 6: Graduates should demonstrate well-developed oral and written communication skills LO 7: Graduates should be able to draw upon a variety of soft skills including being able to take over responsibility within and for a team LO 8: Graduates should be able to instantaneously contribute significant value to their companies after entering their first job The module can be seen as a deepening of the student's previously acquired marketing knowledge or also as a stand-alone module focusing on marketing strategies and selected marketing systems. The student's general understanding of the marketing discipline combined with the knowledge gained in these Master courses will then be applied to various marketing scenarios of real-life cases during the classes. The module consists of the courses "Product Management" and "Price Management" representing important pillars of a solid marketing education. In the course Price Management graduates will be able to analyze their company s pricing strategies and moreover identify factors why their company might not make optimal pricing decisions. They will learn about the price-response relationship and the cost structure for their products and will thus be able to optimize their products pricing. Moreover, graduates will not only get to know different pricing methods, such as cost oriented pricing, competitor oriented pricing and customer oriented pricing but also how these methods have to be adapted to the respective situation. Furthermore, graduates will acquire knowledge of value based pricing. To deepen the knowledge, graduates will prepare and work on a case study by applying value based pricing on a specific company. Finally, graduates will also be able to define their target and limit price and further conduct price negotiations with their company s opponents. The course Product Management will prepare graduates to work in Product Management. Graduates will know about the different tasks and responsibilities of a Product Manager and moreover be familiar with the different steps of Product Management. They will also be able to structure and implement Product Management Systems in their company. Graduates will be able to apply Product Management Tools such as Product Fact Books, Project Management and the DEAPNIC Method. They further will know the different steps how a product gets developed. In this regard they are able to apply different creativity methods such as the Bypass Methods, Brain Writing or the Morphological Matrix to generate new products. Furthermore they will be able to implement new product ideas, to know about the important factors of product design, product materials and how to develop product names.

Workload Allocation: Grading: 180 h total student s workload, thereof: - Classes (18x90) 27h - Pre-reading & Wrap up 40h - Case Study Preparation 30h - Exam and Exam Preparation 83h 180 Examination Points Information on Papers, Allocation of Subjects & Groups, Homework etc.: Kind of Examination Related Course Points TG/IG Written Exam Product Management 90 IG Written Exam Price Management 60 IG Case Study Price Management 30 TG Price Management: The case study will be presented and allocated during the first lecture. Further details about the length of the case study, the grading and the submission will also be provided during the first lecture. The case study will only be submitted but not presented in front of the course. Product Management: There will be several practical exercises during the lectures. Students will have to work on these exercises during the lectures. 1. Course: Product Management Course No. L-MKT4-010 Instructor/-s: Dr.-Ing. Dieter Lennertz katharina.lange@ebs.edu ECTS: 3 Number of Sessions: 9 Language: English Course Description: In the course "Product Management" the objectives, tasks, boundaries, methods and success factors of product management will be introduced and discussed with examples from the capital goods industry. The focus will be on the market- and solution-oriented design and development of products. Insights gained will be consolidated by appropriate exercises and case studies. The course will also contribute to "interdisciplinary understanding" - in particular between economists and engineers, a growing requirement for future leading executives. Required Readings: Gorchels, L. (2000). The Product Manager s Handbook (the complete product management resource). Chicago, NTC/Contemporary Publishing Group. Further Recommended Readings: Belliveau, P.; Griffin, A. & Somermeyer, S. (2002). The PDMA ToolBook for New Product Development. New York, John Wiley. Deschamps, J.-P.; Nayak, R.P. (1995). Product Juggernauts (how companies mobilize to generate a stream of market winners). Boston (Mass.), Harvard Business School Press.

Pedagogy: Lecture 2. Course: Price Management Course No. L-MKT4-014 Instructor/-s: Prof. Dr. Alexander Pohl Guest Speaker/-s: Tba. katharina.lange@ebs.edu ECTS: 3 Number of Sessions: 9 Language: English Course Description: "Price Management" covers the theoretical foundations of Pricing and Price Management. Furthermore, students will work on the procedural methods applied in real-life pricing situations. Selected case studies are part of the lecture and relate the theoretical concepts to the practice. This part includes in particular: - Price Optimization in Different Market Structures - Introduction to Value-Based Pricing and Conjoint Measurement - Professional Pricing in Day- to- day Business (Guest Speaker) - Pricing Techniques (Differentiation, Non-linear Pricing, Bundling ) - Pricing Strategies - High Level Price Negotiation and Case Study Required Readings: Dolan, R. J. & Simon, H. (1996). Power Pricing, New York. Further Recommended Readings: Pedagogy: Harvard Business Review on Pricing (Ed.) (2009). Harvard Business Press. Lecture, Case Discussions Name of Module: Digital Business Module Owner: Prof. Dr. Stefan Smolnik Module No. M-BIS4-005 stefan.smolnik@ebs.edu Programme/-s of Study: Gateway to Germany Track (elective) Semester: 3 ECTS: 6 Prerequisites: For taking this module, it is advisable to have basic knowledge in general management and information systems (IS). More specifically, the students should firstly know basic management terms and concepts like organizational structure, business process, value chain, and supply chain. Secondly, the students should basically be familiar from the

Contribution to Programme Learning Goals: Contents of Module and Intended Outcomes: Workload Allocation: perspective as an enabled user with fundamental IS concepts such as computer networks, web technologies like HTML, and Web applications and services for example provided by Amazon, ebay, and Google. LO 1: Graduates should demonstrate an advanced understanding of the most important and current theories, principles, terminologies, and methods of Real Estate Management and related disciplines and be aware of their limitations LO 4: Graduates should demonstrate an awareness of and the skills to cope with the challenges posed by a multicultural environment including an appreciation of the varied nature of business practices and perspectives in the international context LO 5: Graduates should be able to conduct business and research in English and in their native language LO 6: Graduates should demonstrate well-developed oral and written communication skills LO 7: Graduates should be able to draw upon a variety of soft skills including being able to take over responsibility within and for a team LO 8: Graduates should be able to instantaneously contribute significant value to their companies after entering their first job LO 12: Graduates should be able to self-direct their learning process The Internet today as a global communication and market platform has evolved a long way from its humble beginnings as a federally funded research project. Individuals and organizations find themselves increasingly dependent on the Internet for their daily routine; moreover, Web applications offer a variety of opportunities for increasing the organizational and individual effectiveness. Lastly, the Internet creates completely new business opportunities and transforms entire industries, as demonstrated by Amazon, Apple, or Google. This module's goal is to introduce students to fast-paced dynamics of digital business. It focuses specifically on (1) how organizations and individuals can use Internet technologies, notably Web 2.0, to increase their productivity and create new business opportunities (course "Online Business and Collaboration"), and (2) how information technology shapes competition and cooperation as well as increases specialization in global value chains (course "Business Networking"). Upon completion of this module, students understand the relevant technology trends as well as the core concepts and theories of digital business. They are able to analyse the practical implications from an individual and organizational perspective, and to outline strategies for enterprises that wish to seize the opportunities of digital business. This module uses research-based teaching methods and is based on current research of the Institute of Research on Information Systems (IRIS). Coursework draws on recent literature, case studies, and invited talks. 180 h total student s workload, thereof: Classes (19x90) 28,5h Pre-reading & Wrap up 47,5h Project (Group work, Pres.) and Case Studies 64h Exam and Exam Preparation 40h

Grading: 180 Examination Points Kind of Examination Related Course Points TG/IG Project Online Business and Collaboration 45 TG Project Business Networking 45 TG Written Exam Module 90 IG Information on Papers, Allocation of Subjects & Groups, Homework etc.: Online Business and Collaboration: Project work will be performed in groups of 2-3 students. Students will analyse a specific Internet start-up or Web 2.0 case. The presentations of the project work will take place in the lessons 8-9. Business Networking: Project work will be performed in groups of 2-3 students. Students will analyse a specific Business Networking case from either the financial or the automotive industry. The presentations of the project work will take place at the end of the course as part of the lectures on the automotive and financial industries. 1. Course: Online Business and Collaboration Course No. L-BIS4-011 Instructor/-s: Prof. Dr. Stefan Smolnik Guest Speaker/-s: To be announced at the beginning of the course stefan.smolnik@ebs.edu ECTS: 3 Number of Sessions: 9 Language: English Course Description: This course starts in its first part with providing an overview of the Internet's development. Subsequently, technologies that make Web 2.0 tick like HTML, CSS, HTTP, JavaScript or AJAX will be introduced as well as current trends in Web technologies such as offline usage, being always "on", or mashups. The course continues with discussing Internetbased business opportunities and the specificities of online business models. In its second part, this course looks at the emerging trends and best practices for organizational collaboration as it is being redefined through the advent of Web 2.0 technologies. The organizational application of Web 2.0 is examined from both the technical and the business perspective, providing insights in the benefits and challenges of these emergent technologies, including wikis, blogs and microblogging, social networking, social tagging, and podcasting. The third part covers introductions to cloud computing and to applying semantic web approaches within organizations. Basic technologies and concepts as well as business implications will be discussed.

Required Readings: Further Recommended Readings: Pedagogy: At the end of the course, students will understand how emerging Internet trends and technologies can be used to change existing business models or to create new ones and to increase the effectiveness in organizational collaboration. Students will know the fundamental trends, technologies, and business opportunities and challenges. McAfee, A. (2009). Enterprise 2.0: New Collaborative Tools for Your Organization's Toughest Challenges. Boston: Harvard Business School Press. Osterwalder, A.; Pigneur, Y. (2010). Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. New York: John Wiley & Sons, chapters 1-2. Chaffey, D. (2009). E-Business and E-Commerce Management. 4th edition, Harlow: Prentice Hall. Newman, A.; Thomas, J. (2008). Enterprise 2.0 Implementation: Integrate Web 2.0 Services into Your Enterprise. New York: McGraw-Hill. Papazoglou, M.; Ribbers, P. (2006). e-business. West Sussex: John Wiley & Sons Ltd. Lecture, Case Discussion, Seminar/Project 2. Course: Business Networking Course No. L-BIS4-010 Instructor/-s: Prof. Dr. Christine Legner Guest Speaker/-s: To be announced at the beginning of the course christine.legner@unil.ch ECTS: 3 Number of Sessions: 10 Language: English Course Description: While globalization and specialization transform the vertical structures of entire industries, information technology is an important factor driving the re-configuration of global value chains and their coordination. The course "Business Networking" focuses on the redesign of business networks and the setup of electronic business relationships with the goal to create a sustainable competitive advantage for an enterprise. It provides students with a systematic approach to understanding, designing, and implementing business networking strategies. The concepts and methodologies will be applied to two sample industries a. Financial Industry: Specialization and new sourcing models. b. Automotive Industry: Re-configuration of the automotive value chain and implications for supplier networks resp. sales and service networks. The course is structured as follows: 1. Evolution of Value Chains and Drivers for Business Networking: Driven by factors like globalization, increased competition, and declining customer loyalty, many industries are facing a structural transformation.

Required Readings: Further Recommended Readings: One way of succeeding in this endeavour is that companies adjust their business models in order to reduce their degree of vertical integration. The course teaches students to systematically analyse the evolution of value chains and the resulting networked business models. 2. Design and Implementation of Business Networking Strategies: The move towards a networked business model requires companies to align business processes with their partners in the ecosystem and to electronically link up with them. The course provides students with an overview of typical areas of inter-organizational collaboration, the underlying business processes and requirements for collaborating electronically. 3. Enablers of Business Networking - B2B Integration and Standards: Information technology is considered to be a major enabler of networked business models. The course explores different forms of electronic collaboration and B2B integration (Web portals, electronic document exchange, Web services, etc.). It will go on to discuss network effects and the role of vertical industry standards in electronic collaboration. 4. Business Networking in Selected Industries - Examples from the Financial and Automotive Industry: The concepts and methodologies will be applied to two selected industries. Students will analyse the situation of companies within these value chains and discuss their results with industry experts (during guest lectures). The course is based on current research results. Coursework uses recent literature, case studies and invited speakers. Hagel, J. III; Singer, M. (1999). Unbundling the corporation. Harvard Business Review, 77, 2, 133-141. Legner, C.; Pelli, D.; Löhe, J.; Walden, J.; Fischer, T.; Stein, O. (2009). Evolving Value Chains in the Automotive Industry Implications for Business Processes and Information Systems. Institute of Research on Information Systems, EBS Universität für Wirtschaft und Recht i.gr.: Wiesbaden. Österle, H.; Fleisch, E.; Alt, R. (2001). Business Networking: Shaping Collaboration between Enterprises. Berlin: Springer, chapters 1-4, 13-14, 17. Alt, R.; Bernet, B.; Zerndt, T. (2009). Transformation von Banken Praxis des In- und Outsourcings auf dem Weg zur Bank 2015. Berlin: Springer. Accenture (2006). Industrialization: The pathway to high performance banking. Deutsche Bank Research (2004). IT outsourcing: between starvation diet and nouvelle cuisine. Geiger, H.; Hürzeler, H. (2003). The transformation of the Swiss private banking market. Journal of Financial Transformation, 9, pp. 93-103. Mani, D.; Barua, A.; Whinston, A. (2006). Successfully Governing Business Process Outsourcing Relationships. MIS Quarterly Executive, 5, 1, pp. 15-29. Österle, H.; Fleisch, E.; Alt, R. (2001). Business Networking: Shaping Collaboration between Enterprises. Berlin: Springer, chapters 5-12, 15-16.

Pedagogy: Papazoglou, M.; Ribbers, P. (2006). e-business. West Sussex: John Wiley & Sons Ltd. Wigand, R.; Reichwald, R.; Picot, A. (2008). Information, Organization and Management: Expanding Markets and Corporate Boundaries. Berlin: Springer. Lecture, Case Discussion, Seminar/Project