http://www.universitieshandbook.com English management training in Germany, Switzerland, England, USA, Japan and Poland. For many experienced managers, executives and specialists, Boston Business School is the partner of choice when it comes to expanding their skill sets, broadening their functionalities, and globalizing their perspectives. Explore how Boston Business School's programs meet your needs and priorities in the following fields: http://www.universitieshandbook.com

1. 2009
2010
international
Zurich I London I Fort Myers I Frankfurt Munich I Lucerne I Boston
Executive Education Programs
M A N A G E M E N T E D U C AT I O N
Course Language English

2. Editorial
THE BEST OF TIMES AND THE In 2010 we are offering a complete range of seminars
WORST OF TIMES and programs to achieve your professional goals. In ad-
dition to our highly rated core set of seminars, we are
We are now experiencing a period of great economic proud that this year’s catalog has been expanded to of-
uncertainty. When asked about their predictions for the fer an even larger stimulating selection of programs,
next 12-24 months, many executives wisely declined to such as our «International Mini-MBA Program» or our
speculate and gave little guidance. «Boston Diploma in General Management BBS».
We will follow suit. And like most of these executives, Once you have made your program selection, you will
we are working with several scenarios, trying to balance realize that executive education at Boston Business
the short with the long term and trying to make the most School is more than a mere collection of excellent semi-
of this period of uncertainty. This includes reviewing nars. It is an exciting learning experience with network-
strategies, retooling, or reequipping personnel for the ing opportunities, cutting-edge knowledge transfer, and
challenges to come. Let's not forget that companies practical tools for real-world challenges and opportuni-
such as Oracle or Microsoft were born in times of crisis ties.
and a lot of companies will gain market share when the
good times return. The success and uniqueness of our seminars can be at-
tributed in large part to our excellent instructors. Partici-
We feel that this can be the best of times for premier ex- pants especially value our instructors’ known ability to
ecutive education providers. Boston Business School is give concrete and practical answers to participants’ de-
not cutting back on its product offerings and is doing manding questions, drawing on their practical and con-
everything to maintain quality and exceed expectations. ceptual knowledge. All our seminars address the ques-
To this end, we continue to work actively with you, our tions, topics and challenges which participants currently
valued customer, by offering both the depth and range face.
of seminars to meet your executive education needs.
We know that satisfied customers stay with Boston If you are thinking about taking part in one of our execu-
Business School. tive education programs, you are in good company. You
are among those people who prefer the extraordinary,
and who desire an executive seminar that is more than
just a required educational event. At Boston Business
School we are committed to the extraordinary, and are
certain that you will feel our passion for executive edu-
cation in each one of our programs worldwide.
Do not hesitate to contact us for additional information.
We will gladly answer all your questions, not just about
executive education, but also any inquiry about our cor-
porate education or consulting services. We are more
than happy to offer you a variety of customized in-house
programs and specialized workshops.
Sincerely,
Michael Rabbat, MBA
Member of the Management Board
Boston Business School
Klausstrasse 43
CH-8008 Zurich
Switzerland
Phone +41 (0)43 499 40 20
Fax +41 (0)43 499 40 21
E-Mail info@bostonprograms.com
www.bostonprograms.com/english

3. Contents
GENERAL MANAGEMENT FOR EXECUTIVES
4 Advanced General Management Program
6 General Management for Executives
7 International Executive Program
GENERAL MANAGEMENT FOR EMERGING LEADERS
8 High Potentials General Management Program
10 International Mini-MBA Program
12 Developing Business and Leadership Skills
13 General Management for Emerging Leaders
STRATEGIC MANAGEMENT
14 Strategy for Executives
16 Competitive Strategy
17 Profitable Growth Strategies
18 Strategy & Corporate Finance for Executives
LEADERSHIP AND CHANGE
19 Leadership for High Potentials
20 Leadership Excellence
MARKETING, SALES AND SERVICES
22 Essentials of Marketing
23 Best Practices in Service Management
FINANCIAL MANAGEMENT
24 Finance for Executives
26 Essentials of Finance & Controlling
27 Strategy & Finance for Emerging Leaders
DIPLOMA & E-LEARNING
28 Boston Diploma in General Management BBS
30 E-Learning Certificates
REGISTRATION
31 Terms, Conditions & Registration Form

4. Advanced General Management Program
This is an intensive general management program that prepares executives for new and greater
responsibilities, or reinforces their existing skills by keeping them abreast of the latest develop-
ments in managerial practice and research. 2 5 days.
CONCEPT AREAS OF FOCUS
This two part, 10-day intensive program prepares exec- Part I: General Management
utives for new and greater responsibilities, or reinforces
their existing skills by keeping them abreast of the latest A Systems Perspective of Core Functional Compe-
developments in managerial practice and research. The tencies
first part of the program concentrates on the essentials The evolving corporate environment
of advanced general management and the importance Organizations as dynamic systems
of strategic direction. The second part builds on this by Achieving organizational efficiency and effectiveness
delving into the nuances of leadership and its impact on
culture, processes, and change. The participants learn Corporate Goals as Organizational Alignment Tools
to lay the groundwork for success, and achieve results Effective goal setting and goal management
by moving the organization using effective leadership. Understanding stakeholder expectations and ethical
responsibilities
The relationship between CEO, board and senior
KEY BENEFITS management
Measuring performance
What you will gain from the program: Strategic Management Concepts and Practices
An understanding of advanced modern general In today’s business environment, having the right strat-
management practices egy is crucial. We will show how successful strategies
A systems-perspective of organizations to ensure that create value and present new perspectives on how
you are managing its complexities to generate value profit is created. Some other topics we will cover, are:
for your company Market share growth and new market development
Sharpened skills in evaluating strategic options and Competitive strategies: cost leadership, differentia-
identifying impediments to performance tion, focus or niche
The ability to identify and take action on profitability Mergers and acquisitions as growth options
and operating performance issues Strategic in and out-sourcing
An improvement in leadership skills by discovering Time-based strategies
and tapping your potential
A widened peer network Marketing
Potent product portfolio management and distribution
portfolios
WHO SHOULD ATTEND Aligning marketing resources with strategic goals
Effective approaches to communication
Senior-level managers who are preparing for responsi- Brand Management
bilities requiring decisive action Distilling a brand’s essence
Executives and managers who are looking for addi- How to maintain and build brand equity
tional input to create value for their organizations Managing brand trajectory in the market
Managers moving into the highest organizational lev- Steps required for successful branding
els who are looking for an update of their general
management skills Profitable Customer Relationships
Experienced functional specialists and other profes- Building value for the customer
sionals who are seeking career advancement Key account management
Marshalling customer proximity and e-business
4

5. GENERAL MANAGEMENT FOR EXECUTIVES
Financial Aspects of Strategy Developing Your Leadership Style
Managing for sustainable profitability Understand the importance of leadership style for
Evaluating the profit potential of a business imparting direction
Defining the value chain and identifying its Comprehend how leadership influences people
profitable steps Don’t manage – lead
Abandoning unprofitable businesses Discover your authentic leadership style
Reducing capital intensity to improve profitability Adapting your leadership style to the situation
Pricing strategies for improved returns
Role of Leadership within Organizations
New Business Development and Innovation Achieving performance through people: from leading
Generating new business and product ideas a team to effectuating organizational change
Business models for disruptive technologies and Seizing leadership opportunities within the company
products Learning to be a transformational leader
Changing competitive positions in established
markets Implementing Change
Navigating successful market entry Transformational vs. incremental change
Changing attitudes, assumptions, and beliefs
Refining Structures and Processes Translating transformational change into reality
Successful market operations are underpinned by Cultivating leadership within an organization
internal structures, processes and incentive systems
that permit effective action. Participants learn how to
create customer-oriented organizational structures,
streamline business processes that allow both quality
and time-based strategies, and realigning them to serve
strategic goals.
Part II: Leadership
What Good Leadership Accomplishes
Good leadership as a performance multiplier
How good motivators improve the effectiveness of DATES* & FEES [2 5 DAYS]
their organizations
The key traits of effective leaders
No. Date Location Hotel
How leadership develops in practice
Avoiding typical leadership mistakes EP1059 September 21 – 25, 2009 Boston, USA Boston College Club
Sept. 28 – Oct. 02, 2009 Boston, USA Boston College Club
Core Attributes and Skills of Leadership EP1069 October 05 – 09, 2009 Tegernsee, GER Egerner Höfe
Inspiring others to perform March 15 – 19, 2010 Davos, CH Waldhuus
Communication and negotiation skills EP1010 February 22 – 26, 2010 Zurich, CH Top of Zurich
Making smart decisions March 15 – 19, 2010 Davos, CH Waldhuus
Feedback and coaching
EP1020 February 22 – 26, 2010 Zurich, CH Top of Zurich
Empowerment through delegation
Sept. 27 – Oct. 01, 2010 Boston, USA Boston College Club
Developing a personal action plan
Conflict management EP1030 October 04 – 08, 2010 Boston, USA Boston College Club
Tolerating ambiguity, lending vision, giving clarity, and December 06 – 10, 2010 Cologne, GER Stadtpalais
attaining fairness
Fees: EUR 7.000.– | CHF 9.800.– | US $ 10.100.–
*If you wish, you can combine parts 1 and 2 individually.
For example, you can attend part 1 in spring and part 2 in fall or next year.
5

6. General Management for Executives
GENERAL MANAGEMENT FOR EXECUTIVES
Turning ideas and concepts into results: this systematic, information-packed 5 day seminar updates
executives and managers on all the important underlying principles of general management.
CONCEPT
The question of how to turn ideas and concepts into Strategic Management Concepts and Practices
results is crucial for executives. Over the course of five In today’s business environment, having the right strategy
days we will explore the three essential management is crucial. We will demonstrate how successful strate-
requisites for achieving sustainable results: gies create value and present new perspectives on how
Development of an effective strategy profit is created. Among these topics are:
Future success based on growth and innovation The process of strategic management
Excellence in the core business Market share growth and new market development
Competitive strategies: cost leadership, differentiation,
focus, or niche
WHO SHOULD ATTEND Mergers and acquisitions as growth options
Strategic in- and out-sourcing
Restructuring and portfolio evaluation
Senior-level managers preparing for responsibilities
requiring thoughtful analysis and decisive action Marketing and Innovation
Executives such as business unit heads, managers of Marketing as an organizational philosophy: the mar-
major profit centers and executives in training, who keting concept, various definitions of «customer», new
are looking for additional input to create value for their technologies, and e-business
organizations Managing your brand and creating brand equity
Experienced functional specialists and other profes- Principles of successful innovation management
sionals who are seeking career advancement Avoiding common pitfalls during business development
New business models
AREAS OF FOCUS Structures, Processes and Incentive Systems
Profitable customer relationships: building value for
the customer
Setting the Course: Imparting Organizational Direction Quality and time-based strategies
Strategic boundaries and their implications Empowerment through leadership and incentive
Defining core values and communicating a clear vision systems
Meeting stakeholder expectations
Profitability and Value Management
Corporate Goals as Organizational Alignment Tools The role of finance in supporting corporate strategy
In order to establish a framework for decisions and ac- and growth
tions within an organization, we show executives how to Key profit drivers, key performance indicators
set objectives for the company in the following respects: Launching initiatives to improve profitability
How to establish specific, measurable and time-tar- Identifying value in the chain: revealing profit potential
geted objectives Modern controlling and cost management
Making clear demands on the organizational structure
Optimization of the core business
Defining objectives for establishing new businesses
DATES & FEES [5 DAYS]
Results-oriented General Management
Company value and market capitalization
Developing market share No. Date Location Hotel
Customer satisfaction and quality control EP1749 September 21 – 25, 2009 Boston, USA Boston College Club
Efficient capital deployment EP1759 October 05 – 09, 2009 Tegernsee, GER Egerner Höfe
Core competencies and know-how
EP1710 February 22 – 26, 2010 Zurich, CH Top of Zurich
EP1720 October 04 – 08, 2010 Boston, USA Boston College Club
Fees: EUR 3.850.– | CHF 5.400.– | US $ 5.600.–
6

7. International Executive Program
GENERAL MANAGEMENT FOR EXECUTIVES
This executive-level general management program is an excellent preparation and update for
current or future general management responsibilities. 14 days in 3 sessions.
CONCEPT
This executive-level general management program is an Core Attributes and Skills of Leadership
excellent preparation and update for general management What makes effective leaders stand out
responsibilities. It is designed to equip managers with Successful communication
the knowledge, skills, attitudes and values necessary for Solution-focused dialogue, conflict management
handling a complex and changing reality. 3 sessions Public speaking, appearance and body language
emphasize a thorough understanding of all major business
disciplines and the leadership skills that are required for Achieving Desirable Corporate Dynamics
successful implementation. In the first session, the program Programs to energize managers and employees
challenges and questions personal concepts and behav- Launching such programs
iors with a focus on leadership. In the second session, Real-life experiences with such programs
the focus is on strategic management topics with a
special emphasis on growth, business development and Effective Roadmaps for Change
international best practices. Last but not least, the final Inspiring employees toward common goals
session focuses on financial management. Developing implementation skills
Strategic Management to Define Direction
KEY BENEFITS Crafting and implementing profitable strategies
Developing competitive insights
Tailoring organizational structures
During the program, you will:
Gain an understanding of leadership theory and the Driving Corporate Value Creation
dimensions of effective leadership Identifying, creating and capturing value drivers
Explore your strategic leadership potential through Tools to manage value drivers
interactive learning and practical skill building New business models
Learn skills to achieve a sustainable competitive
advantage for your company Financial Management for Executives
Identify opportunities for improving operating The role of finance in supporting corporate strategy
performance and financial results Capital markets: strategies, products, and services
Experience how successful business ventures are Mergers & acquisitions as a competitive tool
launched and existing businesses can grow Cost reduction and control
Balanced scorecard and key performance indicators
Corporate governance and financial accountability
WHO SHOULD ATTEND
DATES & FEES [5 4 5 DAYS]
Executives seeking to refine their leadership abilities
while broadening their strategic perspective
Prospective executives who want to prepare them- No. Date Location Hotel
selves for the rapidly changing business world EP1239 November 09 – 13, 2009 Tegernsee, GER Egerner Höfe
Experienced professionals wishing to move into senior June 07 – 10, 2010 Cologne, GER Stadtpalais
management positions June 28 – July 02, 2010 London, UK Novotel
EP1210 March 15 – 19, 2010 Davos, CH Waldhuus
October 05 – 08, 2010 Boston, USA Boston College Club
AREAS OF FOCUS
December 06 – 10, 2010 Cologne, GER Stadtpalais
EP1220 Sept. 27 – Oct. 01, 2010 Boston, USA Boston College Club
Strategic Leadership November 08 – 11, 2010 Cologne, GER Stadtpalais
Leading oneself December 06 – 10, 2010 Cologne, GER Stadtpalais
Leading teams and departments
Leading businesses and larger organizational units Fees: EUR 8.400.– | CHF 11.800.– | US $ 12.200.–
7

8. High Potentials General Management Program
This three-part program focuses on developing a cross-functional, integrated perspective
on management, finance and leadership. For young managers and executives in training.
3 5 days.
CONCEPT WHO SHOULD ATTEND
Young managers and executives-in-training are full of The «High Potentials General Management Program» is
ideas and want to initiate change. They want to make especially suited for young managers, executives in
improvements and optimize processes. Their zeal for training, junior managers and functional specialists who
action is admired. Their inexperience is benignly smiled want to acquire the skills of good management. It is an
upon because they lack the collective knowledge that ideal course for managers aged 28 to 45 years seeking
an organization has acquired, often at a steep price. career advancement. In general, participants are about
Distinguishing good management from bad manage- to take on more important management and leadership
ment is also a matter of experience. Knowing which positions. They are often regarded as experts in their
types of management, instruments and methods are functional area – motivated, action-driven and account-
best suited to tackle a challenge in a coherent and able for achieving results. We help them reach the next
results-oriented way is a question of experience. In level of leadership by giving them a cross-functional and
addition, it requires experience to practice integrated integrated approach towards solving business problems.
management. Through practical experiences, interviews
with CEOs and top managers, and staying on the cut-
ting edge of research in management, Boston Business AREAS OF FOCUS
School researchers and instructors have worked for
numerous years to consolidate and crystallize the tenants
of effective management. By distilling the essence of Part I: General Management
professional management, they have been able to make
them readily accessible and learnable. In brief, this 3-part, Systems Thinking: A Modern Management Approach
15-day program imparts the management methodology Cutting through complexity to achieve results
needed to close the knowledge gap between high Dealing with turbulent environments
potentials and corporate leaders. Part I covers general Failure due to departmental thinking
management; part II explores the elements and impact of
leadership; part III gives participants the financial tools Strategic Frameworks and Thinking
and knowledge they need to make well-founded holistic Concepts, tools, and instruments of strategic
decisions. management
Formulating and communicating strategies
Developing a strategic action plan
KEY BENEFITS
Marketing Concepts and Practices
New paradigms in marketing
What you will gain from the program: Essentials of a convincing marketing concept
An understanding of the current shifting environment How to put customers and customer value at the
and its effects on business center of marketing efforts
The facility to recognize the interdependencies Achieving marketing success within budget
between the market, functional business units, key
stakeholders, and your team Driving Performance
Further your professional development by acquiring a Identifying profit opportunities within a business
results-oriented business mindset How to spot low value or even dangerous business
Be able to apply the range of managerial, financial, opportunities
and planning tools Knowing the mechanisms for improved profit margins
Improvement in your ability to lead cross-functional Creating the conditions for superior profit margins
projects and initiatives
The ability to see opportunities for increasing operating
performance and financial results
Broadened prospects and an expanded peer network
8

9. GENERAL MANAGEMENT FOR EMERGING LEADERS
Part II: Leadership Principles of break-even analysis
Financial insight into «make or buy» decisions
Essential Concepts of Leadership Interpreting and calculating key performance indica-
Good leadership as a performance multiplier tors, such as: ROI, EBIT, ROE, WAG, cash flow, etc.
The key traits of effective leaders Frameworks for valuation
How leadership improves the effectiveness of organi-
zations Creating a Convincing Business Plan
Avoiding typical leadership mistakes The structure and content of a business plan
Developing and refining a business plan
Personal Effectiveness How to make plausible assumptions for credibility and
The art of setting priorities defensibility
How to delegate tasks
Techniques of good time management Planning and Budgeting
The budget cycle and steps to create a budget
Persuasive Communication Early detection of deviations from a business plan
How to communicate goals clearly Competent handling of management reports
Opening channels for feedback and monitoring Tools for correcting deviations to meet fiscal
Motivating language and empowering action objectives
Social Competence Cost Management and Containment
Social skills as prerequisites for successful Cost accounting and understanding cost drivers
management Approaches to cost reduction
Evaluating your social strengths and weaknesses The benefits of variable cost structures
Developing and capitalizing on your social competen-
cies
Managing Others «Not only did I learn a lot about leader ship, but also
Instruments and methods for leading others about how I can work on my weaknesses and
Management by objective rather than task strengths in order to make my team feel more
competent in our daily environment.»
Coaching and mentoring to bring out employee
potential
T. Keller, Wincor-Nixdorf (Germany)
Getting Things Done: The Management Process
Problem solving in daily management
Reducing the time between decision and action
Optimizing your decision making process DATES & FEES [3 5 DAYS]
Learning from others’ mistakes and your own
No. Date Location Hotel
Part III: Financial Management EP3010 January 18 – 22, 2010 Engelberg, CH Ramada
March 08 – 12, 2010 Lucerne, CH Astoria
Developing Financial Acumen May 03 – 07, 2010 Frankfurt, GER KTC
Interrelations between shareholder, stakeholder and EP3020 August 23 – 27, 2010 Frankfurt, GER KTC
customer value September 20 – 24, 2010 Frankfurt, GER KTC
The impact of finance on strategy and operations Nov. 29 – Dec. 03, 2010 Frankfurt, GER Mövenpick
Objectives and instruments of financial management
Importance of the cost of capital
Fees: EUR 8.000.– | CHF 11.300.– | US $ 11.700.–
*If you wish, you can combine parts 1, 2 and 3 individually.
Tools of Financial Analysis For example, you can attend part 1 in spring, part 2 in summer and
Understanding financial statements part 3 in fall or next year.
9

10. International Mini-MBA Program
Our most comprehensive development program for up-and-coming managers, specialists, and
executives in training, covering all leadership and general management topics, with a final case
study for practical knowledge transfer.
CONCEPT
How does one become a successful manager? Even if a The order of Modules 2-4 may be changed. A few days
manager can only partially «control» success, the neces- after the end of the last seminar session, participants
sary skills for success can certainly be acquired. Aside will receive a detailed case study, which they work on
from expertise and personal commitment, it is the solid independently and where they will apply all the main
mastery of leadership and management skills which make concepts from the seminars. The solution to this final
the difference. Only those who can lead are in a position case study documents active participation and permits
to implement their ideas and plans effectively and to a detailed appraisal of the knowledge acquired. This de-
push through results-oriented decisions. Those who can tailed evaluation is provided, along with a certificate of
lead also need the managerial knowledge to develop completion.
strategies, market effectively, finance business plans,
or cut costs. The goal of this multi-session program is
therefore both to improve personal leadership behavior, KEY BENEFITS
and to impart the general management knowledge and
skills required for effective strategic management, mar-
keting, and finance. During the program participants will:
Recognize the relation between securing the com-
pany’s future and optimizing the present
WHO SHOULD ATTEND Understand and train the principles, tools, and mech-
anisms of strategic management
Understand the key aspects of modern marketing,
Participants are ambitious managers, specialists, execu- and those factors which contribute to marketing
tives in training, high potentials and managers on the success
promotion ladder from all company departments. What Acquire insight into the relationship between finance
they all have in common is that they are designated for a and accounting
higher management role, or if they are already in such a Enhance their social competence and improve their
role, simply want to refresh the essentials of management communication
and leadership in a systematic fashion. Train how to resolve conflicts, handle negotiations,
and deal with colleagues at all levels
STRUCTURE After completing the program, the participants will be in
a position to:
Develop business models that take markets, cus-
The «International Mini-MBA»-Program consists of four tomers, technologies, competition, and industry
modules: dynamics into account
Module 1 (5 days): Leadership and Social Compe- Make their own significant contributions towards
tence – self-management, social competence, and strategic goals, and give important impulse to the or-
leading employees as sine qua non for management ganization
success. Create marketing programs for improving customer
Module 2 (4 days): Strategic Management – Meth- satisfaction, retention, and to tap into latent customer
ods and tools of strategic management and their ap- potential
plication. Make substantial contributions to achieve financial
Module 3 (4 days): Marketing – the interdependence goals through competent use of profit management
of market position, customer value, and marketing tools
success. Create the conditions that enable effective and goal-
Module 4 (5 days): Finance – the most important as- oriented performance and efficiency.
pects of finance and controlling Lead employees and themselves to meet challenging
goals
10

11. GENERAL MANAGEMENT FOR EMERGING LEADERS
AREAS OF FOCUS
Leadership and Social Competence Finance
Knowing oneself: managing your own person An overview of finance and accounting
Your own leadership style Understanding the balance sheet and financing op-
Balance between personal and professional life tions
Elements of social competence Cash flow and liquidity
What makes good leadership New and novel types of financing
Various leadership styles, situational leadership Cost of capital and capital structure
Management by objectives Understanding financial goals and interpreting KPIs
How to delegate effectively Cost accounting, contribution margins, unit costing,
Leading teams and pricing
Intercultural competence Investments, value creation, economic viability
Employee review, development, and coaching Profit management and its applications
Mastering difficult leadership circumstances Controlling
Navigating critical discussion
Dealing with conflict
Strategic Management
Holistic strategic management
The business and its environment
Stakeholder interests
Strategic thinking
Strategic analysis
The strategy process
Employing strategic tools
Culture and strategy
International strategy
Resourcing strategies
DATES & FEES [5 + 4 + 4 + 5 DAYS]
Implementing strategies successfully
Marketing
Marketing: fundamentals and rules of the game No. Date Location Hotel
What good marketing can achieve EP3510 March 08 – 12, 2010 Lucerne, CH Astoria
Importance of customer value May 03 – 07, 2010 Frankfurt, GER KTC
Marketing and profitability June 07 – 10, 2010 Cologne, GER Dom Hotel
Marketing strategy June 21 – 24, 2010 Arosa, CH Kulm
International marketing EP3520 March 08 – 12, 2010 Lucerne, CH Astoria
Branding and innovation June 07 – 10, 2010 Cologne, GER Dom Hotel
Sales and market communication November 15 – 18, 2010 Cologne, GER Stadtpalais
Price policy Nov. 29 – Dec. 03, 2010 Frankfurt, GER Mövenpick
Distribution strategies and logistics
EP3530 September 20 – 24, 2010 Frankfurt, GER KTC
Customer relationship management
October 05 – 08, 2010 Boston, USA Boston College Club
November 15 – 18, 2010 Cologne, GER Stadtpalais
Nov. 29 – Dec. 03, 2010 Frankfurt, GER Mövenpick
EP3540 September 20 – 24, 2010 Frankfurt, GER KTC
November 08 – 11, 2010 Cologne, GER Stadtpalais
November 15 – 18, 2010 Cologne, GER Stadtpalais
Nov. 29 – Dec. 03, 2010 Frankfurt, GER Mövenpick
Fees: EUR 9.800.– | CHF 13.800.– | US $ 14.200.–
11

12. Developing Business and
Leadership Skills
GENERAL MANAGEMENT FOR EMERGING LEADERS
This two-part general management program for emerging leaders focuses on strategy, processes,
organizational culture and leadership.
CONCEPT
This general management program for emerging leaders Corporate Goals as Organizational Alignment Tools
focuses on strategy, marketing, organizational culture, The significance of vision, mission, and objectives
self-management, and effective leadership. Participants Creating synergies between strategies, processes,
will be able to comprehend the whole, and create value structures, and people
by grasping the interrelations between the parts. Over- Task prioritization through effective goal setting
all, the program is designed to provide valuable tools for
developing the skills necessary to ensure future success Nature of Strategy and Strategic Decisions
on both the individual and organizational levels. Strategic management in practice
Fundamental concepts of strategic decision making
Tools for formulating and developing successful
KEY BENEFITS strategies
Customer Focus
Improve your look at the bigger picture The perennial search for novel customer value
Deepen your understanding of key business functions Creating profitable customer relationships
Take advantage of key management tools
Translate solid strategy and marketing concepts into Market and Sales Success
effective action Understanding the elements of effective marketing
Gain an understanding of your own leadership Achieving the right marketing mix
strengths and weaknesses
Lead and manage with the requisite personal and Exploring Leadership
social skills Discovering your authentic leadership style
Instruments and methods for leading others
Finding and being a mentor
WHO SHOULD ATTEND
Leadership and Communication
Presentation techniques and appearance
Emerging leaders such as up-and-coming managers, Opening channels for feedback
specialists, and executives in training, who want to Avoiding common communication mistakes
complete an up-to-date and highly practical manage-
ment and leadership program to improve their own Personal Effectiveness and Social Competence
managerial and leadership competencies The art of setting priorities
Promising mid-level managers who are being groomed The importance of time management
for more managerial responsibility Delegation as an important tool for effectiveness
Specialists and professionals from all business fields Developing a personal action plan
who are on the fast track to take on additional mana-
gerial and leadership responsibilities and want to work
on their general management skills
DATES* & FEES [2 5 DAYS]
AREAS OF FOCUS
No. Date Location Hotel
EP3110 January 18 – 22, 2010 Engelberg, CH Ramada
Systems-based Leadership and Management March 08 – 12, 2010 Lucerne, CH Astoria
Complexity as an inherent part of the business reality EP3120 August 23 – 27, 2010 Frankfurt, GER KTC
Shareholder vs. stakeholder, value vs. customer value September 20 – 24, 2010 Frankfurt, GER KTC
Viewing and understanding a company from all angles
Mechanisms of value creation Fees: EUR 6.300.– | CHF 8.900.– | US $ 9.250.–
Results orientation and implementation capability *If you wish, you can combine parts 1 and 2 individually.
For example, you can attend part 1 in spring and part 2 in fall or next year.
12

13. General Management for
Emerging Leaders
GENERAL MANAGEMENT FOR EMERGING LEADERS
This course conveys the management know-how that is indispensable for every management
position and function. The program’s focus is on participants who have not yet completed an
advanced management education.
CONCEPT
The «General Management for Emerging Leaders» Strategic Management Concepts and Practices
course conveys management know-how, which is Effective goal setting and goal management
indispensable for any managerial position or function. Understanding stakeholder expectations and ethical
The program is designed for participants who have not responsibilities
yet acquired experience in advanced management. A process view of strategy
During the program’s 5 days, experienced instructors Competitive strategies: cost leadership, differentiation,
will systematically deal with core management topics, focus or niche
including strategy, marketing and finance. Using real
world examples, participants will learn about the key Customer Focus
principles, tools and methods that companies use to The permanent search for new customer value
attain success through management excellence. The What customer focus really means
course is based on both an integrated and systems- How profitable customer relationships are built and
based approach to management. All instructors present used
in their area of expertise holistically with concrete appli- Conditions for marketing success
cations. Determining the right market position
Marketing Concepts and Practices
WHO SHOULD ATTEND New paradigms in marketing
Essentials of a convincing marketing concept
How to put customers and customer value at the
Up and coming young managers, who are today or center of marketing efforts
will, in the near future, be held accountable for results Achieving marketing success within budget
and profit goals and want to acquire the tools and
mindset to achieve them Driving Performance
Managers of profit centers, business units, and Identifying profit opportunities within a business
divisions who do not have a formal management How to spot low value or even dangerous business
education opportunities
Specialists and professionals from all business fields Knowing the mechanisms for improved profit margins
who are looking for a systematic introduction to gen- Creating the conditions for superior profit margins
eral management
Principles of Modern Finance
The time value of money
AREAS OF FOCUS Interest rates and the cost of capital
Risk and return
Measuring corporate performance
A Systems-oriented Approach to Leadership and
Management
Viewing and understanding a company from all angles
Profit mechanisms and the principle of cause and
effect
Principles of Effective Management DATES & FEES [5 DAYS]
What it takes to manage corporations, divisions and
departments effectively
Leading individuals, teams, departments and net- No. Date Location Hotel
works
EP3310 January 18 – 22, 2010 Engelberg, CH Ramada
EP3320 August 23 – 27, 2010 Frankfurt, GER KTC
Fees: EUR 3.500.– | CHF 4.900.– | US $ 5.120.–
13

14. Strategy for Executives
The latest insights about the success factors of strategic leadership, coupled with a hands-on,
well structured approach to modern strategy doctrine and leadership: this 4+5 day program is for
executives with responsibility for bottom-line success.
CONCEPT AREAS OF FOCUS
This strategy program for executives provides an in- Dimensions of Strategy
depth and integrated overview of strategic management Executives aim for success. Success has many dimen-
(4 days) and leadership (5 days), its tools, applications, sions: enterprise value, cash flow, profitability, customer
and methods. Participants will acquire the latest knowl- value, market share, customer satisfaction, innovation,
edge for developing innovative and competitive strate- employee satisfaction, corporate culture, and customer
gies. They will learn how to position a business even in trust. Superior strategic management permits good per-
the most competitive of environments and how to formance in multiple dimensions simultaneously, in both
launch programs that will increase a company’s value, the short and long term, and most importantly con-
profitability, and performance. They will be able to re- tributes to the profitability from customer value, which
view their own strategic concepts critically and return ultimately results in shareholder value. The aspect of
with new insights for shaping their company’s future. strategic performance management covered here are:
They will explore how strategy can be valued and how The role of strategy in an integrated approach to man-
leadership can achieve it. agement
Essential factors for survival and success
How to use analytic tools for strategy development
WHO SHOULD ATTEND
Strategy within a Changing Environment
Managers face increasing pressures. This program
Senior managers who develop and implement strategy shows executives how to navigate competing and con-
Middle and senior managers who shape strategic flicting demands on management’s priorities. Investors
decision-making within their organizational unit expect ever-increasing shareholder value, the public
Executives who want to re-evaluate and optimize their desires social accountability, customers demand better
strategies products and services, suppliers want a larger slice of
Executives who are looking for new input on the future the value chain, employees need a vision and want to
direction of their division or business unit participate in profits. Dealing successfully with this type
Business planners, internal consultants and strategists, of complex environment is one of the main challenges
who are responsible for the design of strategic man- for executives, and is specifically addressed in this
agement systems seminar.
Reconciling stakeholder demands
Sizing up the business environment and future devel-
KEY BENEFITS opments
Strategic Direction
Cutting edge research combined with real-life problem Dealing successfully with complexity requires both di-
solving make this program extraordinarily useful for rection and boundaries, which bridge the gap between
designing and implementing strategy. An important what is desirable and what is feasible. They describe the
aspect of the program is mutual exchange amongst strategic corridor where the company should tread. Our
executives who have encountered similar issues in their program shows managers how to take the initiative, and
own organization. Another key feature of this program proactively design structures to establish boundaries
is the in-depth knowledge of Boston Business School’s and provide direction.
instructors. They combine research, teaching, and Understanding core competencies and strategic ca-
real-life consulting to produce a valuable treasure of pabilities
management knowledge that has proven its worth in Setting the strategic direction and developing a
real-life situations. shared vision
Establishing a framework for strategic development
processes
14

15. STRATEGIC MANAGEMENT
Analyzing the Strategic Situation How to structure the company for results
Strategic decisions are best taken on the basis of solid The key traits of effective leaders
analysis and good information. We show managers how Avoiding typical leadership mistakes
to avoid faulty decisions by:
Collecting relevant information and data Leadership and Communication
Employing strategy tools to evaluate risk and opportu- Top managers communicate with company insiders and
nity outsiders. What they say and how they say it creates a
lasting image of the company. Using many examples,
Spectrum of Strategic Choices we show what distinguishes good communication from
Based on strategic analysis, managers need to make bad communication.
specific choices about how to move in the desired di- How good motivators improve the effectiveness of
rection. Participants will examine a range of tactical op- their organizations
tions to achieve their desired ends: Core skills of leadership
Positioning the company vis-à-vis its competitors Conflict and change management
Making key strategic decisions about the company’s Communication and negotiation skills
product portfolio Inspiring others to perform
Assessing corporate alliances, acquisitions, and
mergers
Determining what type of innovation and product de-
velopment should be invested in
Strategic Decisions
Managers will understand how strategic decisions de-
termine the future path of a company, and learn how to
take influence on that path by making good decisions:
Using the most current tools for strategic decision-
making
Discerning between good and bad strategic choices
Deciding on which core competencies to develop or
which unique value proposition to make
Anticipating how competitors may react
Implementation: Strategy in Action
After having decided on a course of action, managers
need to come up with a concrete series of steps to real-
ize the strategy - in short, implementation. Executives
will learn about requisite elements of implementation:
Organizational and structural alignment DATES* & FEES [4 + 5 DAYS]
Managing resources to support strategic decisions
Strategic adaption and change based on organiza-
tional and competitive responses No. Date Location Hotel
Leadership and Achieving Results EP2610 June 07 – 10, 2010 Cologne, GER Dom Hotel
The quality of leadership determines the success of a Sept. 27 – Oct. 01, 2010 Boston, USA Boston College Club
corporation. In the second part of this program, we EP2620 October 05 – 08, 2010 Boston, USA Boston College Club
delve into the elements of strategic and operational December 06 – 10, 2010 Cologne, GER Stadtpalais
leadership. Specifically, we will address both the pur-
pose and methods of leadership: Fees: EUR 6.500.– | CHF 9.100.– | US $ 9.400.–
What good leadership accomplishes *If you wish, you can combine parts 1 and 2 individually.
Good leadership as a performance multiplier For example, you can attend part 1 in spring and part 2 in fall or next year.
15

16. Competitive Strategy
STRATEGIC MANAGEMENT
During this 4-day program you will learn how cutting-edge strategic concepts and best practices
can help you direct your organization, business unit or departement toward success.
CONCEPT
Ultimately, the companies, divisions, business units that Responding to dynamic industry forces
succeed are those, which have the best strategy in Exploiting industry realignments
place. For many years, we have researched the ele- Opportunities in the digital economy
ments of successful strategy – we pass this knowledge
onto you during the four-day «Competitive Strategy» Strategic Positioning
program. The course covers all those concepts of strat- Evaluating the corporate strategic position: from
egy, which fuel high-powered corporate performance. tenable to vulnerable
This course is intentionally intense, specially conceived Assessment of core competencies as potential basis
to create breakthrough strategies, and facilitate strategy for profitable growth
development through a rich and interactive learning Being different: a cornerstone of strategy
environment. Creating and capturing value throughout the value
chain
WHO SHOULD ATTEND Avoiding and Escaping the Stagnation Trap
Pushing the limits of market growth
Consolidation: yes; stagnation: no
The program is aimed at executives from a range of Deriving growth from marketing
disciplines and backgrounds who: Pursuing innovation with a conducive environment
Wish to expand their understanding of cutting edge Guiding new strategic ventures
strategic concepts and best practices
Expect a well-structured and comprehensive overview The Key to Successful Strategy Implementation:
of modern strategic management Executive Leadership
Are facing an impending strategic challenge Systematic strategic and company culture alignment
Have, or will have, responsibility for the strategic Achieving operational excellence
decisions of their firms Effective implementation based on trust
AREAS OF FOCUS
Corporate Goals as Organizational Alignment Tools
Defining core values and communicating a clear vision «Very practical with the right material
Effective goal setting and goal management to come back home and apply what
Meeting stakeholder expectations has been learned.»
Navigating the CEO – board – senior management J. Gervis, FM Logistic (France)
relationship
Assessing performance in relation to goals
Strategic Management Concepts and Practices
Market share growth and new market development
Types of competitive strategies: cost leadership, DATES & FEES [4 DAYS]
product differentiation, and niche strategies
Scrutinizing the business model and building a
stronger one No. Date Location Hotel
In and outsourcing steps in the value chain EP2210 June 07 – 10, 2010 Cologne, GER Dom Hotel
EP2220 October 05 – 08, 2010 Boston, USA Boston College Club
The Corporate Environment: Markets and Industries
in Flux EP2230 November 08 – 11, 2010 Cologne, GER Stadtpalais
The implications of globalization for strategy
Assessing the corporate environment Fees: EUR 3.300.– | CHF 4.650.– | US $ 4.800.–
16

17. Profitable Growth Strategies
STRATEGIC MANAGEMENT
Only sustainable and profitable growth is healthy growth. This three-day intensive seminar shows
you how you can breathe new life into your strategy by sparking exciting ideas on how break-
through strategies can be discovered, measured and implemented.
CONCEPT AREAS OF FOCUS
Companies are successful when management under- Growth as a Strategic Concept
stands how to constantly reinvigorate growth. There are The importance of growth for the survival of a firm
many examples of this, but there are also many counter How growth can be achieved
examples: not just a few companies or business units How growth can be managed
have gone under because they were trying to grow too
fast, leading to liquidity problems, downturns in profits, Analyzing the Potential for Growth Strategically
or to organizational chaos. Growth alone is thus in and The growth portfolio
of itself not a goal. Evaluating business models for profitable growth
The art of a successful management lies in «profitable Growth-accelerating business models
growth» that contributes to sustainable improvement in
results and optimization of competitiveness. Profitable Tapping into the Potential for Growth
growth should create value for customers, owners, and Solving unsolved customer problems
employees. Based on numerous studies, we show that Creating new customer benefits
profitable growth can be attained in all sectors and in all Taking advantage of the existing client base
market situations, provided that management develops Utilizing unused business capacity
an appropriate business model and carefully implements
it. At the same time, we provide the newest insights, Advanced Strategic Concepts and Tools
methods, and instruments for assessing and improving Assessing the strategic situation
the strategic situation. Determining the quality of strategic options
Managing Growth and Profit Drivers
WHO SHOULD ATTEND The true drivers of growth: brand, product, competi-
tive position, and innovation
The most important profit drivers
Executive leaders who wish to investigate the possi- Active management of growth and profitability
bility of transforming their organizations by unleashing
profitable growth strategies
Senior managers who want to combine the newest
strategic know-how with ideas on boosting profitability
Those responsible for business units, large depart-
ments, and specialists, who are looking for new input
and ideas on exactly how to develop and implement
growth strategies
DATES & FEES [3 DAYS]
No. Date Location Hotel
EP1429 October 12 – 14, 2009 Zurich, CH Top of Zurich
EP1410 October 11 – 13, 2010 Boston, USA Boston College Club
Fees: EUR 2.750.– | CHF 3.900.– | US $ 4.100.–
17

18. Strategy & Corporate
Finance for Executives
STRATEGIC MANAGEMENT
A two-part program with focus on developing a strategic mindset and financial acumen in order to
build and maintain a sustainable competitive advantage and corporate value. 4 + 5 days.
CONCEPT AREAS OF FOCUS
This two-part, 9-day program emphasizes the relation Part I: Strategic Thinking and Action
between corporate value drivers and sound strategy. Exploring corporate strategy
Part 1 of the seminar centers on strategy, and its impor- Understanding the strategic context and the use of
tance and applications. Part 2 looks at the financial side strategic tools
of strategy. It examines those key financial concepts, Reconciling stakeholder demands
which are crucial to strategic decision-making, e.g. cost Thinking in terms of strategic options
of capital, return on investment, risk, and valuation. An Aligning structure, culture, and processes to strategy
important aspect of the program is examining the partic- International strategy
ipants’ real world experiences, and evaluating them us- Resourcing strategies
ing the concepts of strategic management. This ensures Implementing strategies successfully
that participants can readily implement what has been
learned. Part II: Modern Financial Management for
Value Creation
The role of finance in supporting corporate strategy
KEY BENEFITS Ensuring profitable growth
Cash flow and liquidity
New and novel types of financing
You will learn how to evaluate and devise strategies, Cost of capital and capital structure
identify impediments to profitability, and create value Understanding financial goals and interpreting KPIs
for key stakeholders, including suppliers, employees, Cost accounting, contribution margins, unit costing,
customers, and shareholders. and pricing
You will gain an ability to identify and develop a sus- Investments, value creation, economic viability
tainable competitive advantage using the best prac- Profit management and its applications
tices in strategic and financial management to boost Controlling
business performance. Capital markets: strategies, products, and services
Mergers & acquisitions as a competitive tool
Cost reduction and control
WHO SHOULD ATTEND Balanced scorecard and key performance indicators
Corporate governance and financial accountability
Executives and managers whose businesses are
facing an impending strategic challenge
Promising managers who will contribute to the future
financial and strategic direction of their organization DATES* & FEES [4 + 5 DAYS]
Managers in sales, or other functional disciplines, who
need broader financial and strategic knowledge
No. Date Location Hotel
EP2110 June 07 – 10, 2010 Cologne, GER Dom Hotel
June 28 – July 02, 2010 London, UK Novotel
EP2120 June 07 – 10, 2010 Cologne, GER Dom Hotel
October 11 – 15, 2010 Boston, USA Boston College Club
«Excellent speakers with vast and EP2130 October 05 – 08, 2010 Boston, USA Boston College Club
interesting experiences.» December 06 – 10, 2010 Cologne, GER Stadtpalais
A.N., Merz Pharmaceuticals (Germany) EP2140 November 08 – 11, 2010 Cologne, GER Stadtpalais
December 06 – 10, 2010 Cologne, GER Stadtpalais
Fees: EUR 6.500.– | CHF 9.100.– | US $ 9.400.–
*If you wish, you can combine parts 1 and 2 individually.
For example, you can attend part 1 in spring and part 2 in fall or next year.
18

19. Leadership for High Potentials
LEADERSHIP AND CHANGE
An intensive and highly interactive 5-day seminar focusing on the core elements of successful
leadership.
CONCEPT
This intensive and compact leadership program system- Managing employees and teams
atically demonstrates the applications of modern leader- Distinguishing characteristics of successful leaders
ship research. During the program participants will learn Continually cultivating the qualities of a leader
about leadership theories and their applications, and
practice the skills necessary to successfully hold leader- Discovering One’s Authentic Leadership Style
ship positions. They will also have the opportunity to The contingent opportunities view of leadership
discuss their own leadership challenges with the instruc- Different leadership styles
tors. The objective is for participants to explore their
leadership potential and abilities through interactive Team Leadership and Employee Management
learning and practical skill building. Observing your own leadership behavior
Instruments of effective employee management
The laws of group dynamics
KEY BENEFITS Team building, team development, team leadership
When things go wrong: resolving conflict and taking
corrective action
During the program, participants will:
Practice the skills necessary to excel in leadership Speaking and Appearance
positions Optimally employing one’s communication skills
Gain an understanding of leadership theory and the Empathy and humanity as an alternative to rhetorical
dimensions of effective leadership brilliance
Explore their leadership potential and abilities through The importance of non-verbal communication
interactive learning and practical skill building
Credibility as an Emerging Leader
The meaning of authenticity
WHO SHOULD ATTEND Why credibility is so important
Understanding yourself and behavioral change
Promising middle managers who are being groomed Conversation and Negotiation Skills
for more managerial responsibility and want to upgrade Preparing for and rehearsing for tough conversations
their leadership skills Preparing for negotiations
Emerging leaders such as up-and-coming managers, The best approaches to negotiation
specialists, and executives in training, who want to
improve their own leadership competencies,
Specialists and professionals from all business fields
«I never took a leadership course like this one! Completely
who are looking for a systematic introduction to leader- different, very interesting. It will lead to quick results!»
ship
Ahmed Naguib, Teradata (Egypt)
AREAS OF FOCUS
DATES & FEES [5 DAYS]
Self-Management and Social Competence
The art of setting priorities
How to delegate tasks No. Date Location Hotel
The importance of time management EP6329 September 21 – 25, 2009 Frankfurt, GER KTC
Social skills as a prerequisite for success
EP6310 March 08 – 12, 2010 Lucerne, CH Astoria
Characteristics of Successful Leaders EP6320 September 20 – 24, 2010 Frankfurt, GER KTC
What recent research has to say about leadership
Principles of self-management Fees: EUR 3.500.– | CHF 4.900.– | US $ 5.120.–
19

20. Leadership Excellence
Successful executives develop their leadership style - as well as the way they lead their staff - one
step further. Examining your own leadership profile and developing ways to improve it is the aim of
this 5 day seminar which uses the latest observations about leadership principles - and puts them
into practice.
CONCEPT WHO SHOULD ATTEND
Activating leadership is one of the pillars of effective The program is designed for executives and managers
management. While decisive for desirable outcomes, at all levels who have depth of experience in managing
it often remains a vague concept to most people. people and desire to:
Excel in daily leadership situations and want to
In this 5-day program we elucidate the concept of leader- reassess their leadership style
ship by showing those personal characteristics, skills, Develop an environment that fosters synergy,
and abilities that sustain excellent leadership in a practi- creativity, and performance
cal and interactive way. In a similar vein, we demon- Adapt their behavior to a wider range of constituents
strate the use of leadership as an instrument to tap into and multiple stakeholders for more effective leader-
the latent potential of an organization. We show how ship
great leadership balances the strategic needs of the Face an impending leadership challenge, such as
company with the practical human dimension, ever restructuring, promotion decisions, or merging suc-
present in business, to achieve results. cesfully
Update their leadership skills with tools and technique
based on the latest behavioral and organizational
KEY BENEFITS research
After the 5-day program, participants will have: AREAS OF FOCUS
Built a solid foundation, and received new insights
into the principles behind performance and results-
oriented leadership Leadership Excellence: an Indispensable Component
Practiced the essential techniques of leadership of Achievement
behavior Fundamental questions of leadership
Improved their leadership skills and abilities Power and the right to lead
Explored their own roles as leaders, motivators, and The performance multiplier of good leadership
coaches Key traits of effective leaders
Become agents of change within their organization The appropriate use of power in leading and influenc-
ing people
Principles and Findings of Current Leadership
Research
Evolution of thought on leadership
Useful aspects of leadership models
What exceptional leaders actually do
Core Leadership Skills
Building relationships
Inspiring and influencing others to perform
Communication and negotiation skills
Smart decision-making
Social competence and character
Feedback and coaching
Empowerment through delegation
20

21. LEADERSHIP AND CHANGE
Developing one’s own Style of Leadership Performance and Motivation
Assessing your motivation, attitudes, and preferences How to motivate and not to demotivate
Discovering your leadership capacities and talents Creating win-win situations
Understanding others’ personality types and your own Identifying and recognizing success
Developing a personal action plan: reinventing your- Trust as an element of productivity
self as a leader
Managing Transition and Change
Social Competence and Character Laying the groundwork for a culture adaptive to
Important personality attributes change
Trust, power and responsibility The self-management aspect of change
Increasing one’s social competence Learning to be a transformational leader
Discovering areas for personal improvement Effective change implementation
Overcoming obstacles to change
Executive Decision-Making Real-life examples of best practices in dealing with
Decision making techniques and tools change
When to use your intuition
Knowing you cognitive and personal biases
How to communicate your decisions effectively
Cross Cultural Leadership
Effective leadership across cultures: theories, values
and attitudes
Understanding and appreciation of cultural differ-
ences, and the important role these differences play
A central leadership task: improving international col-
laboration and communication «Very inspiring, very competent speakers, overall very
high practical relevance for me. My high expectations
were fulfilled!»
One on-One Leadership
C.B., Berliner Sparkasse (Germany)
Motivate, communicate and influence !
Identifying a promising employee
The key management task – to lead and coach
Avoiding typical leadership mistakes
Leading Teams
Building teams
Getting commitment
Agreeing on objectives
Strengths and weaknesses of team members DATES & FEES [5 DAYS]
Leading teams to results
Dealing with conflicts
No. Date Location Hotel
EP6239 Sept. 28 – Okt. 02, 2009 Boston, USA Boston College Club
EP6249 November 09 – 13, 2009 Tegernsee, GER Egerner Höfe
EP6210 March 15 – 19, 2010 Davos, CH Waldhuus
EP6220 Sept. 27 – Oct. 01, 2010 Boston, USA Boston College Club
EP6230 December 06 – 10, 2010 Cologne, GER Stadtpalais
Fees: EUR 3.850.– | CHF 5.400.– | US $ 5.600.–
21

22. Essentials of Marketing
MARKETING, SALES AND SERVICES
This 4-day marketing program focuses on «must-have» information for executives, managers, and
specialists who want to improve their marketing and sales performance.
CONCEPT
Marketing is the primary interface between the customer Effective Market Segmentation and Targeting
and the business, and as such it impacts everything from Approaches to market segmentation
strategy to profits. Yet, marketing often remains among Selecting target markets
the least optimized operations within a firm. «Essentials Marketing to the targeted segment
of Marketing» presents «must-have» information for exec-
utives, managers, and specialists who already offer great Choosing the Optimal Marketing Strategy
products and services, but who want to significantly im- Providing customer value through differentiation
prove their marketing performance. Furthermore, it ex- Marketing strategy essentials: the 4 P’s and SWOT
plores the crucial strategic and tactical elements of mar- Analyzing your competitors’ approach to marketing
keting, be it in sales, customer service, or advertising.
Product and Service Marketing
Defining customer, product, and distribution portfolios
KEY BENEFITS Adopting the right distribution and sales approach
New business development
Upon completion of the program, you will have the abil- Building Brand Equity
ity to: Distilling and conveying a brand’s essence
Understand and recognize the sources of customer The laws of brand management
value in your markets Building brand awareness and value
Determine the most lucrative market segments to tar-
get a strong competitive position Integrated Marketing Communication
Use marketing tools effectively Forms of internal and external communications
Integrate marketing into the organization’s overall Developing an effective communication strategy for
business strategy products and services
Assess marketing’s effects on the financial perform- Budgeting and media selection
ance of the company
Profitable Customer Relationships
The process of building customer value
WHO SHOULD ATTEND Boosting revenue and profits with pricing strategies
Customer life-time value
Key account management
The program is designed for the following groups:
Executives and managers who are looking for a holistic Efficient Marketing Processes and Controlling
marketing perspective and tested marketing tools Measuring the tangible benefits of a marketing strategy
Professionals in sales, customer relations, distribution, Employing the right marketing metrics
marketing, and market research who want to update
their marketing know-how
Specialists and high potentials who are about to take
on a management role in marketing
DATES & FEES [4 DAYS]
AREAS OF FOCUS
No. Date Location Hotel
Making Marketing an Integral Part of the Business EP5139 November 16 – 20, 2009 Cologne, GER Dom Hotel
Becoming a market-driven company
EP5110 June 21 – 24, 2010 Arosa, CH Kulm
The concept of customer value
The ultimate goal of marketing: sustainable and prof- EP5120 November 15 – 18, 2010 Cologne, GER Stadtpalais
itable customer relationships
Leveraging marketing research Fees: EUR 3.300.– | CHF 4.650.– | US $ 4.800.–
22