MASTER Course Descriptions YEAR 2 - FHWN Can We Know? An Introduction to the Theory of Knowledge, Wadsworth 2000. Dodgson, Mark/Gann, ... Slides (download from the ... Management;

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MASTER Course Descriptions – YEAR 2

Course title: Business Law for the Internet

Course type: Integrated Course / mandatory course

Semester: 3

Hours/Week / ECTS:

2 / 3 ECTS

Degree Programme:

Master degree programme Business Consultancy International

Specialization:

Department: Law

Modules:

Course objectives:

To develop a general understanding of the specifics and legal implications of internet transactions

Course content: Introduction to the law (hierarchy of laws) Company law (corporations) contracts E-commerce Data Protection Labour law Unfair competition Act (UWG) Internet law and jurdisdiction

IP laws including: Trademark Protection Act - Markenschutzgesetz (MSchG) Design protection - Musterschutzgesetz (MuSchG) Patent Act - Patentgesetz (PatG) Utility Models Act - Gebrauchsmustergesetz (GmG) Copyright law - Urheberrechtsgesetz (UrhG)

Bibliography: Data protection Act (DSG) E-Commerce Act

Course prerequisites:

none

Grading: Case study presentation 80% Class Participation 20%

Absence from 25%, or more, of classes requires the student to complete a make-up assignment Absence from 50% of classes results in an automatic grade 5 being recorded at the final presentation, irrespective of the student’s performance at that presentation.

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Course title: Philosophy of Scientific Research

Course type: Lecture / mandatory course

Semester: 3

Hours/Week / ECTS:

1 / 2 ECTS

Degree Programme:

Master degree programme Business Consultancy International

Specialization:

Department: Economics/Philosophy of Science

Modules:

Course objectives:

Scientific and philosophical investigation: understand developments as well as differences. Logic and truth: know basic concepts and general questions. Science and humanities: learn theories and methods. Epistemological problems and critique of science: develop rational and critical thinking. Criteria of academic practice in view of writing a Master Thesis.

Course content:

Epistemology: general positions of scepticism, dogmatism, idealism, realism. Sources of knowledge: perception, experience, reason. Logical forms and correct argumentation. Theories of truth. Philosophy of science: explanatory and hermeneutic knowledge, different kinds of

rationality; methods of deduction, induction, reduction, abduction. Problems, limits and critique - current debates. Theories of economy and innovation. Economy and business ethics.

Bibliography: Mandatory Literature: Okasha, Samir: Philosophy of Science: A Very Short Introduction, Oxford (University Press) 2002. Musgrave, Alan: Common sense, science and scepticism: a historical introduction to the theory of knowledge, Cambridge (Univ. Press) 1993 (ch. 1 for pre-reading test, available at the library).

Riedenauer, Markus: Handout, download intranet. Be sure to print it out and bring it to class. Secondary Literature: Audi, Robert: Epistemology: a contemporary introduction to the theory of knowledge, London [u.a.] (Routledge) 1999. Chalmers, Alan F.: What is this thing called science? Maidenhead (Open Univ. Pr.) 2006/3. Moser, Paul K./Mulder, Dwayne H./Trout, J. D. : The Theory of Knowledge: A Thematic Introduction, Oxford (U.Pr.) 1997. Morton, Adam: A Guide through the Theory of Knowledge, Blackwell 2002/3. Pojman, Louis P.: What Can We Know? An Introduction to the Theory of Knowledge,

Wadsworth 2000. Dodgson, Mark/Gann, David: Innovation. A very short introduction. OUP 2010.


PLEASE NOTE: Prepare chapter 1 of Alan Musgrave for the first session! There will be a pre-reading-test at the second session of the course which will constitute 40% of the final grade, about chapters 1 and 2 of Okasha, Samir, as well as chapter 1 of Musgrave, Alan.

Grading: Grading: The final course grade will be based on (1) Pre-reading-test: 40% of final grade, written test, theory questions, 20 minutes, 40 points. (2) Final written exam (theory questions): 60% of final grade, 60 minutes, 60 points. Overall, students will need a 60 % grade or better on the final exam in order to pass the course. (3) Active participation (individual preparation and discussions) can improve the final grade. Attendance regulations: Students are required to attend at least three out of four sessions. In case of missing more than one session the student automatically fails the FIRST attempt of the final

written exam to complete the course. However, the student has two further attempts to complete the course.

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Course title: Public Sector Economics


Semester: 3

Hours/Week / ECTS: 1 / 2 ECTS

Degree Programme: Master degree programme Business Consultancy International

Specialization:

Department: Economics/Philosophy of Science

Modules:

Course objectives: The goal of this lecture is to familiarize students with key terms, figures and concepts of public sector economics in order to develop an understanding of government policies and the role and limits of governments in modern market economies, and to discuss the application of these concepts to real-world policy examples.

Course content: Starting from the fundamentals of welfare economics, which postulate that a perfectly competitive market economy will lead to an efficient allocation of resources, we explore the conditions under which market failures can emerge. We then investigate whether market failures present a rationale for public interventions, under which conditions such interventions are justified and what options are available in order to prevent or eliminate market failures. Apart from these issues dealing mostly with the expenditure side of government, we will also discuss the topics of taxation, efficiency and tax incidence.

Bibliography: Slides (download from the Intranet) one of the following two books for further reading (available in the library), relevant chapters will be indicated by the lecturer: Stiglitz, Joseph, E.: Economics of the Public Sector, W. W. Norton & Company, New York, latest edition. Tresch, Richard W.: Public Sector Economics, Palgrave Macmillan, 2008.

Course prerequisites: Microeconomics, Macroeconomics

Grading: Grading: The final course grade will be based on a written final exam (100% of grade, 60 points, 60 minutes, mixture of theory questions and applied exercises) Students will need a 60 % grade or better on the final exam in order to pass the course. Attendance requirement: Students are required to attend at least three out of five sessions. In case of missing more than three sessions the student automatically fails the FIRST attempt to complete the course. However, the student has two further attempts to complete the course.

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Course title: Consultancy Models II

Course type: Integrated Course / mandatory course

Semester: 3



Specialization:

Department: Business Administration

Modules:

Course objectives: Business Simulation is an approach and a conceptual tool which enables us to understand the dynamics of organizations and of markets, how to manage such dynamics, and how to effectively intervene in organizations and markets. In this course the concepts of Business Dynamics will be learned through participation in a business simulation game, in which 4 companies will compete in 5 different markets, producing 3 different products. In these setting decisions on strategy, operations, purchasing, investments, human resources, quality, sales & marketing as well as finances will have to be taken over several periods in the life cycle of a company. This highly interactive experience should enable you to analyse effects of decisions in a changing and competitive environment and therefore give you an insight and understanding of the dynamics of managing a company.

Course content: • Introduction in simulation theory and specific requirements of the simulation model • Business simulation “Euro Manager” for up to 15 periods • Final Presentation on actual results, learnings and take away’s

Bibliography: Required – available as download from the Course File • Sinus Software&Consulting GmbH: EURO Manager Players Manual Recommended • Sterman John. Business Dynamics: Systems Thinking and Modeling for a Complex World, McGraw-Hill/Irwin 2000 • Meadows Donella. Thinking in Systems: A Primer, Chelsea Green Publishing 2008

Course prerequisites: Active preparation as described

Grading: The class will be graded as follows: • Attendence: 75% • Presentation: 25%

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Course title: Risk Management


Semester: 3



Specialization: International Accounting and Finance

Department: Finance

Modules:

Course objectives: To provide an understanding of how Risk management in banking and corporations works by learning about organisation of the Risk management function, about the different kinds of risks and about the instruments used to measure and hedge risks. The student should acquire knowledge of the different topics in Risk management and should be able to use this knowledge to solve problems and questions arising in the tasks of risk managers.

Course content: SESSION 1 - Kick-off-Meeting, Organisation & Schedule - Review: Capital Markets: products and statistics - Basics of risk management: Introduction into strategies, types and instruments SESSION 2 - Basics of risk management (continued): Introduction into strategies, types and instruments - Interest Rate Risk, Market Risk SESSION 3 - Credit Risk SESSION 4 + 5 - Off Balance Sheet Risk - Foreign Exchange Risk - Sovereign Risk - Operational Risk - Liquidity Risk - Capital Adequacy SESSION 6 + 7 - Institutions and Regulations - International developments in risk management - Repetition of course topics, Q&A - Exercises and calculations to prepare for exam SESSION 8 - Presentaion of Case Studies

Bibliography: Mandatory: Crouhy M., Galai D., Mark R. (2006): The Essentials of Risk Management; New York: McGraw-Hill. Additional: Berk J., DeMarzo P. (2007): Principles of Corporate Finance, Pearson (Intl. Edition); Working papers, discussion papers and conference contributions of the European Commission, the ECB, the BIS, and other relevant international institutions; Handouts, Copies, Recent Newspaper/Journal Articles etc. to be spread during lectures.

Course prerequisites: Knowledge of financial markets and financial market’s theory.

Grading: The course will be graded as follows: Presentations 30% of grade Final written test 70% of grade, duration 90 Minutes

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The final test must be passed (= 70%) in order to obtain a positive grade for the course. Evaluation in detail: Presentation: At the beginning of the course different topics will be offered groups of students to prepare and to do a group presentation in the end of the course. Final written test The final written test will require calculations and written documentation of the understanding of the course program and material.

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Course title: Issues in Finance


Semester: 3




Department: Finance

Modules:

Course objectives: To provide a conceptual understanding of advanced issues in finance, as well as selected mathematical and statistical techniques which are commonly used in the field of finance and financial econometrics. Topics covered will include efficient market hypothesis, inefficient markets, arbitrage and the law of one price, the fundamental law of active management, derivative pricing and the random walk theory, passive investing, ETF´s and smart beta, the EURO and the theory of optimum currency areas and the government debt problem. The course consists of a theoretical part as well as an EXCEL computer lab part.

Course content: 1) Efficient Markets Efficient Market Hypothesis Markowitz Portfolio Selection Efficient Frontier and Diversification Risk Return Trade Off - CAPM (2) Efficient Market EXCEL Lab Random Walk - Pricing of Put & Call Options VaR Beta-Estimation Risk Efficient Security Selection (3) Inefficient Markets Behavioral Finance Rationality - Are we Rational Decision Maker? Financial Bubbles The Monty Hall Puzzle Feedback and Reflexivity: The Predictability Problem (4) Inefficient Markets EXCEL Lab Regression Analysis: A primer Time Series Analysis: A primer BDS Test for Chaos (5) Issues in Finance 1: The Fund Management Industry The Fundamental Law of Active Management Information Ratio Benchmarks and Index Calculations Exchange Traded Funds Smart Beta Funds (6) Issues in Finance 2: OCA, debt sustainability and long term growth Optimum Currency Area and the Euro Debt Dynamics What determines long term economic growth? (7) Review and Q&A (8) Exam

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Bibliography: Berk, DeMarzo - Corporate Finance, Pearson Int. Edition: Chapter 3, 4, 10, 11, 12.1 - 12.4, 20, 21 Paul de Grauwe: The Economics of Monetary Integration: Oxford University Press 1992: Chapter 8 Thomas Lee, "Active Management", Journal of Portfolio Management, 2000 John Normand: Introduction to Portfolio Management - Passive Management, Introduction to Portfolio Management - Active Management

Course prerequisites: Knowlegde of "Time Value of Money" Knowledge of (bond) cash flows, prices and yields (yield curve) Basic knowledge of EXCEL analysis ToolPak is welcome Some understanding of basic statistics (average, standard deviation, normal distribution, correlation). Knowledge of elementary probability theory is useful.

Grading: There will be one final written examination Length: 90 minutes.

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Course title: Consolidated Financial Statements


Semester: 3




Department: International Accounting

Modules:

Course objectives: The lecture will deal exclusively with consolidated financial statements according to International Financial Reporting Standards (IFRS).

Course content: Scope of Consolidated Financial Statements, The Control Concept, Translating financial statements into a presentation currency, Accounting for business combinations by the Acquisition Method: • Identifying the acquirer • Cost of a business combination • Acquisition date • Allocating the cost of a business combination • Accounting for Goodwill • Treatment of minority interests • Disclosure Elimination of intragroup balances, transactions, income and expenses • Accounting for deferred taxes • Discontinued operations • Investments in Associates

Bibliography: IFRS 3 Business Combinations, IFRS 5 Non-Current Assets Held for Sale and Discontinued Operations, IAS 12 Income Taxes, IAS 21 The Effects of Changes in Foreign Exchange Rates, IFRS 10 Consolidated and Separate Financial Statements, IAS 28 Investments in Associates - Synopses of the respective standards can be found at www.iasplus.com. - IFRSs as endorsed by the European Commission can be found at: http://ec.europa.eu/finance/accounting/legal_framework/index_en.htm or in the IFRS bound volume in the library: "IFRS 2014 - The Official Standards Approved by the European Union”, Wiley

Course prerequisites: Accounting courses according to the curriculum.

Grading: Final written exam, 90 minutes, 60% of the points are required to pass the exam. Materials allowed during the exam: - Scientific calculator (not programmable; smbolic or graphing calculators are NOT allowed!); Smartphones must by no means be used as calculators! Compulsory attendance: 4 out of 6 sessions; in the event of not meeting the attendance requirement students automatically lose their first attempt to pass the final exam and thus to complete the course.

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Course title: Special Accounting, Auditing and Controlling Problems


Semester: 3





Modules:

Course objectives: The main objective of this course is a broader understanding of important accounting regulations as well as auditing regulations. By discussing Financial Statements of existing companies and a case study relating to fraud, students should be enabled to better understand the differences in existing accounting regimes.

Course content: Overall Structure: - Auditing Standards - Accounting Standards - accounting scandals (backgrounds) Special Accounting Problems: - IFRS and IAS - IAS 36 Impairment of assets - IFRS 9 Financial Instruments - recognition and measurement, loan loss provision Special Auditing Problems: - audit reports - fraud and the auditor's responsibility - how to read Financial Statements and what to make of it

Bibliography: No mandatory formal text book. Accompanying materials will be made available to the students during the lecture.

Course prerequisites: Students should be experienced in Accounting beyond JUST an “introduction” level – i.e. students need to have successfully completed an Intermediate level of accounting studies. Students must attend a minimum of 5 lectures (out of the 7 scheduled)!

Grading: Grading: 70% of the grade: 1.5 hours written exam at the end of the semester. The exam will require answering open questions. This final written exam must be passed (>60%) to get a positive grade for the course. 30% of the grade: Homework Starting with the 2nd attempt, the written exam accounts for 100% of the final grade. Attendance requirement: Students must attend a minimum of 5 lectures (out or the 7 scheduled). Missing more than 2 sessions automatically results in the loss of the first attempt to complete the course.

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Course title: Case Study II (IAF)

Course type: Case Study / mandatory course

Semester: 3





Modules:

Course objectives: The goal is to introduce to the Harvard Business Case approach. Based on reallife cases students learn to analyse, conceptualize, evaluate and present their appropriate action plans.

Course content: Topic 1: Intruduction Topic 2: Types of cases Topic 3: Reallife cases (analyse, evaluate, present and reporting) Topic 4: Outside concepts (frameworks, models) Topic 5: Action Planning

Bibliography: Copies of case studies will be handed out during the lecture. Additionally recommended: * "Developing a Business Case (Pocket Mentor)" – November 23, 2010; by Harvard Business School Press; ISBN-13: 978-1422129760 * "HBR Guide to Building Your Business Case (HBR Guide Series)" – July 7, 2015; by Raymond Sheen, Amy Gallo; ISBN-13: 978-1633690028

Course prerequisites: Analysis of Financial Statements and Business Valuation

Grading: Case assignment and class participation. Compulsory attendance: 2 out of 3 sessions; missing more than 1 session automatically results in losing the first out of three attempts to complete the course. The student HAS TO BE PRESENT during the presentation of the case study in order to receive a positive grade for the course.

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Course title: Strategic Media Planning


Semester: 3



Specialization: International Marketing and Sales

Department: International Marketing & Sales

Modules:

Course objectives: Provide students with an understanding of the Media Business with particular focus on strategic media planning and media research. The course is designed to give a theoretical background as well as a practical hands-on approach to media planning.

Course content: Overview of the media business, media terminology, basics of media research, the role of the media agency, media planning strategies, the steps in the media planning process, characteristics of different media channels. The course will introduce students to a software called "Zervice", that is used in Media Agencies to derive analyses from media studies. Sep. 3, 2014 (Meyer-Janzek) - Course Introduction - Introduction to everyday life in media agencies - General Steps of Media Planning - Introduction to Basic Theories of Scheduling - Discussion of texts on classical theories of scheduling (Zielske, Ephron, et al.) Sep. 4, 2014 (Meyer-Janzek) - Media Research: methods and instruments - Effects of Media Mix - Print Planning - Outdoor Planning Oct. 2, 2014 (Brandstetter) - The role of Media Planning/Buying in Marketing - The players: Media, Sales Houses, Agencies, Clients + - Jobs in Media - Buying and Selling of Media: Market characteristics - Strategy in Media Planning - Strategy vs. Tactics - Sources for strategic decisions - What does "success" mean to Media Planning? - More metrics on Media: Planning - Tracking - Learning - Accountability in Media - How Do Media Work? Old and new concepts Oct. 10, 2014 (Brandstetter) - Anatomy of a Media study: a first look at "Zervice" - Variables and the construction of a Target Group - Media Usage in market reserach - Basic metrics in Media Oct. 17, 2014 and Oct. 23, 2014 (Meyer-Janzek) - Online Planning - Online Channels - Online Formats - Data driven Online Planning (Targeting and Real Time Advertising) - Online Marketing and Privacy

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Nov. 5, 2014 (Brandstetter) Traditional electronic media: Radio & TV - Radio & TV research - Radio planning - TV & streaming media - TV planning - incl. Media Math (Reach, Incremental Reach etc., Contact Classes) - TV buying Nov. 12, 2014 (Brandstetter) - Media Math in depth - Planning with real world figures - Buying decisions - Using "Zervice"

Bibliography: Gesky, Ronald D., Media Planning & Buying in the 21st Century, 2nd edition. 2020 Marketing Communications LLC, 2013. (The library is providing a number of books, but it is also available as Kindle edition on amazon). Other texts will be provided for electronically.

Course prerequisites: Intermediate level marketing course, plus course in Advertising.

Grading: Contribution in class (answers/discussion based on assignments), written test Contribution in class based on research and reading assignments (30%) Written Exam on media math and test on material covered by book, selected texts and lessons (70%) Students have to pass the written fin al exam to pass the course.

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Course title: Innovation and Portfolio Management


Semester: 3





Modules:

Course objectives: Innovation is consistently found to be one of the most important drivers of economic progress and success in business acumen. The purpose of this course is to provide students with a better understanding of the importance and nature of entrepreneurial activities and innovation, highlighting the inherent risks and different strategies for overcoming them. Using a combination of lectures, group discussion and cases, this course will examine the challenges, mechanisms, and approaches to foster and exploit innovation within the firm. We will discuss strategies, structures, people, processes, and cultures that are required to enhance the development of successful new products, processes and business models and explore the wider context of the innovative environment. The students will learn what factors lead to a culture of innovative business. We will discuss strategies, structures, people, processes, and cultures that are required to enhance the development of successful new products, processes and business models and explore the wider context of the innovative environment. The students will learn what factors lead to a culture of innovative business.

Course content: Lecture 1: Introduction to Innovation Management Defining innovation: discussion about innovation in its various degrees and dimensions and the role it plays in business and economic success. Lecture 2: Innovation Thought Leaders A look at innovation leaders and thought leaders on the subject of innovation management. From Thomas Edison to Steve Jobs, Joseph Schumpeter to Eric Ries – who are they and how have they influenced the development of and research on innovation management. Reading: Drucker, Peter F. (reprint 2002). Harvard Business Review, “The Discipline of Innovation” Govindarajan, Vijay, Trimble, Chris (December 1, 2004). MIT Sloan Management Review, “Strategic Innovation and the Science of Learning” Lecture 3: Innovation Models and Methods Exploration of theoretical innovation models to discover who and what is pushing and pulling the innovation process within the firm. Reading: Bower, J., & Christensen, C. (1995). Disruptive technologies: Catching the wave. Harvard Business Review, 73 (1), 43-53. Lakhani, Karim R., Hutter, Katja, Healy Pokrywa, Stephanie, Fuller, Johann (June 17, 2013). Harvard Business School 9-613-100 “Open Innovation at Siemens” von Hippel, E., S. Ogawa, & P. J. de Jong (2011). „The age of the consumer-

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innovator” MIT Sloan Management Review, 53 (1), 27-35 Lecture 4: Innovation Success, Failure and the Market Dynamic Answer the question why some innovations become successful and reach high market penetration while others innovations do not get beyond the prototype, and how the market influences this phenomenon. Reading: Garcia, Rosanna, Bardhi, Fleura, Friedrich, Collette (July 1, 2007). MIT Management Review “Overcoming Consumer Resistance to Innovation” MacCormack, Alan, Dunn, Brian Kimball, Kemerer, Chris F. (March 5, 2013). Harvard Business School, 9-613-073 “Barnes and Noble: Managing the E-book Revolution” Kim, W. Chan, & R. Mauborgne (2005). Harvard Business Review, October, 76-84. “Blue Ocean Strategy Lecture 5: Innovation Management Discuss how companies manage their innovation portfolio, how they balance the dilemma of daily operations versus innovating for the future, and how they support innovation throughout the organisation. Reading: Day, George S. (December 1, 2007). Harvard Business Review, “Is It Real? Can We Win? Is It Worth Doing? Managing Risk & Reward in an Innovation Portfolio” Kanter, R. M. (2006). Innovation: The Classic Traps. Harvard Business Review, November, 73-83. O’Reilly, C. A., & Tushman, M. L. (2004). The ambidextrous organization. Harvard Business Review, 82, 74-81. Lecture 6: Innovation and Sustainability Technological innovation is long understood to be a key to sustainable production and consumption. Are the two concepts of sustainability and innovation doomed for disaster or do they create a dynamic duo? Guest Lecture: Ines Kahsmayer, Project Manager Innovation and Technology, Magna International Europe AG Reading: Forstman, Helena (2013). Business, Society and Environment, “Environmental Innovations as a Source of Competitive Advantage or Vice Versa” Marlen, Gabriele Arnold, Hockerts, Kai (October 21, 2010). Business, Strategy and Environment 20, 394-407 “The Greening Dutchman: Philip’s Process of Green Flagging to Drive Sustainable Innovation” Nidomolu, Ram, Prahalad, C.K., Rangaswami M.R. (September 2009), Harvard Business Review “Why Sustainability is Now the Key Driver of Innovation” Lecture 7: The Innovation Environment Who innovates and why? In this last lecture, students will look at the role of the state, the market and the individual to learn how a culture of innovation can thrive.

Bibliography: Kao, John (March 2009). Harvard Business Review, “Tapping the World’s Innovation Hotspots”

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Miller, Paddy, Brankovic Azra (2011). IESE Insight, Issue 11, Fourth Quarter 2011, “Building a Creative Culture for Innovation”

Course prerequisites: Solid understanding of marketing

Grading: 60% = Written exam 90 min. 25% = Assignment 15% = Literature presentation and questions Note: Students must pass the final exam to pass the course.

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Course title: Supply Chain Management


Semester: 3





Modules:

Course objectives: Excellence in supply chain management can be a sustainable competitive advantage and the basis for long lasting customer relationships. Students will learn that supply chain management is much more than logistics but offers a wide field of opportunities to increase customer value if managed properly. A field trip to SHT Logistics with examples of how the interface between logistics, sales, marketing and finance can be managed will give the students an understanding of hands-on-solutions.

Course content: SESSION OUTLINE Session 1, Friday 15 October 2014 - Course Overview & Expectations - Chapter 1 Understanding the Supply Chain o Push/Pull View of Supply Chain Processes o Group Work – Reviewing the Supply Chain Management Capabilities of Zara o Excellent SCM as a base for a long term competitive advantage - Chapter 2 Supply Chain Performance o Forming a long term competitive advantage o Understanding the customer and SC uncertainty o The responsiveness spectrum o Actual Job Profiles for a SCM Manager - Handing out reading assignment “Stop trying to delight your customer” Session 2, Thursday 30 October - Field Trip to SHT Logistik, Brunnerfeldstrasse 53, Perchtoldsdorf Field trip to SHT Logistik with the Vice President Logistics and Sales Director of SHT Haustechnik AG (www.sht-gruppe.at) - See Logistic Centre in action (awarded with logistics price for innovative solutions in 2012 & 2014) - How does SHT as a B2B company: o Supply 4.500 customers in Austria and Slovakia with 400.000 articles and a 99,9% OTIF rate o manage the 4Rs o measure and improve the “SHT CSI” Customer Satisfaction Index o use I-Phone and I-PADs to improve quality and increase customer satisfaction o use the Customer Profitability Analysis o do Pricing and Revenue Management Session 3 – Friday 7 November - Field trip “After Action Review” - Debate on HBR article in pro/con groups “Stop trying to delight your customer” - Movie on SCM - Chapter 3 Drivers of Supply Chain Performance o Key components of customer service o Identify the major drivers of SCM - Handing out case studies - Handing out reading assignment “Which e-business is right for your supply chain Session 4 – Friday 14 November - Chapter 3 Drivers of Supply Chain Performance (cont) o Discussion case study o Describe key financial measures of firm performance o How to measure logistics costs and SC performance - Chapter 4 How does online sales effect SCM o strengths and weaknesses of various distribution options by looking at cost and

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service factors - Chapter 18 Sustainability and the Supply Chain - Chapter 12 How to manage uncertainty in a SC Session 5, Wednesday 19 November - Group work: Designing a CSI Index for different companies - Chapter 10 Managing risk in the SC (see: Logistics & Supply Chain Management) and Chapter 13 Optimal level of product availability (see: Supply Chain Management) o How to set up an appropriate risk management system o Defining customer service objectives - Case Study presentation 1 Session 6, Friday 28 November - Chapter 15 Sourcing decisions o Understand the role of transportation and the role of infrastructure o Discuss - how do sourcing decisions affect the supply chain - Chapter 16 Pricing and revenue management o Pricing and revenue management at SHT o Customer Profitability Analysis - Case Study presentation 2 - Handing out reading assignment: “Is It Time to Rethink Your Pricing Strategy?” Session 7 – Thursday 4 December - Chapter 16 Pricing and revenue management (cont) - Debate “Is It Time to Rethink Your Pricing Strategy?” - How does SCM effect the shareholder value - Outlook o The trend towards globalisation in the supply chain o The role of IT in the supply chain

Bibliography: - S. Chopra, P. Meindl, Supply Chain Management, Fifth Edition, Pearson, Chapter 1,2,3,4,12,13,15,16, 18 - M. Christopher, Logistics & Supply Chain Management, Fourth Edition, Prentice Hall, Chapter 10 - Stop Trying to Delight Your Customers by Matthew Dixon, Karen Freeman, Nicholas Toman, Harvard Business Review, Jul 01, 2010 - Which e-business is right for your supply chain by Sunil Chopra and Jan A. Van Mieghem in Supply Chain Management Review, July/August 2000 - Is It Time to Rethink Your Pricing Strategy? by Andreas Hinterhuber and Stephan Liozu, MIT Sloan Management Review, Summer 2014, Reprint 53413, Volume 53, Number 4, pages 69-77

Course prerequisites: Sales Courses, Marketing Strategy Courses

Grading: Class Contribution including debates: 20% HBR Case Study: 30% Final Exam: 50% Note: Students must pass the final exam to pass the course

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Course title: Sales Analytics and Controlling


Semester: 3





Modules:

Course objectives: The course covers the theoretical foundations and practical implications of a successful sales performance reporting. The lectures will be balanced between theoretical lectures, extended group work, a real world sales service channel simulation and different guest lecturers. Students will be introduced to best practices and state-of-the-art cloud solutions alike. Last but not least the course will draw parallels to the previous course “International Communication Strategy” by introducing the processes of selling online advertising products. Objectives of the course: Understand the 5 critical processes that drive sales management performance Learn how to choose the right sales and reporting processes for a team Show the 3 levels of sales metrics that are important to collect Understand which metrics can be “managed” and which not Develop a feeling of how to deal with conflicting sales objectives Learn how to align seller activities with business results across an organisation Get to know how to use CRM and the most common solutions on the market This course is designed to give students an introductory understanding of how corporations look at their data, gain an understanding on what data points can be directly impacted by the sales organization and how to begin to recognize connections between data points. Finally, the human element is brought in because data can only predict with a degree of accuracy that is somewhere less than 100%, especially in the world of sales. When data states that “x” has or should happen, either the reality behind how x happened or the probability that x will happen is impacted by human nature.

Course content: Session 1: “Understanding Sales Analytics - Introduction to Sales Reporting and Controlling" - What can be measured in terms of sales? - What can actually be controlled? - Fighting the sales force metrics chaos - Metrics based on sales activities, business results and sales objectives (=3 levels of sales force metrics) - The problem with “managing by results" - Measuring salesforce and determining profitability by product lines Session 2: “Real World Multi-Channel Simulation A1 Telekom Austria" The second full day will be held toether with Paul Lehener from A1 Telekom Austria and we will run a real world sales/service channel simulation that covers the following areas: - High level market and competitor analysis of the telco market to develop a sales strategy - Sales and traffic planning by channel for the years 2016 - 2018 - Introduction on how to calculate channel costs

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- Development of a real world business case based on the assumptions taken - Definition of capabilitires and major milestones to successfully implement the strategy Briefing: Semester Project Session 3: “Trends and Tools in Sales Analytics" - The key transformational trends in selling - Big Data and its implications for sales analytics - How to align strategy and sales - Which sales process is the best for a specific company - Opportunity Management, Account Management, Territory Management, Sales Force enablement - Selecting and collecting metrics - Managing sales force by objective driven metrics - Introduction to CRM and sales analytics software Session 4: “Presentations and guest lecture" - Student presentations of their group projects - Afternoon - session with Mag. Pierre Greber who works in sales at SDO (Styria Digital One —> Presse, Wiener, MISS, …). The closing session will bring together a lot of elements from the ICS course and sales analytics.

Bibliography: REQUIRED READING: 1. Jordan, Jason, Cracking the Sales Management Code, McGraw Hill 2012. 2. All Articles included in the syllabus and / or discussed in class.


Grading: Written Exam 50% Semester Paper 25% Warmup Quizzes 15% Participation 10% The final test must be passed (= 60%) in order to obtain a positive grade for the course. Grading: 0 - < 60% 5 60 - < 70% 4 70 - < 80% 3 80 - < 90% 2 = 90% 1

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Course title: Case Study II (IMS)

Course type: Case Study / mandatory course

Semester: 3





Modules:

Course objectives: The objectives of this course are to utilise marketing skills and management tools learned to date in a practical way through hands on planning and analysis of marketing data, as well as a general review of accounting and financial ratios and statements. The class will be primarly data driven, encouraging students do dig deep and be more analytical in looking at market perfromance and opportunities. It will involve analysing L'Oreal data for a key presentation to Senior Management as well as playing 2 years of a production oriented business game.

Course content: The class will be divided into two sections, with two separate Projects. The first will be playing a Business Simulation game for a day, followed by a final exam for this section. The second section will be related to a L'Oreal mass market brand analysis which will take 2 classes. Students will be divided into different groups for each project.

Bibliography: Various documents posted on-line or handed out to students relevant to the projects.

Course prerequisites: Course pre-reading is key. Management class, Consultancy tools and methods

Grading: Project One: Business Simulation game - one full day plus exam - 1/3 of grade Project Two: L'Oreal mass market brand study and presentation - 2/3 of grade All classes AND the exam after the Business game MUST be attended in order to pass

Documents

MASTER Course Descriptions YEAR 2 - FHWN Can We Know? An Introduction to the Theory of Knowledge, Wadsworth 2000. Dodgson, Mark/Gann, ... Slides (download from the ... Management;