Seminars in English, St. Gallen International Business School

Seminare
Private Coaching
Workshops
St. Gallen
INTERNATIONAL
Business School
• International Senior
Management Programme
• Strategy Week Boston
• Leadership Week Boston
• Finance Week London
• Asia Week
• International Junior Management Program
• Leadership for Talents
• Financial Management for Talents
• Strategic Marketing for Talents
BOSTON
CRACOW
FRANKFURT
LONDON
HAMBURG
KÖLN
LUZERN
MÜNCHEN
SHANGHAI
ZÜRICH
ST. GALLEN 2018
Seminars
in English
sgbs.ch/english

Seminars in English 2018-19
www.sgbs.ch/international
Business School St. Gallen
Rosenbergstrasse 36
CH-9000 St. Gallen
Phone 0041(0)71 225 40 80
Fax 0041(0)71 225 40 89
e-mail seminare@sgbs.ch
Internet www.sgbs.ch/international

Editorial4
About St. Gallen Business School 5
Overview International Seminars
in English 2018 2019 6
International Senior Programs
International Senior Management Program 10
Strategy-Week Boston 12
Leadership-Week Boston 13
Finance-Week London 14
Asia-Week: Doing Business in Asia 15
International Junior Programs
International Junior Management Program18
Strategic Marketing Management
for Talents 20
Financial Management for Talents 21
Leadership for Talents 22
Business Simulation 23
Certificates MBA
SGBS International Senior Management-
Certificate St. Gallen® 26
International Executive MBA 28
Cracow University – MBA in European
Multicultural Integrated Management 30
Inhouse Consulting
Inhouse Programs 34
Management Consulting St. Gallen 35
Administration and Registration 36
Enrollment Form 37
Contents Seminars in English 2018-19
www.sgbs.ch

4
The world has not got simpler, since today’s definitive book in management “The
Concept of Integrated Management” has been published in the year 1991 by Knut
Bleicher. Those times Knut Bleicher pleaded for an integrative approach and pointed
to the fact, that basically the world would have to change in terms of the under-
standing of business and management. Because of increasing complexity different
challenges cannot be managed by unidimensional interventions.
In the meantime the prognosticated change is in full swing. Obvious signs are global
turbulences within business and society, not being considered as possible few years
ago. Old habits are no longer tenable. That is proved by government relief programs
in the dizzy height of billions that have become a burden and threat for the capita-
listic economic system itself.
Linked to that, a feeling of uncertainness and disorientation arises, with which deci-
sion makers within companies are faced as well. Because of a still permanent incre-
asing level of complexity it is very difficult to figure out the small path to success
that guides through an almost tight thicket. The extreme load of information resul-
ting from worldwide interconnectedness triggers rather confusion than clarification.
At last in many companies the awareness
expands that short term, isolated and too simple
interventions can’t solve the changing problems
within a complex world. The recent economy
demands more – it demands an integrative
approach enabling companies to re-position if
not reinvent themselves.
It is the merit of Prof. Dr. Dres. h.c. Hans Ulrich
recognizing these developments as one of the
first and dealing intensely with them with col-
leagues of the university of St. Gallen.
His successor Prof. Dr. Dres. h.c. Knut Bleicher
optimized the model of Ulrich and developed the
Concept of Integrated Management, that bears
up tumultuous developments (9th Edition 2017).
The seminar program of the Business School
St. Gallen is based on the “St. Gallen Concept of
an Integrated Management”. Today, this St. Gallen
Management-Concept is standard within modern
management training and development.
The Concept of Integrated Management provides a
mental map and steering aid which meet the needs
of today’s very complex and global challenges. But
the St. Gallen Approach advanced by Professor Knut
Bleicher intentionally isn’t a recipe or a nostrum.
In fact it offers a perfect framework – a “frame-
work for meaning” (Ulrich) – which helps mana-
gers to identify and solve problems by themselves.
Therefore the experienced manager gets via integ-
rated process concepts essential thought-provoking
impulses and instruments that enable him applying
the holistic St. Gallen body of thought within the
own company. As a consequence answers and basic
concepts in order to deal with permanent change
emerge.
The St. Gallen Concept by Professor Bleicher has been
recently published in the 9th edition (2017) and has
accomplished a constant place in management lite-
rature. Although at the moment the enhancements
of the St. Gallen Model focus on ethical aspects in
the sense of Corporate Citizenship and process-opti-
mizing, the Integrated Management Concept of Knut
Bleicher remains the central pillar of the St. Gallen
understanding of management. Moreover this inte-
grated approach marks an explicit opposite pole to
unidimensional management thinking especially
widely spread among anglo-american areas.
Faculty
The nearby 100 lecturers (scientists, senior con-
sultants, practitioners) of the St. Gallen Business
School are proven experts within their area of
expertise and convey their knowledge in a top-
class and implementation-oriented manner.
Dr. Christian Abegglen
President of the Board
Editorial
Knut Bleicher
Management in Transition
Published by
Christian Abegglen
9 7 8 3 9 3 4 3 5 0 8 9 2
ISBN 3- 934350- 89- 5
Swiridoff–SGBBT
BleicherManagementimWandel
Swiridoff
Knut Bleicher
Management im Wandel
Meilensteine der Entwicklung eines Integrierten Managements
Herausgegeben von Christian Abegglen
1
St. Galler Business Books Tools Wissenschaft
Swiridoff
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Meilensteine
Integriertes
Management1
MeilensteinederEntwicklungeinesIntegriertenManagements
Knut Bleicher
Structures Cultures
of Organizations in
Transition
Published by
Christian Abegglen
9 7 8 3 9 3 4 3 5 0 8 9 2
ISBN 3- 934350- 89- 5
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Swiridoff
Knut Bleicher
2
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Strukturen und Kulturen
“The Concept of
Integrated
Management”
(Campus, 9th edition)
MANAGEMENT
Bleicher,Abegglen
DASKONZEPT
INTEGRIERTESMANAGEMENT
DAS KONZEPT
INTEGRIERTES
MANAGEMENT
Knut Bleicher
mit Christian Abegglen
Visionen – Missionen –
Programme
St. Galler
Management-
Konzept
9., aktualisierte und erweiterte
Auflage des Standardwerks
Der ganzheitliche Ansatz des St. Galler Management-Konzepts hat das
Denken und Handeln unzähliger Manager nachhaltig beeinflusst. In
diesem Standardwerk der Management-Lehre von Knut Bleicher fin-
den Führungskräfte den Gestaltungsrahmen für die Zukunftssicherung
ihrer Unternehmung. Das Buch transformiert komplexes Wissen in
hohen Lesernutzen.
Diese von Christian Abegglen komplett überarbeitete Auflage führt
den Leser zusätzlich mit dem neuen St. Galler Wissensnavigator beim
Nachschlagen, Querlesen und Umsetzen von der Theorie hin zur
Praxis der integrierten Unternehmungsentwicklung.
Jetzt mit St. Galler Startpaket!
Mit Zusatzmaterialien zum Download: Exklusiv für Leser dieses Buches
stehen Arbeitspapiere, Schautafeln, Roadmaps und Anleitungen digital
bereit.
»Der Orientierungsrahmen für ganzheitliches Management!
Ein langlebiger, großartiger Wurf!«
Prof. Dr. Dr. h.c. mult. Peter Horváth, Universität Stuttgart
»Eine der grundlegenden Schriften der modernen Management-Lehre.
Ein zeitloser Ratgeber für die Praxis und Grundlage zur Entwicklung
unternehmensindividueller und dauerhafter Strategien.«
Dr. U. M. Schneider, CEO, Nestlé S.A.
»Ein Management-Leitfaden der besonderen Art – praxistaugliche
Modelle werden prägnant aufgezeigt. Eine wichtige Lektüre und ein
Nachschlagewerk für Theorie und Praxis gleichermaßen.«
Dr. Manfred Wittenstein, Aufsichtsratvorsitzender der WITTENSTEIN SE
»Integriertes Management – ein griffiges Konzept, das alltags-
taugliche und praxisorientierte Denkanstöße liefert, wie Visionen
und Strategien erfolgreich umgesetzt werden können.«
Bettina Würth, Vorsitzende des Beirats der Würth-Gruppe
ISBN 978-3-593-50599-2
€64,00[ D ]
9th Edition 2017
Swiridoff
Knut Bleicher
Managementsysteme
4
St. Galler Business Books Tools tfahcsnessiW
Knut Bleicher
Managementsystems
Published by
Christian Abegglen
Swiridoff
Knut Bleicher
5
Human Resources Management
Knut Bleicher
Human Resources
Management
Published by
Christian Abegglen
Swiridoff
Knut Bleicher
6
Corporate Dynamics
Knut Bleicher
Human Resources
Management
Published by
Christian Abegglen
Swiridoff
Knut Bleicher
3
Normatives und Strategisches Management
Knut Bleicher
Normative und
Strategic
Management
Published by
Christian Abegglen
Christian Abegglen
Dr.oec.HSG
Chairman of the Board
St. Galler Business School

St. Galler Business School 5
The essential training categories of the
St. Gallen Business School are:
Executive Management Training
Courses for top managers, that have already proofed their
competences willing to enhance and update their knowledge.
Junior Management Training
Courses for high potentials and young leaders, middle
management or experts without general management know-
ledge.
Specialist Training
Courses for managers, specialists and staff employees that
want to improve their knowledge in fields of finances, cont-
rolling, marketing, strategy, leadership and much more.
International Education
A lot of classical management courses are conducted in Swit-
zerland in the English Language. Moreover Anglophone trai-
nings in fields of strategy, leadership, finances and marketing
take place in Boston (Harvard Club), London (LSE), Shanghai
(CEIBS) and Cracow collaborating with local universities and
companies.
Management-Congress St. Gallen
Each year mid-September the Management-Congress St. Gal-
len takes place in St. Gallen.
2018: September 21, St. Gallen
2019: September 20, St. Gallen
MBA-, Master- Diploma course of studies
Extra-occupational further educations, that combine distance lear-
ning with attendance at seminars respectively colloquia and end
with a diploma, master or (an academic) MBA. The MBA-, Master-
Diploma course of studies are aimed at achievement-oriented, expe-
rienced leaders willing to gain knowledge going beyond single semi-
nars but not having the time for a full time academic study. Instead
of that they decide to attend an extra-occupational education in
step with actual practice that – depending on their individual aims –
can lead to an academic MBA.
Inhouse Educations
In-house (further) educations are a very fast growing field of activity.
Tailored seminars and workshops, individually in line with specific
customer needs are conducted in the German, English, French, Spa-
nish, Greek or Polish language.
About St. Gallen Business School
SGBS: Overview
St.Galler
Business School
Management-Ausbildung
• Seminare Lehrgänge
• Diplomstudiengänge
• Inhouse-Seminare
• Consulting
• Management-Publikationen Tools
• Management-Kongress
• Alumni-Club SGBS
St. Galler Business School • Rosenbergstrasse 36 • CH-9000 St. Gallen
Tel. 0041 (0)71 225 40 80 • Fax 0041 (0)71 225 40 89
www.sgbs.com • seminare@sgbs.com
St.Galler
Business School
• Seminars Courses
• MBA- Diploma Degrees
• Inhouse-Seminars
• Consulting
• Management-Publications Tools
• Management-Congress
• Alumni-Club SGBS
St.Galler Business School • Rosenbergstrasse 36 • CH-9000 St.Gallen
Tel. 0041 (0)71 225 40 80 • Fax 0041 (0)71 225 40 89
www.sgbs.ch • seminare@sgbs.ch
Management-Education
MBA-Diploma
Degrees
Inhouse
Seminars
Consulting
Finance
Seminars
Leadership
Seminars
Strategy-
Marketing-
Seminars
Junior
Seminars
Executive
Seminars
Strategy und Marketing Seminars
• St.Galler Marketing Programm 2x4 days
• St.Galler Verkaufs- Vertriebsmanagement Programm 2x4 days
• Strategisches Management für Executives 2x4 days
• Strategie-Week Boston 5 days
Junior Management Seminars
• St.Galler Junior Business School 11 days
• Management-Intensivkurs für Nicht-Betriebswirtschafter 7 days
• General Management Seminar for Juniors 5 days
• St.Galler Betriebswirtschaftslehrgang 3x4 days
Executive Management Seminars
• International Senior Management Program 3 weeks
• General Management Seminar für Executives 4 days
• St.Galler Executive Business School 2x5 days
• Effective Management Program for Executives 2x4 days
Financial Management
• St.Galler Finanzlehrgang 2x4 days
• St.Galler Controller Programm 3x4 days
• Grundlagen Finanz- und Rechnungswesen 4 days
• Finance-Week London 4 days
Leadership Seminars
• Leadership - St. Galler Führungsprogramm 2x4 days
• Die eigene Management-Kraft steigern 2x4 days
• Leadership-Week Boston 5 days
• Persönliche Führungskompetenz 2x4 days
Management-Seminars
Wissenschaftliche Gesamtleitung
Prof. Dr.
. @sgbs.com
Die Seminare Lehrgänge stehen
unter der wissenschaftlichen
Leitung von Prof. Dr. Robert
.
Der Dozentenstab vereinigt
Persönlichkeiten aus Wissen-
schaft, Managementberatung
und Praxis.
Christian Abegglen
Dr. oec. HSG
christian.abegglen@sgbs.com
Peter Zehnder
lic.rer.pol.
peter.zehnder@sgbs.com
Director ConsultingPräsident des Verwaltungsrates
Robert Neumann
robert neumann
Neumann
Strategie und Marketing Seminare
• St.Galler Marketing Programm 2x4 Tage
• St.Galler Verkaufs- Vertriebsmanagement Programm 2x4 Tage
• Strategisches Management für Executives 2x4 Tage
• Strategie-Week Boston 5 Tage
Junior Management Seminare
• St.Galler Junior Business School 11 Tage
• Management-Intensivkurs für Nicht-Betriebswirtschafter 7 Tage
• General Management Seminar für Juniors 5 Tage
• St.Galler Betriebswirtschaftslehrgang 3x4 Tage
Executive Management Seminare
• International Senior Management Programm 3 Wochen
• General Management Seminar für Executives 4 Tage
• St.Galler Executive Business School 2x5 Tage
• Effective Management Programm für Executives 2x4 Tage
Finanzmanagement
• St.Galler Finanzlehrgang 2x4 Tage
• St.Galler Controller Programm 3x4 Tage
• Grundlagen Finanz- und Rechnungswesen 4 Tage
• Finance-Week London 4 Tage
Leadership Seminare
• Leadership - St. Galler Führungsprogramm 2x4 Tage
• Die eigene Management-Kraft steigern 2x4 Tage
• Leadership-Week Boston 5 Tage
• Persönliche Führungskompetenz 2x4 Tage
Management-Seminare
Prof. Dr.
. @sgbs.com
.
und Praxis.
Christian Abegglen
Dr. oec. HSG
Peter Zehnder
lic.rer.pol.
Robert Neumann
robert neumann
Neumann
Finanzmanagement
Leadership Seminare
Management-Seminare
Prof. Dr.
. @sgbs.com
.
und Praxis.
Christian Abegglen
Dr. oec. HSG
Peter Zehnder
lic.rer.pol.
Robert Neumann
robert neumann
Neumann
Präsidentof the Executive Board Scientific Director MBA Programs Director Consulting Director Consulting
Christian Abegglen
Dr.oec.HSG
christian.abegglen@sgbs.ch
Robert Neumann
Prof. Dr.
robert.neumann@sgbs.ch
Peter Zehnder
lic.rer.pol
peter.zehnder@sgbs.ch
Andreas Rippberger
Dipl. Betr.-Wirt.
andreas.rippberger@sgbs.ch
Speakers are experts in fields of sciences, consulting and management.
Finanzmanagement
Leadership Seminare
Management-Seminare
Prof. Dr.
. @sgbs.com
.
und Praxis.
Christian Abegglen
Dr. oec. HSG
Peter Zehnder
lic.rer.pol.
Robert Neumann
robert neumann
Neumann
Finanzmanagement
Leadership Seminare
Management-Seminare
Prof. Dr.
. @sgbs.com
.
und Praxis.
Christian Abegglen
Dr. oec. HSG
Peter Zehnder
lic.rer.pol.
Robert Neumann
robert neumann
Neumann
MBA- Diploma Degrees
We offer following degrees:
MBA-, Master- General
Management-Degrees:
• International Executive MBA
• Master of Business Administration in
Integrated Management
• SGBS Master of Management St.Gallen
• Dipl. Betriebswirtschafter SGBS
• General Management-Diplom SGBS
• SGBS Junior Management-Zertifikat St.Gallen
8. Auflage
2011
(Knut Bleicher)
Profession Expert Degrees:
• Dipl. Marketingleiter/in SGBS
• Dipl. Verkaufsleiter/in SGBS
• Dipl. Finanzleiter/in SGBS
• Dipl. Controller/in SGBS
• Leadership- Human Resources
Management-Diplom SGBS
• Dipl. Consultant SGBS
St.Galler
Business School
International
Executive MBA
St.Galler
Business School
upgradeS
your
perSpective
Berufsbegleitende akademische MBA-Ausbildung
für obere und oberste Führungskräfte
MBA
INTERNATIONAL EXECUTIVE
SEMINARE
FERNSTUDIEN-
MODULE
KOLLOQUIEN
PRAXISARBEIT
www.sgbs.ch/mba
BOSTON
LONDON
SHANGHAI
2017-18
upgradeS
your
perSpective. St.Galler
Business School
MBA
INTEGRIERTES MANAGEMENT
Berufsbegleitende akademische
MBA-Ausbildung für Führungskräfte
St.Galler
Business School
SEMINARE
FERNSTUDIEN-
MODULE
KOLLOQUIEN
PRAXISARBEIT
Master of Business
Administration (MBA)
in Integrated Management 2017–18
www.sgbs.ch/mba
Dipl. Betriebswirtschafter/in
SGBS®
St. Galler Business School
DIPLOMAUSBILDUNGEN FÜR MANAGER/INNEN
Master Diplome St.Gallen
Nächste Studienbeginne:
Die Diplomlehrgänge der St.Galler Business School
– Anspruchsvolle und praxisnahe Aus- Weiterbildung
– Diplomabschluss SGBS
– Basierend auf dem bewährten St.Galler Management-
Konzept
– Unter Wissenschaftlicher Leitung der St.Galler Business School
2017
4. Januar 2016
4. April 2016
4. Juli 2016
3. Oktober 2016
St.Galler
Business School
DIPLOMAUSBILDUNGEN FÜR MANAGER/INNEN
2018
Master-Diplome St.Gallen
Die Diplomlehrgänge der
St.Galler Business School
– Anspruchsvolle und praxisnahe
Aus- Weiterbildung
– Diplomabschluss SGBS
– Basierend auf dem bewährten
St.Galler Management-Konzept
– Unter wissenschaftlicher Leitung
Studienbeginne:
8. Januar 2018
9. April 2018
9. Juli 2018
8. Oktober 2018
Dipl. Marketingleiter/in
SGBS®
«We work in yesterday‘s structures
with today‘s ressources on tomorrows
strategies with people who created
yesterday‘s structures and are not
going to be in the companies the day
after tomorrow.
The classic work of the St.Gallen
Management Approach
in its 8th
edition.
The standard within modern management has
been continuously developed and covers newest
progresses in management.
The St. Gallen Management-Concept is a holistic
approach that influences sustainably especially
international managers. Leaders find a frame-
work for a long-term development of their com-
pany that helps integrating all activities in a
master plan. Moreover ideas are offered that go
far beyond daily business.
Finanzmanagement
Leadership Seminare
Management-Seminare
Prof. Dr.
. @sgbs.com
.
und Praxis.
Christian Abegglen
Dr. oec. HSG
Peter Zehnder
lic.rer.pol.
Robert Neumann
robert neumann
Neumann
Finanzmanagement
Leadership Seminare
Management-Seminare
Prof. Dr.
. @sgbs.com
.
und Praxis.
Christian Abegglen
Dr. oec. HSG
Peter Zehnder
lic.rer.pol.
Robert Neumann
robert neumann
Neumann
Management-Publications
The concept of Integrated Management
2015: 24 Years
St. Galler Concept
• Updated and upgraded with
practical examples
• New tools
• For scientifically interrested
practitioners
Finanzmanagement
Leadership Seminare
Management-Seminare
Prof. Dr.
. @sgbs.com
.
und Praxis.
Christian Abegglen
Dr. oec. HSG
Peter Zehnder
lic.rer.pol.
Robert Neumann
robert neumann
Neumann
Finanzmanagement
Leadership Seminare
Management-Seminare
Prof. Dr.
. @sgbs.com
.
und Praxis.
Christian Abegglen
Dr. oec. HSG
Peter Zehnder
lic.rer.pol.
Robert Neumann
robert neumann
Neumann
SGBSAlumni-Jahrbuch2009–2010
SGBS
St.Galler
Business School
SGBS
St.Galler
Business School
SGBS
Alumni-Jahrbuch
201
ISBN 3-905379-21-X
Schutzgebühr SFr. 15.–/€10.–
ST.GALLER
BUSINESS BOOKS TOOLS
ALUMNI-CLUB SERIES
1
Ganzheitliches Management
in der Praxis
Ausgewählte Diplomarbeiten der
Band 1:
Ideen- und Innovationsmanagement
Christian Abegglen
Herausgeber
ST.GALLER
GENERAL MANAGEMENT SERIES
Business
Books Tools
PERSONAL IMAGE
Sprache – Kommunikation – Präsentation
eine Short-Story für Führungskräfte und Manager
von Uwe J. Hackbarth
ST. GALLER
Corporate Dynamics
Erfolgreiches Management von Wandel
aus studentischer Sicht
Band 1
Christian Abegglen
Robert Neumann
Herausgeber
ChristianAbegglen·RobertNeumannCorporateDynamics·Band1
ST. GALLER
EDITIONGENERALMANAGEMENTSERIES
Nach den heftigen Beben der Finanzkrise zeichnen sich – zwar noch diffus
– erste Anzeichen eines Aufschwungs ab. Nach langen Monaten des
„Durchhaltens“ gilt es nun für Unternehmer, Manager und Führungskräfte,
den leichten wirtschaftlichen Aufwind positiv zu nutzen. Das aktuelle
Marktumfeld zeigt sich jedoch in gewandelter Form: Althergebrachte
Patentrezepte, Pfadabhängigkeiten sowie Denkmuster von gestern sind
häufig nicht mehr wirkungsvoll. Vieles muss in Unternehmen nun neu und
anders gemacht werden, vielerorts stehen Wandel, Veränderung und
Fortschritt ganz oben auf der Tagesordnung. Entsprechend gross ist der
Bedarf an wirksamen, ganzheitlichen und nachhaltigen Instrumenten und
Denkhilfen.
Mit dieser hochaktuellen Thematik beschäftigten sich Studenten der
Vorlesung „Corporate Dynamics“ von Christian Abegglen an der Alpen-
Adria-Universität Klagenfurt im Rahmen von studentischen Forschungs-
projekten. In zwei Sammelbänden werden vorliegend als Resultat ausge-
suchte Beiträge veröffentlicht. Dort werden bewährte Management-
Instrumente wirksamer Initiierung, Steuerung und Bewältigung von
Wandel und Fortschritt dargestellt und mittels aktueller Fragestellungen
intensiv diskutiert. Methodische Grundlagen beider Bände sind zwei zen-
trale Bausteine der weithin bekannten St. Galler Management-Lehre:
Systemorientiertes Management und das Lebenszyklus-Modell.
Zielsetzung von Band 1 ist die Darstellung wesentlicher Voraussetzungen
und Stellhebel erfolgreichen Managements von Veränderungen sowie die
griffige Veranschaulichung der Grundlagen für optimales Handeln in tur-
bulenten Zeiten. Obwohl die Notwendigkeiten zum Wandel vielerorts
bewusst sind, klagen Unternehmen über mangelnde Veränderungsbereit-
schaft. Mit der systematischen Suche nach Ursachen und Gründen dieses
Mangels werden entlang der Phasen des Unternehmenslebenszyklus die
Veränderungsfähigkeit eines Unternehmens einerseits sowie typische
interne Umsetzungshürden andererseits diskutiert. So sind zunächst schritt-
weise intern und extern relevante Faktoren identifiziert und beleuchtet.
Dann wird aufgezeigt, wie diese wirksam abzugleichen sind, damit die
Stosskraft eines Unternehmens entlang der Reifephasen nachhaltig sicher-
gestellt werden kann.
Research Publictions
Milestones in the development
of an Integrated Management
Swiridoff
Knut Bleicher
3
Normatives und Strategisches Management
9 7 8 3 9 3 4 3 5 0 8 9 2
ISBN 3- 934350- 89- 5
Swiridoff–SGBBT
BleicherManagementimWandel
Swiridoff
Knut Bleicher
Management im Wandel
1
Swiridoff
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Meilensteine
Integriertes
Management1
MeilensteinederEntwicklungeinesIntegriertenManagements
9 7 8 3 9 3 4 3 5 0 8 9 2
ISBN 3- 934350- 89- 5
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Swiridoff
Knut Bleicher
2
Swiridoff
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Strukturen und Kulturen
Swiridoff
Knut Bleicher
6
Corporate Dynamics
Swiridoff
Knut Bleicher
Managementsysteme
4
Swiridoff
Knut Bleicher
5
Human Resources Management
• Volume 1: Management in Transition
• Volume 2: Structures Cultures of
Organizations in Transition
• Volume 3: Normative und Strategic
Management
• Volume 4: Managementsystems
• Volume 5: Human Resources Management
• Volume 6: Corporate Dynamics
Management-Congresses SGBS 2003-2014
Review of the SGBS Alumni-Clubs
Finanzmanagement
Leadership Seminare
Management-Seminare
Prof. Dr.
. @sgbs.com
.
und Praxis.
Christian Abegglen
Dr. oec. HSG
Peter Zehnder
lic.rer.pol.
Robert Neumann
robert neumann
Neumann
Finanzmanagement
Leadership Seminare
Management-Seminare
Prof. Dr.
. @sgbs.com
.
und Praxis.
Christian Abegglen
Dr. oec. HSG
Peter Zehnder
lic.rer.pol.
Robert Neumann
robert neumann
Neumann
Management-Congresses SGBS: in the middle of September in St.Gallen
Tel. 0041 (0)71 225 40 80 • Fax 0041 (0)71 225 40 89
Management-Kongresse der SGBS
– Rückblick des SGBS Alumni-Clubs
St.Galler
Business School
D E U T S C H L A N D
Dr. Christian Abegglen • Prof. Knut Bleicher • Helmut Bührle • Dr. Klaus v. Dohnanyi
Peter Edelmann • Prof. Hans Georg Graf • Mark McGregor • Dr. Eckart von
Hirschhausen • Joachim Hunold • Otto Ineichen • Prof. Dr. Wilfried Krüger
General Stephan Kretschmer • Ole N. Nielsen • Karl-Heinz Grosse Peclum • Prof. Dr. Hans
Jobst Pleitner • Felix Richterich • Andreas Schell • Prof. Dr. Dres. Manuel R. Theisen
Bettina Würth • Prof. Dr. Rolf Wunderer • Prof. Dr. Hans A. Wüthrich
Tel. 0041 (0)71 225 40 80 • Fax 0041 (0)71 225 40 89
St.Galler
Business School
Tel. 0041 (0)71 225 40 80 • Fax 0041 (0)71 225 40 89
St.Galler
Business School
Tel. 0041 (0)71 225 40 80 • Fax 0041 (0)71 225 40 89
St.Galler
Business School
Tel. 0041 (0)71 225 40 80 • Fax 0041 (0)71 225 40 89
St.Galler
Business School
Tel. 0041 (0)71 225 40 80 • Fax 0041 (0)71 225 40 89
St.Galler
Business School
Tel. 0041 (0)71 225 40 80 • Fax 0041 (0)71 225 40 89
St.Galler
Business School
Tel. 0041 (0)71 225 40 80 • Fax 0041 (0)71 225 40 89
St.Galler
Business School
St.Galler Busine
www.sgbs
Dr. Christian Lawrence
Dr. Wolf SchumachProf. Dr. Theo Wehner
Philipp SchwandeFelix Ahlers
Dr. Christian Abegglen
www.sgbs.com
Dr. Wolf SchumacherProf. Dr. Theo Wehner
Philipp Schwander
Dr. Thilo Sarrazin
Felix Ahlers
Dr. Christian Abegglen W
Peter ehnderZ
www.sgbs.com
Philipp Schwander
Dr. Thilo Sarrazin
Felix Ahlers Arthur E. Darboven
Dr. Christian Abegglen Wolfram Hatz jun.
Darboven
Trading
Peter ehnderZ
www.sgbs.com
Philipp Schwander
Dr. Thilo Sarrazin
Darboven
Trading
Peter ehnderZ
www.sgbs.com
Philipp Schwander
Dr. Thilo Sarrazin
Darboven
Trading
Peter ehnderZSt.Galler Business School
www.sgbs.com
Philipp Schwander
Dr. Thilo Sarrazin
Felix Ahlers Arthur E.
Dr. Christian Abegglen Wolfram H
Dar
Tra
Peter ehnderZ
Tel. 0041 (0)71 225 40 80 • Fax 0041 (0)71 225 40 89
St.Galler
Business School
Dr. Christian Abegglen • Prof. Knut Bleicher • Jobst Siemer • Peter E. Zehnder Ernst
Wyrsch • Dr. Klaus Dohnanyi • Prof. Dr. Hans A. Wüthrich • General Stephan
Kretschmer Bettina Würth • Dr. Konrad Hummler • Prof. Dr. Dres. Manuel R. Th-
eisen • Prof. Dr. Wunderer • Karl-Heinz Grosse Peclum • Prof. Dr. Wilfried Krüger
Otto Ineichen • Prof. Dr. Hans Jobst Pleitner • Dr. Eckart von Hirschhausen
Joachim Hunold • Ole N. Nielsen • Felix Richterich • Andreas Schell
Peter Edelmann • Peter Zürn • Helmut Bührle • Prof. Dr, Manfred Spitzer
Prof. Dr. Mathias Binswanger • Christo Quiske • Dr. Gunter Frank
Dr. Maximilian Herzog • Prof. Dr. Hans Eberspächer • Sören M. Slowak
Prof. Dr. Janus Teczke • Mark McGregor • Philipp Schwander • Dr. Robert Neu-
mann • Dr. Hermann Jung • Peter Rösler • Prof. Dr. Markus Schwaninger • Tors-
ten Oltmanns • Heinrich Villiger • Prof. Dr. Theo Wehner • Dr. Wolf Schumacher
Dr. Thilo Sarrazin • Wolfram Hatz jun. • Felix Ahlers • Dr. Christian Law-
renc • Christian Sagehorn • Arthur E. Darboven • Prof. Dr. Dietrich Dörner
Master Han Shan • Dr. Konrad Hummler • Lars Windhorst • Maja Storch
Roger Köppel • Prof. Dr. Markus Schwaninger • Dr. Joerg Dederichs
Prof. Dr. Thomas Straubhaar • Tomas Prenosil • Dr. Manfred Wittenstein
Prof. Dr. Franz-Rudolf Esch • Robert Heinzer Dr. Hendrik Hartje
Dr. Stephan Feige • Simone Zuberbühler
Norbert Barnikel
Barnikel Innovation
Digital Transformation
Beate Monastiridis-Dörr
Münchener Rück-
VersicherungsgesellschaftDr. Jörg Genstorfer
Spital Limattal
Dr. Dirk Haft
WITTENSTEIN SE
Michael Beckmann MBA
Beckmann Peer Boards GmbH
Oliver Bilke-Hentsch, MD MBA
Modellstation SOMOSA
Winterthur
St.Galler
Business School16. St.Galler
Alumni Management-
Event – Interactive
21.September 2018 in St.Gallen
www.sgbs.ch
Prof. Dr. Martin Westphal
Fresenius Kabi
Deutschland AG
Reinvent or optimize the company?
16th congress 2018:
September, 21, 2017 in St. Gallen
«Reinvent or optimize the company?»

6
Strategy Week, Harvard Club of Boston,
Boston
Leadership Week, Harvard Club of
Boston, Boston
Finance Week, London School of
Economics (LSE), London
Asia Week, China Europe International
Business School (CEIBS), Shanghai
Finance-Week London Page 15
No. 52118 March 12 – 15, 2018
London, School of Economics
No. 52218 September 10 – 13, 2018
International Junior Management
Program Page 18
No. 25118 part 1 March 9 – 11, 2018
part 2 June 8 – 10, 2018
part 3 July 6 – 8, 2018
part 4 September 7 – 9, 2018
St. Gallen / Cracow / Flims /Lucerne
No. 25218 part 1 September 28 – 30, 2018
part 2 December 7 – 9, 2018
part 3 March 8 – 10, 2019
part 4 June 7 – 9, 2019
St. Gallen / Flims / Lucerne /
Cracow
seminar language: part 1–3: in English
part 4: in German or
English
International Senior Management
Program Page 10
Lucerne – London – Boston
No. E1118 part 1 June 18 -22, 2018
part 2 September 10 - 13, 2018
part 3 November 12 – 16, 2018
Boston, USA / London / Boston, USA
No. E1218 part 1 November 5 – 8, 2018
part 2 March 11 – 14, 2019
part 3 June 17 – 21, 2019
Boston, USA / London / Boston, USA
seminar language:
Part 1: Boston, USA (in English)
Part 2: London (in English)
Part 3: Boston, USA (in English)
Asia-Week Shanghai Page 12
No. A1119 May 20 – 24, 2019
Shanghai
Strategy-Week Boston Page 13
No. 34118 June 11 – 15, 2018
Boston, USA, Harvard Club
No. 34218 November 5 – 9, 2018
Leadership-Week Boston Page 14
No. 72118 June 18 – 22, 2018
No. 72218 November 12 – 16, 2018
Strategic Marketing Management
for Talents Page 20
No. 47118 March 9 – 11, 2018
St. Gallen
(in English, Friday to Sunday)
No. 47218 September 28 – 30, 2018
St. Gallen
Financial Management for Talents Page 21
No. 58118 March 23 – 25, 2018
St. Gallen
No. 58218 September 17 – 19, 2018
Lucerne
Leadership for Talents Page 22
No. 77118 July 6 – 8, 2018
Flims
No. 77218 December 7 – 9, 2018
Flims
Business Simulation Page 23
No. 57118 July 2 – 4, 2018, St. Gallen
No. 57218 December 3 – 5, 2018, St. Gallen
Certificates MBA
Certificate St. Gallen® Page 26
No. 19118 1st Accomplishment
Begin of study: January 8, 2018
No. 19218 2nd Accomplishment
Begin of study: April 9, 2018
No. 19318 3rd Accomplishment
Begin of study: July 9, 2018
No. 19418 4th Accomplishment
Begin of study: October 8, 2018
International Executive MBA Page 28
Begin of study: January 8, 2018
Begin of study: October 8, 2018
Cracow University: European Integrated
Management Program (MBA), Cracow
Page 30
94118 October 8, 2018
Cracow / St. Gallen
Overview International Seminars in English 2014Overview International Seminars in English 2018

Overview International Seminars in English 2019
➢ Seminar Dates available
April 2018

8
«Impressing methodological approaches of the
speakers and very flexible adoption of the contents
of the seminar on concrete questions and needs
of the participants. I could succeed in directly brin-
ging in my challanges. The huge fund of practical
examples and especially the guided exchange
with other participants was of great advantage.
Alltogether a perfect renewal of knowledge.»

➢ International Senior Management Program 10
➢ Strategy-Week Boston 12
➢ Leadership-Week Boston 13
➢ Finance-Week London 14
➢ Asia Week: Doing Business in Asia 15

10
International
Senior Management
Program
Today’s managers have to be effective
and motivating leaders who accom-
plish excellent results in their particu-
lar fields of responsibility and guide
the company to success. This process
requires an integrated management
approach which takes international
and global issues into consideration.
Numerous factors and their rela-
tions need special awareness: global
strategies, local marketing concepts,
core competence processes, culturally
diverse management and many more.
The “International Senior Management
Program” addresses all these subjects
in several sessions during a total of 13
days. This course is especially designed
for experienced managers acquiring a
higher general management position
with international focus.
The St. Gallen Approach
This German/English bilingual program
combines the proven St. Gallen management
approach with the American case study
methodology. The international exposure of
participants allows mutual exchange
of business experience and favors global
network opportunities.
1. Experienced managers who acquire a
higher general management position in
international fields
2. Management committee and board
members
3. Managing directors, division or profit
center managers
4. Managers with high decision-making
responsibility
5. Managers responsible for strategic
projects and major planning
Course modules:
Week 1: 5-day session in Boston, USA
Course in English
Topics: Strategy and Marketing
or Leadership
Week 2: 4-day session in London
Course in English
Topics: Financial Management
Week 3: 5-day session in Boston, USA
Course in English
Topics: Leadership or
Strategy and Marketing
Interactive Concept:
Skilled lecturers provide different approach-
es; professional business knowledge,
actual business situations and case studies.
Theoretical concepts are complemented
with practical examples and thus guarantee
a diverse, integrated approach. A mixture of
interactive learning with small study groups
challenges both, your leadership skills and
your managerial communication skills.
Participants Concept
2018
No. E1118 Summer 2018
part 1 June 11-15, 2018
part 2 September 10-13, 2018
part 3 November 12–16, 2018
Boston/London/Boston
No. E1218 Winter 2018
part 1 November 5–9, 2018
part 2 March 11–14, 2019
part 3 June 24–28, 2019
Boston/London/Boston
Duration: 2x5 days and 1x4 days
The seminar parts can be taken in any order.
Course Fee: CHF 13900.–/€ 12600.–
englische Version – andere Termine!!

Definition of one's own cost position
Designing a profitability concept
In/outsourcing: When do investments make
sense – fixed or variable costs?
Controlling
Key figures for value-oriented management
and compensation
Data warehouse / data marts – the core of
modern controlling systems
Interpretation and analysis of controlling
reports: actual cases
Business plans, investment and profitability
calculations, planning of start-ups
Mergers and Acquisitions
Assessing corporate value, synergies, and
risks
IPO: how to float a company on the market
(practical example)
How to increase value; selling a company
Leadership
Key elements of high-performance leader
ship systems
Building corporate culture based on leader-
ship personalities and cultural diversity
Managing people: The art of leading,
coaching, encouraging and challenging
Communication and negotiation skills,
difficult conversations, conflicts, goal
definition, handling critisism
Principles of General Management
Success
Corporate management in turbulent times
Reliable management principles
New global conditions
Why toolboxes are “out” and thinking is
“in”
Strategic Management
Alert managers recognize the right
moment for a strategic turn-around; new
concepts for future challenges
Keys to competitive advantage: New global
strategies
Exploring the central strategic “plus”
Managing strategic information: Business
Knowledge Engineering
Business units versus corporate strategy –
ways of handling the dilemma
Identification of core business using the
portfolio approach
Strategic alliances, international collabo-
ration
Intuitiv management or sophisticated con-
trolling tools?
Marketing Management
Functional marketing basics
Future opportunities for businesses, pro-
ducts and markets
Product life cycle management; develop-
ment of an integrated product life cycle
concept
Product ideas and their incorporation into
international product strategies
Market management: Identification of
growth and penetration potentials
Mass customization
Ingredient branding
The e-commerce challenge
Implementation
Early identification of obstacles and bar-
riers using the St. Gallen implementation
concept
Driving implementation; the most common
barriers of implementation; roles of visio-
naries, strategists, executors, or coaches
The balanced scorecard used as a core
implementation tool
Finance Management
Financial responsibilities for executives
Assessment of balance sheets and profit
and loss statements
Focus on profitability
Financial management in the particular
field of responsibility
Recognition of planning mistakes
Cost Management
Importance of ongoing cost management
From process cost statement to cost
management
Empowerment factors
Personal time management: boosting effi-
ciency and effectiveness through appropri-
ate self organization
Job satisfaction and motivation: Manage-
ment in uncertainty
Work life balance
These topics will be complemented with
numerous case studies to illustrate course
contents and test participant’s leadership
qualities. Finally you will develop an indi-
vidual, effective management model.
Please mail or fax your registration to:
Rosenbergstrasse 36
CH-9000 St. Gallen
Phone: 0041-(0)71 225 40 80
Fax: 0041-(0)71 225 40 89
Internet: www.sgbs.ch
E-Mail: seminare@sgbs.ch
Topics

12
Strategy-Week
Boston
This intense strategy course in English is
designed for executives with basic know
ledge and experience in strategic manage-
ment. Current knowledge will be critically
questioned and new strategy approaches
and proven best practices will be introduced.
Participants outline new ideas and options
for their own corporate or business unit
strategy.
Participants
1. Top and high-level executives
2. Entrepreneurs, directors, board members,
presidents and executives
3. Executives with general management
responsibilities
4. Managers of main departments with
responsibility for results
5. Executives preparing for new functions
with strategic and operative responsibilities.
This course introduces latest
knowledge and strategic concepts
and also shows examples of strategic
implementation in top US corpora-
tions.
This cross-cultural seminar provides
theoretical background information
which will be analyzed and applied in
actual cases of leading American com-
panies. You will discuss methods and
utensils the twenty-first century exe-
cutive needs to craft, and on how to
smartly implement strategies tactics
on global and regional scale. We will
observe how a business idea develops
into a profitable market position, how
to identify growing markets and how
to spot market opportunities.
We will discuss the use of strategic
management tools and their imple-
mentation into strategic concepts in
order to reach the ultimate strategic
goal, which is an outstanding, long-
lasting, profitable market position.
Everybody will benefit from reaching
this goal: shareholders as well as
management and staff. Participants
will analyze success factors and prac-
tice leadership skills to turn their
knowledge into actual results.
Topics of the Seminar
1. Priority of Strategic Management
Essential strategic questions for managers
Strategic decision making for the future
2. Recognizing Need for Change
Identify early growing markets
Participate in successful trends
Learn from your competitors
Better use of existing potential
Using core competencies to add value
3. Aspects of the Leading Position
Survival requires leadership, for instance:
Market, Cost or Quality leader
How to succeed with new business models
Culture Productivity
4. Choosing the Right Strategic Option
Defend and develop market positions
Define and develop new markets
Profit growth through cooperations,
mergers or acquisitions
5. Strategy Implementation, Change
Implementation hurdles
Leadership roles:
Strategist, initiator,
motivator, coach
Strategic leadership:
From intuitive leader-
ship to balanced
scorecard leadership
2018
No. 34118 Summer 2018
June 11–15, 2018
No. 34218 Winter 2018
November 5–9, 2018
Duration: 1x5 days
Location: Harvard Club of Boston
Course Fee: CHF 5400.–€ 4900.–

Leadership-Week
Boston
1. Senior executives optimizing their leader-
ship qualities to be better role models,
superiors, coaches or motivators
2. Executives and specialists seeking
improvement of their leadership qualities
and skills
3. Team players seeking result-oriented
leadership tools and skills.
The leadership week in Boston offers
a unique combination of the
renowned “St. Gallen Management
Approach” with the thorough meth-
odology of “American Case Studies”.
During these five days of intense
training, exclusively in English, par-
ticipants study practical applications
of their management and leadership
skills in an international environ-
ment. In small groups topics such as
strategy, marketing, core competen-
cies, intercultural management, and
more, are addressed. This course is
mainly focused on leadership aspects
of business. Cases and lectures
are based on current “hot” leadership
challenges for executives. Inter-
disciplinary exchange and network-
ing are important elements of this
program.
Methodology
Experienced lecturers introduce multi
faceted problems of corporate governance
and develop solutions based on partici-
pant’s experience and on theoretical back-
ground. While studying cases of leadership
and management, participants sharpen
their skills in analyzing problems and learn
to extract core issues from complex situa-
tions. Participants train to think in options
and action plans and to focus on well-
timed results.
Course material and handouts will be
very concentrated. Discussions of cases in
study groups, short presentations in Eng-
lish and guided discussions will enhance
participant’s communication skills. This
course provides a highly interactive and
intense learning experience to improve
and develop participant’s leadership com-
petence.
Upon request, participants can receive an
assessment of their leadership competence
and faculty will offer time for individual
conversations.
Topics of the Seminar
Team building
Goal setting
Leadership
Motivation
Hierarchical
communications
Interpersonal conflicts
Feedback and per-
formance evaluation
Corporate culture
Improving personal
effectiveness
Communication skills
Key Speaker
Mark McGregor
2018
No. 72118 Summer 2018
June 18–22, 2018
Boston, USA
No. 72218 Winter 2018
Boston, USA
Duration: 1x5 days
Course Fee : CHF 5400.–/€ 4850.–
Ähnliches Seminar in englischer Sprache:
Leadership-Week Boston
(5 days)
2018
No.72118 Summer 2018
June 18–22, 2018
No.72218 Winter 2018
Duration: 1x5 days

14
1. CEO’s, COO’s
2. Directors
3. Entrepreneurs, Shareholders
4. Senior Executives
5. Other management executives
responsible for significant financial
decisions
The Seminar Finance Week in London
teaches precisely the necessary under-
standing how an organization, a busi-
ness unit or a profit center should be
managed financially enabling
it to achieve substantial growth of
performance und increased net
worth. Systematically and logically
you will experience which relevant
financial decisions have to be made
by executives and which impulses and
inputs have to be given to Finance
and Controlling.
Practical Relevance – Benefits
This course is based on latest knowledge
of research and financial practice and is
offering a thorough understanding of all
relevant elements of modern financial
managements. After this course in London
you will
have a systematic overview about the
tools of modern finance management
be able to make key financial decisions
with peace of mind
know which information you should
request from Controlling to be on top of
your organizational unit
learn how to use your personalized
balanced scorecard to manage financial
aspects.
1. Financial Management
An executive manager’s financial
management responsibility
Appraising balance sheets and profit/loss
statements; Rapid achievement of
financial targets
2. Cost Management – Value Based
Management
The value of consistent cost management
From process cost statement to cost
management – Identification and
elimination of sources of losses
Setting up a profit-boosting program: Those
who do not expect above average profits
will never harvest such
In/outsourcing: decision inputs
3. Shareholder Value Management
Enterprise valuation: The value potential
of a business concept
How monetary values are generated
Cost of capital definition
Financing: conventional and creative
approaches
Analyzing financial reports: Trends and
Strategies to multiply net worth
4. Controlling - Business Planning
Key figures for value-oriented management
Data warehouses / data marts – the heart of
modern controlling systems
Interpreting and analysing controlling
reports: practical case examples
Planing a start-up: business plans, invest-
ment and financial viability calculations
5. Mergers Acquisitions
Assessing corporate value, evaluating
synergies, estimating the risks
IPO: how to float a company on the market
Boosting value; De-investment by selling
a company
You will examine these topics in the con-
text of numerous case studies that both
summarise the program syllabus and
enhance your financial qualities.
Finance-Week
London
2018
No. 52118 Spring 2018
March 12–15, 2018
No. 52218 Fall 2018
September 10–13, 2018
Duration: 1x4 days
Location: LSE, London
Course Fee: CHF 4900.–/€ 4450.–
Ähnliches Seminar in englischer Sprache:
Finance-Week London
(4 days)
2018
No. 52118 Spring 2018
March 12–15, 2018
No. 52218 Fall 2018
Duration: 1x4 days
Location: LSE, London

Asia-Week:
Doing Business
in Asia
Participants
1. Executives planning to take advantage
of growth potentials in Asia
2. Current or scheduled expatriate managers
3. Members of multinational teams who
seek to prepare for running a business in
Asia’s changing environment.
4. Executives planning to redefine their
business models by identifying new
opportunities in Asia
5. Executives intending to broaden their
knowledge in Chinese management practi-
ces
This 3-day executive seminar is desi-
gned for upper level executives with a
need to update on most recent know-
ledge on doing business in Asia. The
program addresses especially also cur-
rent or scheduled expatriate managers
or members of multinational teams
who seek to prepare for running a
business in Asia`s changing environ-
ment.
To analyse and understand both Wes-
tern and Asian management practices
is crucial to successfully compete in
the Asian market place and to parti-
cipate from the growth of emerging
markets. This seminar was launched to
show executives how an organization
can grow better and faster by using
the typical and different strengths of
Asia’s research, production and consu-
mer markets.
The following core aspects are discussed:
Which strategies are adequate to enter
profitably in the growing regions in Asia?
Which strategies work best to establish a
successful business in Asia?
Many companies miss the opportunity to
participate fully and efficient in emerging
markets due to negative experiences: How
is it possible to avoid problems and barriers
in advance? Opportunities of e-leverage,
new media and web-marketing
The participants of this seminar will
gain a substantial selection of examp-
les and best practices demonstrating
both opportunities and threats orga-
nizations are exposed to entering the
emerging markets in Asia.
The unique Asia business and cultural
environment
How to master the unique Asia business
and cultural environment
Challenges of running a business in Asia
Typical cross-cultural misunderstandings:
Asian culture and its managerial implica-
tions
Challenges of Globalization
The practice of selective differentiation and
adaptation of successful global players
The process of global integration and local
adaptation
How to slice it: Smart market-segmenta-
tion for the 21st century
Importance of Asia’s markets
Identification of regions with future
growth potential in Asia
Why is the potential of the markets
frequently underrated?
The really relevant criteria to evaluate
market attractiveness
Effect of diverse cultures and value sys-
tems on businesses and organizations
Human resources challenges in Asia
Market Entry
Five steps to and success factors for
market entry
The value of business networks
Organizational models that fit
Real-World Cases
Examples of successful strategies for medi-
um-sized businesses and big corporations
in Asia
Entry, reorganization and subsequent
growth in a turbulent environment of a
European company in Asia
2018
No. A1118 June 4–6, 2018
St.Gallen in English
No. A1218 November 26–28, 2018
Lucerne in English
Duration: 1x3 days
Course Fee: CHF 3900.–/€ 3450.–
* add 7,7% VAT
Topics

16
«Complex business contents professionally and
meaningfully recited. Not theoretical, but appli-
cable knowledge – concentration on the essential:
A program that conveys the essential business
knowledge as quick as possible.»

➢ International Junior Management Program 18
➢ Strategic Marketing Management for Talents 20
➢ Financial Management for Talents 21
➢ Leadership for Talents 22
➢ Business Simulation (Game) 23

18
International
Junior Management
Program
The “International Junior Management
Program” is designed for younger
managerial staff at middle levels wis-
hing to prepare themselves for a more
challenging management role. They
have already proven their result orien-
ted and successful way in solving pro-
blems and as leaders, but have so far
acquired little or no international
management experience.
Younger managerial staff are nowa-
days in particular demand. One of
their most important tasks lies in their
function as a link between what Top
Management wishes and prescribes,
and which aspects of this are pertinent
to and implemented at the operational
levels. Their role is thus that of a
«transmission belt», which should
generate results from strategies and
projects. The greater the shift, the
speedier strategic changes become
necessary, and, consequently, the more
important this role becomes. The peo-
ple «at the bottom» have to understand
what those «at the top» have thought
out and decided on. Staff satisfaction,
confidence and the working towards
common goals depend essentially on
how well young managers succeed In
carrying out this role.
A second important task is that of
conveying ideas, important informati-
on about optimisation potentials,
trends and impulses, in concentrated
form, from the «scene of the events» to
those responsible for making decisions.
Good ideas are not only conceived at
the top. Operational activities are often
nearer to the pulse of reality. It is the
collection of such information and the
submission of a proposal for decision
which belongs to an entrepreneurial
attitude and which massively increases
the effectiveness of an organisation.
The third, and by far the largest sphere
of duties is the management of one’s
own work segment or one’s own
department.
Belonging to this are:
– the leading, motivating and directing of
staff and international teams towards
common aims
– training junior staff
– thinking and acting with a view to out-
comes
– management of one’s own person: wor-
king techniques, project management,
meetings skills
– communicating effectively
– the detection and elimination of ineffici-
encies in processes and management ins-
truments
– dealing with conflicts and difficult situations
In addition to these “soft factors”, suc-
cessful managers also need, however, a
comprehensive overview and a well-
grounded knowledge of finance and
accountancy.
The learning in this international
intensive program is based on the sub-
ject-related input of outstanding lec-
turers as well as personal participation
and the working through real-life
cases.
Structure:
The program, (parts 1-3 in English, part 4 in
German or English) consists of 4 parts each
lasting 3 days (generally Friday to Sunday).
Part 1: Strategy, Marketing
Part 2: Leadership, Personal Management
Part 3: Controlling, Financial Management
Part 4: Integrated Implementation:
Management Game
Daniel Gfeller, lic.rer.pol.
2018
No. E2118 Spring 2018
part 1 March 23–25, 2018
part 2 June 8–10, 2018
part 3 July 6–8, 2018
part 4 September 7–9, 2018
Zurich/Cracow/Flims/
Zurich
No. E2218 Fall 2018
part 1 September 7–9, 2018
part 2 December 7–9, 2018
part 3 March 22–24, 2019
part 4 June 14–16, 2019
Zurich/Zurich/Zurich/
Cracow
Duration: 4x3 days
Part 1–4: English
The seminar parts can be taken in any order.
Course Fee*: CHF 7900.–/€ 7150.–
* add 7,7% VAT on the course costs in Switzer-
land.

Topics
1. The role of a manager
Embedding into the organisation
potential for influence and shaping
leadership which is result-orientated
despite material constraints – What does
this mean?
Acting as a link between top management
and the operational level
2. Developing strategic concepts
Corporate strategy, visions, guidelines, our
global standing
understanding corporate identity
developing business strategies
internationalisation, growth and profitabi-
lity strategies
strategies focussed on corporate values
capability-driven strategies, human poten-
tial orientated strategies
3. From strategy to the corporate result
The influence of financial considerations
on targets and anticipated results
using available freedom of movement in
the optimisation of corporate results
taking different cultures into consideration
increasing profit: How to proceed?
4. The path to marketing success thanks
to Marketing
Customer Relationship Management
Rules and Principles of modern Marketing
Practical examples of and for good
Marketing
Actively steering marketing success.
5. Customer satisfaction, customer
Care, distribution
Only those who recognise the value of cus-
tomer relationships make the effort not to
lose them or rather to preserve them. Only
those who know what effects customer
satisfaction can actively steer it. Those who
realise that it is generally more profitable
to generate more business with existing
customers rather than – at great cost – to
win over new customers really involve
themselves in exploiting potential to the
full, added value and customer bonding.
6. Raising efficiency thanks to
leadership
Badly led teams and staff work inefficient-
ly – though they could - and would gene-
rally wish to perform better. Working effi-
ciently and going about things in a result-
oriented fashion are things one learns best
“on the job” through the role model beha-
viour of the boss. Managers must recog-
nise this role model function:
Self-management
Efficient working techniques
Chairing meetings, steering projects
Recognising personal strengths
7. Leading staff: Motivation as the task
of the manager
It is easy to create frustration amongst
staff, motivating them is more difficult;
making use of the available self-motivati-
on the right way. What is it that great
“motivators” do in order to create a clima-
te of enthusiasm and joy in the collective
achievement of targets? Which staff
management tools are available?
Recognising one’s own management style
Rules for a motivating style of behaviour
towards others – virtual teams
Ways towards social competence
8. Skilful communication
Those who know the rules of communicati-
on have an easier job to influence others
and change their behaviour, to bring about
course corrections and improvements, dispel
conflict situations or face up to rather than
shy away from unpleasant issues.
9. Rules within profit management
Interrelationships between turnover, cost
contributions (DB), costs, profit, cash flow
and return
Increasing profits: the levers for this
10. Finance and Accountancy
Interrelationships: The basic rules
Planning, budgeting, calculation, and
market price
Calculation of costs and performance
Calculation of liquidity, profitability,
efficiency
11. Controlling
What information is necessary in order to
be able to steer one’s own sphere of res-
ponsibility? How should one read manage-
ment and controlling reports? How can
one make use of management instruments
such as Balanced Scorecard or Navigators?
12. Contributing to implementation
The dedication of management is decisive
for the success in the implementation of
strategies and concepts which are decided
from above and have to be realised by
those below.
Within the framework of an integrated
case study, you will put what you have
learned into practical use.

20
In times of crisis and saturated mar-
ket an increasing need for new ways
of thinking in strategic and marketing
management has raised. The holistic
St. Gallen approach leads the participants
into new perspectives of analysing their
own role, concepts and implementation
skills and gives an integrated navigation
tool for future tasks.
This intensive seminar allows the par-
ticipants to develop new methods for
their own business based upon proven
contemporary strategy and marketing
tools in a holistic, integrated context.
Within the seminar a mix of lectures,
group work and discussion offers the
opportunity for all participants to use
the techniques, to discuss and questions
the tools and – after all – to check what
kind of views, questions and instru-
ments will help for own tasks. The pro-
fessional, practice-orientated lecturers of
St. Gallen Business School not only share
their strategy and marketing know how
but also a lot of examples and practice
cases to outline lessons learned and ana-
logies to learn from other branches.
Customer Satisfaction as Main Goal
Service management and customer
satisfaction: How to use relationsship
marketing
The customer need as a basis for future
performance
Building up unique selling proposition
How to communicate satisfaction
Implementation
Implementation hurdles
Learning from competitors
Using core competencies to add value
Within the framework of an integrated
case study, you will put what you have
learned into practical use.
Strategic Analyses
The St. Gallen Management Approach
as a holistic framework in strategic
management
Basic Analyses: What questions do we
have to ask?
The strategy funnel: How to avoid
paralysis through analysis
Todays market positions and their
influence for our own strategy
Determine the right adjusting levers for
company success and sustainability
Developing Successful Strategies
How effective strategies are developed
Thinking in alternatives and scenarios
Good and bad strategies: Learning from
the best
Structure follows strategy
Building an Effective Marketing Mix
From initial idea to cash cow products:
management strategies for product
development
Developing leading brands
Markting to target groups: How to seg-
ment markets?
Tools for operating an active product
range
Communication concepts
Pricing and terms management
Strategic Marke-
ting Management
for Talents
TopicsConcept
2018
No. 47118 Winter 2018
February 9–11, 2018
Cracow
No. 47218 Spring 2018
March 9–11, 2018
Zurich
No. 47318 Fall 2018
Zurich
Duration: 1x3 days
Course Fee*: CHF 2900.–/€ 2550.–
* add 7,7% VAT
Participants
This 3-day seminar «Strategic Marketing
Management for Juniors» is designed for
young professionals, junior managers and
middle management members wishing to
strenghten their ability in strategic decisi-
on making and marketing.
Managers with strategic, marketing, dis-
tribution, sales and product responsibility,
wishing to critically compare their strate-
gic marketing and product concepts with
the ideas of the program.

Taking management responsibility
and achieving results demand compe-
tence in dealing with essential aspects
of business accounting and financial
management. This is where the course
“Financial Basics” fits in: within inten-
sive 3 days participants learn about
complex financial and accounting issu-
es in a comprehensive and systematic
way.
The course aims to explain and train,
step by step, the financial management
system and its specific impact on vari-
ous areas of the enterprise. A highly
practical, hands-on approach makes for
an exciting and stimulating learning
experience.
Cost management
Concept and structure of modern cost
and performance accounting: cost-
apportioning techniques, cost-accoun-
ting systems, cost categories, cost
centres, cost bearers, the operational
account sheet.
Calculation systems, unit cost
Calculating contribution margins: parti-
al vs. total cost accounting, optimising
the product range, flexible lower price
limits, break-even point
Target costing
Cost planning and tracking
Practical examples and case studies
Financial management
Financial parameters and how they
model company results
The paradigm of linked sales/volume,
profit and costs
Reconciling liquidity, profitability and
risk goals
Balance-sheet, profit/loss statement
Break-even analysis
Capital flow statement, cash flow
How to justify an investment proposal
Return on capital investment (ROI/ROCE)
Make-or-Buy, Insourcing/Outsourcing
Practical leadership techniques
Cash management, financial enginee-
ring, shareholder value management
Liquidity management
The right mix of financial instruments,
financing rules
The shareholder value concept
Controlling
Key figures for controlling, key perfor-
mance indicators KPI
Efficient and effective controlling systems
Structure of an MIS and early-warning
system
Understanding a controlling report
Financial
Management
for Talents
TopicsConcept
2018
No. 58118 Spring 2018
March 23–25, 2018
Zurich
(Friday to Sunday)
No. 58218 Fall 2018
Zurich
(Friday to Sunday)
Duration: 1x3 days
Course Fee*: CHF 2900.–/€ 2550.–
* add 7,7% VAT
Participants
Younger Executives in lower and middle
management positions
Line and staff managers with results,
cost or sales responsibility right now, or
in the imminent future.
Executives scheduled for future posi-
tions in general management desiring
to support their next career step with
latest financial knowledge and tools

22
Younger executives are typically in
the conflict of being simultaneously
a leader and a subordinate. The cour-
se “Leadership for Talents” highlights
methodologies successful managers
utilize and which leadership skills are
required to cope with this conflict.
Overall it ideally prepares you for your
challenges as a manager in general
management functions.
The 3-day seminar “Leadership for
Talents” provides the core concepts
of modern leadership and coaching
approaches. It helps to strengthen self-
confidence in one’s own management
capacity by learning to apply proven
tools and concepts. Finally, the cour-
se guides you to focus reflection and
action on topics that really matter for
success.
Leadership in difficult situations
Strategies for coping with conflicts:
zero-sums games, working on conflicts
Handling “difficult” employees
Handling anxieties: insecurity, frustrati-
on and lethargy
Overcoming everyday stress
Leadership, team leadership, coaching
Leadership as the base for peak perfor-
mance
The boss as coach
Professional teamwork, successful
group management
High work satisfaction with high per-
formance: people empowering, the self-
responsibility principle
Project/line conflicts, struggles over
resources, coping with conflicting goals
Assessing one’s own leadership
performance
Can leadership be learned?
Prerequisites for successful leadership
Analyzing and recognizing modes of
thought in everyday leadership: one’s
own role and how it affects subordina-
tes, superiors and colleagues
Activating personal potential; further
development of social and leadership
skills
Practical leadership techniques
Greater efficiency and effectiveness by
focusing on things that matter: priority
and decision management
Leading, not doing: how to delegate
correctly
Time management: avoiding time traps
with skillful working techniques
Agreeing objectives and handicaps in a
hierarchy manner; performance assess-
ment
The key task of communication: how to
handle encounters concerning delega-
tion, criticism, assessment, recognition
and progress-checks
Leadership for
Talents
TopicsConcept
2018
No. 77118 Spring 2018
April 6–8, 2018
Cracow
(Friday to Sunday)
No. 77218 Summer 2018
July 6–8, 2018
Flims
(Friday to Sunday)
No. 77218 Winter 2018
December 7–9, 2018
Zurich
(Friday to Sunday)
Duration: 1x3 days
Course Fee*: CHF 3200.–/€ 2880.–
* add 7,7% VAT
Participants
“Leadership for Talents” (3-day seminar)
addresses younger executives preparing
themselves for the next higher and top chal-
lenge in their career. These participants have
successfully passed already various qualifi-
cations in management. The 3-day seminar
is especially designed as a supportive course
for participants not having visited extensive
leadership seminars yet, or as a refresher.

Business Simulation
(Game)
Concept
.–
2018
No. 57118 1st Accomplishment 2018
July 2–4, 2018
Appenzell
No. 57218 2nd Accomplishment 2018
December 3–5, 2018
Appenzell
Duration: 1x3 days
Course Fee*: CHF 2900.–/€ 2550.–
* add. 7,7% VAT
In the seminar “Business Simulation” you
will, over 3 intensive days, be transported
directly into the position of a management
team which has the job of leading a
middle-sized enterprise. Several manage-
ment teams are active in the same highly
competitive market – decisions thus have
effects not only on one’s own enterprise
but also influence the actions of the com-
petitors.
As a consequence participants act within a
realistic, dynamic, competitive environment
which forces them to permanently (re)think
their options. So team decisions may
directly lead to the recruitment of new
staff, to the building of new production
plants, to the outsourcing of existing
activities, to the building-up of a brand, or
to a change of the value chain. As a result
market success becomes immediately visib-
le from a financial point of view and enab-
les a deep insight into commercial relati-
onships.
Each team has the goal positioning itself
optimally out of a long-term perspective.
Instead of computers or planning game
software participants themselves work on
“tangible” game boards. As a consequence
they create a traceable visualisation of the
progress of the game.
Each management team is in charge of its
own field of work. This specific field is
made visible by various elements such as
staff dossiers, capacities, service contracts,
order cards, production facilities, stock
levels etc. Therefore the consequences of
delayed effects of decisions become obvi-
ous.
At the start of each new round in the
game (business year), there are decisions
concerning finance, personnel, invest-
ments, products and markets, to be made.
All of them are having direct effects on
the success of the business. So compari-
sons between competing companies
(teams) become possible.
Each business year (game round) is closed
with a balance sheet and a profit and loss
statement. Teams have to present their
results. In doing this, significant key figu-
res have to be defined.
During the business year the enterprise
must be sustainably managed. At this
point it becomes obvious how teams
manage implementing their strategy in
terms of a long-term view.
Benefits
Because of intense collaboration during
the seminar, knowledge transfer among
participants is encouraged. Experienced
participants can directly transfer their
knowledge into practice and test different
strategies within changing situations. So it
is possible to gain increased confidence
and competence through the simulation of
tricky scenarios.
It is a common problem to transfer theo
retical knowledge into direct actions. The
Business Simulation helps to experience
existing interrelationships – brings theory
to life. As a consequence the gap between
theory and practice is bridged and appli-
cable knowledge arises.
Dealing with specific questions: Manage
rial staff is frequently faced with decisions
concerning investments, increases in pro-
ductivity, stocks, process costs, out-
sourcing and so on. After each round dis-
cussions with other participants and expe-
rienced trainers help to identify reasons
for success and failures. Additional know-
ledge inputs empower participants to
improve their performance within the next
round.
Inhouse: company- or branch-specific
The Business Simulation is perfectly suited
for in-company training courses in order
to highlight the holistic cause-and-effect
framework within the own company. The
St. Gallen Business School is experienced in
carrying out Business Simulations within
individual companies or focusing on a par-
ticular branches.

24
«Extra occupational Master- and Certificates-
Programs within 6-36 months – adjustable to the
individual time budget – an outstanding mix
of seminars, colloquia, distance-learning and
project-thesis.»

➢ SGBS International Senior Management
Certificate St. Gallen® 26
➢ International Executive MBA 28
➢ Cracow University – MBA in European
Multicultural Integrated Management 30
Overview Certificates MBA

26
Accreditation
Today’s managers have to be effective
and motivating leaders who accomplish
excellent results in their particular fields of
responsibility and guide the company’s way
to success.
This demands a broad, comprehensive
management view, plus an international
dimension in the light of increased globa-
lisation.
It also requires deeper understanding of
the interaction between numerous factors:
global strategies, local marketing concepts,
core competence-oriented business pro-
cesses, culturally differentiated manage-
ment principles and behaviour, to name
just a few.
The Certificate Program “International
Senior Management Certificate” teaches
precisely this kind of understanding. The
program is designed for managers with a
proven track record who have been selec-
ted for a higher general management posi-
tion with an international perspective.
The international, high-level trai-
ning “SGBS International Senior
Management Certificate®” is aimed at
specific requirements of Upper- and
Top-Management wishing to optimize
their knowledge especially regarding
an international perspective. In doing
so they set value on a high level of
practical relevance, an intense training
of Leadership-Skills and multicultural
aspects.
During 12-18 exciting months they
train and develop a deeper under-
standing of the interaction between
numerous factors: global strategies,
local marketing concepts, core com-
petence-oriented business processes,
culturally differentiated management
principles and behaviour, to name just
a few.
Upgrade possibility to the “International
Executive MBA”-Program
Approach
Professional input and teaching discussi-
ons led by expert lecturers alternate with
sessions in which participants address real
issues and case studies. Theory and prac-
tice complement each other to produce a
convincing whole and deliver a wealth of
stimulating ideas. A mixture of interactive
learning and small study groups provides
constant encouragement to practice both
your leadership and managerial communi-
cations skills.
The “SGBS International Senior Manage-
ment Certificate” is awarded to partici-
pants that have accomplished:
4 International Seminars (I)
1-2 Colloquia à 2 days (II)
Distance learning (III)
Project Thesis (IV)
Defence of Project Thesis (V)
I. International Seminars
The seminars of the course of studies are
conducted in Switzerland, London, Boston
and Shanghai involving local, very experi-
enced lecturers:
Strategy-Week Boston
Leadership-Week Boston
Finance-Week London
Asia-Week Shanghai
As an alternative to the Strategy-Week
Boston, it is possible to attend a strategy-
seminar in Switzerland.
SGBS International
Senior Manage-
ment-Certificate
St. Gallen®
Concept
8
19
9
2018
Begin of study: Oct. 8, 2018
2019
Begin of study: Jan. 8, 2019
Begin of study: Oct. 7, 2019
Course Fee*: CHF 21900.–/€ 19900.–
* add 7,7% VAT
Course of events – Overview
Begin of studies
In each case possible at the beginning of a quarter
Project Thesis
If possible concrete
company project
Seminars and Colloquia
Participation at
18-19 seminar days, inter alia in
Distance Learning
4 Distance Learning Modules
Feedback from advisor
Defence of Project Thesis
As a general rule 12-18 months;
Nonrecurring repeating possibility
Diploma-Awarding
Certificate St. Gallen
Boston
Boston
London
Shanghai
1-2 Colloquia à
2 days
literature research
Conception
Proposals for solutions
verbal
Module 1
Module 2
Module 3
Module 4
case study at
the end of each
module
St.Galler
Business School
Master-Diplome St.Gallen
2018-20
Die Zertifikatsprogramme
der St.Galler Business School
– Basierend auf dem bewährten
St.Galler Management-Konzept
– Praxisnahe Aus- Weiterbildung
mit Upgrade-Möglichkeit
Studienbeginne:
9. Juli 2018
8. Oktober 2018
8. Januar 2018
9. April 2018
SGBS International Senior
Management-Zertifikat St.Gallen®
Zertifikatsprogramm

Seminars in English, St. Gallen International Business School

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