Management School St.Gallen

MANAGEMENT SCHOOL ST.GALLEN
E X E C U T I V E E D U C AT I O N

ENGLISH PROGR AMS 09

What does success mean in times of change? When
certainties are crumbling and familiar ways of doing
things put you at risk, practice alone no longer makes
perfect. You also need the ability to develop new
strengths and tread new paths. These days, success
means training this ability systematically with the help
of professional methodologies rooted in practical
knowledge and experience. Welcome to St.Gallen.

M ANAG E M E NT SC H OOL S T. G ALLE N
O OL

EXECUTIVE EDUCATION
6 World Class, Made in St.Gallen
8 Quality Statement
10 Personal Coaching
12 English Programs

OPEN PROGRAMS
Leadership
16 Advanced Leadership
18 St.Gallen Leadership Program
20 Intercultural Leadership
22 Personal Performance
24 Negotiation and Rhetoric
26 Managerial Effectiveness

Management
30 General Management for Entrepreneurs
32 St.Gallen Management Training
34 Strategy, Change & Process Management
36 Strategic Marketing Management
38 New Media Marketing
40 Financial Management

INHOUSE PROGRAMS

42 Inhouse Programs
44 ChangeDay
46 Return on Education
48 Contact

Management School St.Gallen | www.mssg.ch | office@mssg.ch | Phone (41) 071 222 51 53

World Class, Made in St.Gallen

Stefanie Uhlenbrok

True success knows no boundaries. That’s why the
St.Gallen
St.Gallen Management Framework is held in such high
regard among business practitioners far beyond the
borders of Switzerland. And it’s also why Management
School St.Gallen offers many of its programs and
St.Gallen
services in English as well. The following pages contain
a current overview of what’s on offer. And naturally, we
would also be glad to advise if you’d prefer an English
program tailored to your own requirements.

Management School St.Gallen wants to stand out
St.
from rival education providers by having the clearest
voice, not the loudest. Our response to an increas-
increas-
ingly complex business world is clear principles and
a future-proof offering of knowledge whose efficacy
we are constantly questioning and improving. For
many years our work has been driven by the same
unshakeable passion for successful management –
and for leadership that is worthy of the name.

Tailor-made rather than Innovation rather
mass-produced. than repetition.
The main thing for us is not what We don’t just talk about
our competitors are doing, but change. We aim to put it into
how we can help bring you and practice as systematically and
your business forward. quickly as possible.

Human rather than technocratic. Team players rather than
In St. Gallen we prefer to think
St.Gallen individual all-rounders.
in terms of systems rather than We don’t want to do every-
checklists – and in terms of a thing ourselves – we want to
good balance between strategy, do it right. That’s why we work
culture and processes. with first-class partners from
the worlds of business and
Practical rather than theoretical. research.
We value dialog with the aca-
demic world very highly. But the
most important thing will always
be how to apply the insights
to the day-to-day problems of
business.

Discover the power of personal management
coaching. Leadership means reflecting on yourself and
your role, and changing what needs to be changed.
Management School St. Gallen’s personal coaches are
there to give help and guidance, especially in phases
of reorientation and additional stress.

Coaching process Tools and methodologies
Together with one of our Solutions-oriented,
coaches you will define your short-term advice
objectives, strategy and con- Role playing
crete approach. You then imple- Mental techniques
ment your strategy with the Systemic coaching
help of tools, methodologies Organizational constellations
and know-how provided by Work with personality traits
your coach, reviewing and opti-
mizing your progress in con-
stant dialog.

Issues addressed
Behavior and presentation
skills
Communicating in complex
situations
Personality development
Managing relationships
Managing and being
managed
Creativity and inspiration

What does training mean in times of change?
Management School St.Gallen is convinced that
rather than looking at personal and professional
qualities separately, a contemporary executive
education program should treat them as two
sides of the same coin – for the perfect balance
of leadership and management.

What does leadership mean in times of change?
People are not just the smallest economic unit, but
the most precious. Management School St.Gallen’s
leadership programs show you how to lead yourself
and your team more effectively – making your
leadership face any situation.

English Programs – Leadership

Understand power and share it: how executives can advance Target participants
their leadership skills by way of networked ideas, clear-cut Managers who have conscientiously
worked on improving their efficacy and
values, personal courage and fresh energy, and by doing so efficiency and want to stretch beyond.
implement business strategies successfully. Experienced managers in top positions
who carry profit responsibility for a com-
pany or organizational unit or managers
Today’s working environment is extremely complex, and its who have recently been promoted to a
cycles of change are getting shorter and shorter. The ability to managerial position and want to be as
effective as possible from the start.
influence people, arouse their enthusiasm and to steer them
through a complex world and times of turbulent change is
called leadership. The aim is to empower people to think and Dates 2009

act independently and in alignment with the organization’s 1. Schedule

vision and objectives. Leaders must continuously develop their August 31st – September 3rd,
Mannenbach
own leadership qualities to meet these ever-growing chal-
lenges. People with managerial responsibility gain effective- 2. Schedule
November 10 th – 13th,
ness and impact when they are familiar with the mechanisms Abtwil / St.Gallen
of complex, living systems. Based on this knowledge, leaders
can skillfully influence their environment and spheres of activity. Program Fee | CHF 5,300.–

Management School St.Gallen
www.mssg.ch

Program Contents

Management, control and leadership Energy: Perception and assessment Leading yourself
Future-oriented management Constructivism – the traps of percep- Managing yourself. Self-esteem and
requires an ever greater degree of tion: the personal frame of refer- health. Stress and work-life balance.
mastery over people and cultural ence and its impact on perception, Life and career motives.
processes. As a leader you need the assessment and communication. The
following in order to meet these importance of clearly set goals for Leading teams
challenges: motivation and assessment. Motiva- Efficient and constructive structur-
tion or demotivation? Motivating and ing of teamwork. Impact of job
Ideas coaching yourself and others. structuring on synergies and conflict
Values potential. The limits of teamwork.
Courage Courage: Conflict resolution and risk Reducing decision-making risks.
Energy Constructive resolution of conflict: Effective structuring of team meet-
changing your perspective and a ings. Team reviews.
You also need the ability and mod- fundamental philosophy of appreci-
esty to be led: by the market, by ation. De-escalation options. Giving Leading change
specialists, by your own team. Lead- and receiving feedback. Open and Love it, change it, or leave it …
ers must always translate: from the authentic communication. Coping The course and predictability of
market to the organization, from with responsibility. Constructive con- change processes. Communica-
the future to the present, from flict resolution. Risk assessment, risk tion and management in the
themselves to others and vice versa. tolerance and entrepreneurship. various phases. Essentials of change
This requires the ability to change management.
perspective. Communication
Hierarchical communication. The ba- Leading leaders
Ideas: Networked thinking sic principles of good communication, Good communication of objectives
and problem-solving I-messages, meta-communication. and strategy. Developing account-
The basic principles of systematic and Ways of winning others over to your ability and self-determination.
networked thinking. The strategy of own position. Managing multina-
strategy formation. Problem-solving, tional teams. Benefits and risks of
creativity and thinking out of the virtual communication. Methods and
box. Integration of ideas. processes.

Values: Leadership and personality
Valuable differences between people
and personality profiles. Impact of
own personality on working and
management style, communication
and team behavior. Ethics in leader-
ship. Personal and organizational core
values. Value system and self-esteem.
Blind spots.

17


From action for action’s sake to successful leadership: how Target participants
executives and team leaders can achieve excellence through Executives and team leaders from differ-
ent hierarchical levels and areas who want
self-management, communication and empowerment. to hone their awareness of how they are
seen by and impact others, who want to
further enhance their individual and social
Distrust, incompetence and the inability to build genuine competence, and executives who want to
human contact are the deplorable characteristics of many a optimize the way they lead themselves.

leadership situation. Managerial effectiveness goes hand in
hand with development of personality. As an executive, are
Dates 2009
you seen as a “Lionheart” or a “Nero”? Do employees trust
1. Schedule
their management team – and its competence – enough as to Part 1: September 21st – 24th, Lenzerheide
entrust them with their most precious property, their loyalty? Part 2: October 20th – 23rd, Arbon

Or is their “esteem” based on fear? Not until the fundamen-
tals of trust are thoroughly laid can the other tools illustrated Program Fee | CHF 8,400.–

during this seminar take effect. This is when leadership fully
breaks through. A deep awareness of self, the modalities of
how you interact with others and your understanding of
the impact of your own behaviors determine the quality of
your leadership. True leadership leads to mutual inspiration
and motivation.

www.mssg.ch

Program Contents

This program is based on years of Honing awareness Team players and teamwork
experiences and observations devel- Potential of own strength. Charac- Key success factors for high perfor-
oped in collaboration with executives teristics and factors of personality mance teams. Leading teams. Criteria
at all organizational levels. Two ques- structure. Personality and leadership. and phases of team development.
tions are essential: what do successful Using leadership of self to enhance Useful tools for better teamwork. The
leaders do, and how do they do it? own performance. From effectiveness peculiarities of dealing with a mixed
Sharing these methods and practices to efficiency. team of people with different cultural
to build effectiveness, combined with backgrounds.
an efficient analysis of participants’ Leading through empowerment
own leadership style, is at the core of Elements of the empowerment Coaching and coaching skills
this program. process: goals, responsibilities, What are the characteristics of suc-
delegation, competencies, resources, cessful coaching? The structure of
Overcoming knee-jerk self-regulation and self-motivation. performance-oriented coaching
reactions – getting results programs. Empowerment and coach-
What constitutes effective leader- Communicating effectively, words, ing as elements of a new leadership
ship actions? What are the drivers of voice, body language culture.
action or non-action in management? Effective rhetoric. Nonverbal com-
How to use your own willpower to munication. Synchronicity. Emotions Life and leadership balance
move things in the desired direction. as carriers of key messages. Impact Four aspects of life: sense, career,
How to encourage initiative, com- of facial expressions, gesture, eye relationships and physique. Societal
mitment and staying power among contact and voice on the audience. value change: principles, tasks, tools
staff and managers. Fundamentals of and responsibilities of effective
integral leadership. Solution-oriented negotiations executives.
Win-win-oriented negotiations. Types
Building personality of argumentation and their impact.
Self-perception vs. interpersonal per- The appropriate sequence of infor-
ception: “blind spots”. Leading self mation and argumentation. Leading
as a prerequisite for leading others. difficult conversations in a fair, con-
Determining the position: analysis of structive manner.
strengths and weaknesses.
Conflict as opportunity
Achieving mental excellence Using areas of conflict as an
Managing self-motivation. Motiva- opportunity. Broadening spectrum
tion and goals. Control of emotions. of behaviors in conflict situations.
Effective actions under pressure. Techniques of skillful conflict
management.

Managing and leading
in change processes
How to plan, initiate and implement
change processes systematically.
What are the core factors of success
and failure?

19


Different countries, different manners, different leadership: Target participants
how to understand yourself and others better when leading International leaders and employees who
are in constant contact with colleagues
internationally. How to succeed across cultures. and partners from foreign cultures or send
staff abroad; who want to analyze and im-
prove the impression they make and their
In times of global organizations and international workforces,
performance in the international context;
gaining intercultural competencies will become a crucial re- who want to understand their business
quirement to succeed professionally. Leaders and project man- partners from other cultures better; who
want to gain intercultural competencies
agers mingle with customers, partners and employees who for unlimited management success.
expect fundamentally different outcomes from negotiations,
cooperation and leadership behavior, team processes and
Dates 2009
human resource management. Being aware of these differ-
1. Schedule
ences and handling them creatively often determines the November 30th – December 2nd,
success or failure of foreign operations. Through applied exer- Mannenbach

cises, this training helps participants build awareness of their
own cultural imprinting. By means of many international case Program Fee | CHF 4,100.–

studies the group reflects on how to collaborate with people
from other cultures.

www.mssg.ch

Program Contents

Potential conflicts between International teams Presenting internationally
culture and behavior Being prepared for teamwork with What culturally specific expectations
How does culture form our values, international colleagues requires and behavioral patterns affect the
behavior, perception and communi- self-awareness and social awareness, audience? What is the ideal relation-
cation? What does culture mean in the ability to develop relationships ship between information and enter-
times of globalization? and understand different concepts of tainment? How can the character
time, written and oral communication of the presentation (setting, length
Perceptions and stereotypes and conflict management. of lecture, discussion) be ideally
How do self-perception and social matched to the cultural framework?
perception diverge? How can we International human
recognize the way we perceive more resource management Applied learning
consciously? How can you handle How can international staff be The topic is illustrated with applied
your own and external stereotypes? integrated? What preparation do exercises and simulations in which
employees need for operations the participants’ individual problems
Different cultures, different ways abroad? What should be borne are treated.
How do people from other cultures in mind in terms of expatriate
act, what values and behavioral management, family support and
patterns are “normal” for them, reintegration?
and how do they work with that?
Concepts of time, understanding Negotiating internationally
of hierarchy and rules, relationship How do you prepare for negotiating
management, individual and collec- with international partners? How do
tivist concepts, verbal and nonverbal argumentation, time management,
communication. contracts and social appearance
differ? How can you handle these
Intercultural communication differences and manage crises?
How do different communication
cultures affect business life? What Leading internationally
is so fascinating about collaboration How do you lead international staff,
with people from other countries? at headquarters and at branches?
When does it work out, when does Despite different concepts of hierar-
it fail? chy and status, how can you live out
an authentic leadership style?
Satisfied and successful on
an international level Educating internationally
International collaboration requires How are culture and learning con-
respect, humor and a number of nected? What factors are relevant for
useful strategies: listening actively, designing organizational education
meta-communication, changing per- strategies (socialization, participa-
spectives, empathy and sometimes tion, motivation, identification, etc.)?
showing tolerance in the face of What cultural peculiarities persist
differences. in the conception and didactics of
training?

21


Self-image and projected image in harmony: how managers Target participants
can critically assess, systematically influence and selectively The Personal Performance program is
tailor-made for employees who wish to
employ their impact on staff and customers. Practice com- find out what impact their behavior has
munication through body language, the spoken word and on other people. It is targeted at manag-
ers from all industries who aspire to top
personal appeal.
management positions or who repre-
sent their companies internally as well as
Personal performance is to a large extent shaped by the dif- externally.

ferent forms of interaction. Personal charisma has a differ-
ent impact on different groups of people. As a consequence, Dates 2009
individuals can only express themselves through their image,
1. Schedule
culture, mimicry and intonation in a number of different November 17 th – 19 th, Arbon

groups and assuming a multitude of roles, postures and
gestures. A manager does not simply have to accept how Program Fee | CHF 5,300.–

others perceive him or her – he or she can actively influence
and steer these perceptions. Managers should reconcile the
expectations that the people they encounter place in them
and their role with their own personal qualities. The Personal
Performance program helps them to analyze and revise
well-worn behavior patterns and turns them into charismatic
leaders, even in exceptional situations.

www.mssg.ch

Program Contents

Expression training: Body awareness Role flexibility and scope Coping with stress during
The first impression: your own and of expression difficult negotiations
other people’s image of you. Training Own/other people’s perception: Seating plans and their impact.
observation skills. How authenticity the allocated “anti”-role. Analyzing Keeping your distance. Body lan-
is created: from the outside to the and utilizing the emotional scope of guage equivalent of “wavelengths.”
inside and from the inside to the out- a role. Going beyond the personal Breathing techniques to eliminate
side. Internal and external attitude. limits of expression and developing stress. Coping with signals of power
Body language as a significant means new facets. Coping with sudden and provocation. Coping with your
of communication. situational and role changes. Braving own and others’ emotions.
the unknown.
Expression development: Communication and conflict
The ABC of body language Manners and etiquette Coping with “difficult” dialogue part-
Signaling superiority and inferiority, Tact and courteousness as a com- ners. Discussions: coping with disrup-
status and authority. Recognizing and munication skill. The most important tive factors in a constructive man-
exploiting individual preferences for rules of good manners. Small ner. Nonverbal conversation levels.
expression. Eliminating internal blocks talk – the art of establishing con- Identifying and managing individual
to effectiveness. Nonverbal “status tact. European gastronomic culture. conflict behavior. Integrating verbal
flexibility”. Coping with “power and Clothes and image. and nonverbal skills. Personal impact
superiority” signals. in different situations.
Presence and portrayal skills
The art of effective speaking Increasing your personal impact and Convincing media appearance
Body language and energy flow. The charisma. Internal attitude towards Correct preparation. What to take
correct speaking, breathing and re- the audience. Timing. Pauses to in- into account when speaking into
laxation techniques. Resonance areas crease impact and anticipation. Creat- a microphone and camera. Body
and voice box. (Dialect-free) articula- ing and maintaining anticipation. The language is stronger than verbal
tion. Auditory perception: voice pac- power of short sentences. Entrance language. Practicing statements.
ing. Internal attitude to speaking and and departure. Exercises to increase Interviews. Live situations.
expression. Dramatic impact of stress presence. Clear and authentic ges-
patterns. Working with specific texts. tures and mimicry.

Improvisation and speed of reaction Storytelling
Exercises to improve reaction and Keeping your audience fascinated.
quick-wittedness. Getting rid of Storytelling: what does telling a
mental creativity blocks. Reacting to story mean? Selection and impact of
and changing impulses. Coping with stories. Timing and anticipation. The
“blind offers” smartly. Spontaneous fascination of metaphors. Addressing
synchronization of silent scenes. the senses. Presentation tools.

Presentation and performance
Using your personal impact to con-
vince your audience. Entrance and
departure. Target group orientation.
Setup and structure. Drama/stress
patterns. Coping with blackouts.

23


Using methodology and rhetoric for closing: how executives Target participants
and their staff can create a more successful internal and ex- Our Negotiation and Rhetoric program
addresses executives and personnel who
ternal negotiation process that enhances conscious planning, would like to reassess, broaden or improve
argumentation and dialogue. their behavioral skills within the field of
negotiation, with either their internal or
external “client base”, and achieve the
Executives face negotiation on a constant basis. Still, some best possible results while at the same
try to gain an advantage over their counterparts by haggling time advancing the relationship with the
negotiating party.
or using other deceptive tactics. Successful negotiators and
facilitators, however, do not seek a quick or one-time gain.
Rather, they persuade their opponent and strengthen the Dates 2009

foundation for a lasting collaboration. When speaking in 1. Schedule

public it is especially important for speakers to gear what they November 23rd – 25th, Arbon

are saying to their audience, to look convincing and to pres-
Program Fee | CHF 4,200.–
ent their argument in a clear and understandable manner.
The Negotiation and Rhetoric program covers ways to deal
with the negotiation power of your opponent and focuses on
techniques for speaking without notes, spontaneously creat-
ing visual images to illustrate what is being said and reacting
flexibly to objections. Special tools help mediate between
even the most opposing views, such as those of sales and
purchasing managers, with the aim of implementing solutions
that are acceptable to both parties.

www.mssg.ch

Program Contents

Understanding the mechanisms Recognizing and utilizing psycho- Dealing with objections
of communication psychology logical factors and opportunities How to respond objectively, not
Considering the role of the receiver. of influence personally. How to react to unfair
Psychological aspects of communi- Establishing a negotiation map that arguments.
cation oriented towards the receiver. outlines how to combine different
roles, interests and areas of influence. Linguistic tactics as a
Forms of communication within means of control
the negotiation process Optimum preparation How a speech moves from monolog
What matters most during negotia- Learn how to efficiently prepare to dialog. Leading, seducing and
tion. The basic principles of a partner- negotiations and focus on the manipulating using words. Rhetoric
ship-driven approach to negotiation. situation as well as your negotiating as a negotiation tactic in front of
Open communication vs. closed partners. Methods for problem- large and small audiences.
communication. One-sided vs. two- solving within the negotiation and
sided communication. mediation process. Mastering closing techniques
Getting to the point, reinforcing
Understanding the fundamentals Concepts of argumentation and mutually defined solutions without
of negotiation cooperative negotiation losing face. Reaching an agree-
Negotiations: some practical defini- Argumentation techniques and their ment for measures to be taken and
tions. The ability to recognize nego- effects. The appropriate progression monitoring compliance.
tiating situations. The significance of of information and argumentation.
attitude towards disagreement and Motives for decision-making, value Integrative strategies
conflicts. proposition, interest-based approach Evaluation of negotiation results.
vs. position. Developing a negotiation philosophy
The art of persuasive negotiation to create win-win situations for both
How to deal with powerful opponents The (psycho)logical dialogue parties involved. The principle of give
and overcome the classic obstacle of Questioning techniques, arguments and take during the negotiation pro-
having the desire for success while in dialogue and negotiation. Listening cess. The characteristics of successful
retaining the virtue of humanity. How skills, questioning, argumentation. negotiation.
both sides can avoid the risk of los- Implementation of decision-making
ing face. motives. Planning and preparation
The building blocks of successful
Team negotiation requires Logical aspects of argumentation negotiation. How to plan and prepare
discipline, trust and training Genuine and spurious arguments. for dialog. Negotiation strategies and
Learn how to negotiate as a team. The role of implied prerequisites and tactics.
Recognize the different personality their impact.
styles and roles of the negotiating Potential synergies
partners. Integration of nonverbal Utilizing potential synergies within
and verbal skills internal conflicts of interest, for either
Discovering individual, nonverbal the individual person or the entire
characteristics. Significance and organization. How to assist your own
effects of mimicry. Gesture and voice, staff to achieve optimum negotiation
outer appearance. Interplay in discus- results.
sions and speeches: achieving the
desired aim; gearing talks to the audi-
ence. Impact at the conference table.
Developing a personal style.

25


Being a Manager is a profession without any formal Target participants
training – learn here how to manage complex challenges Managerial Effectiveness is designed for
experienced executives in divisions, de-
effectively and still keep the personal life in balance. partments, units or branches of medium-
to big-sized companies; executives who
wish to improve their managerial effec-
What do effective managers do? In times of international
tiveness and to take their management
organizations and collaborations on the one hand and high skills to another level. It is also targeted at
turnover rates on the other hand, managers search for ideas managers recently promoted into a
managerial position who want to be as ef-
and concepts to manage more effectively. Information and fective as possible from the start.
knowledge are not only the most important resources in
the future but also a key issue of professional management.
Dates 2009
Therefore reflecting on the leader’s role is important.
“Managerial Effectiveness“ shows the tools, tasks and prin- 1. Schedule
October 5th – 7 th, Arbon
ciples of effective management. These are oriented within the
program along the structural idea of the St.Gallen Manage-
ment Model. All combined with the knowledge about how to
organize your entire life besides the job as well. The overall
goal of the program is that managers know what to do to be
effective, how to do it and how to sustain their effectiveness.

www.mssg.ch

Program Contents

Values Focus on results The personal toolbox of a manager
Values as the base of decisions. Make results measurable and Creating your own toolbox.
Define your individual value system. comparable to investments made. One-page-management in reports.
To which extent do values limit Correct and strategic benchmark- Meeting management. Building
tolerance or guide emotions? ing. What are the key ratios? The teams taking different team roles in
Decision-Making Process. consideration. Not to de-motivate
Understanding leadership instead of to motivate. Systematic
There is no general recipe of an ideal A manager’s tasks abandonment and detoxification.
leader. What makes a leader effec- Management by objectives. Define
tive? In what way can behavior be SMART objectives. Distinguish Boundaries of management
learned? Leadership vs. management. between personal and professional Dealing with stress: where do stress
Output-focus instead of input-focus: objectives. The challenge of organiz- and fears originate? What exactly are
Diversity as an opportunity. ing. Cross-departmental work. burnout and boreout and how can
one deal with it? Seeing problems
Leadership and personality Working with employees as opportunities. Positive Thinking:
Self-assessment with a personality The importance of setting goals Inborn, learned or forced?
preference profile: Becoming aware for employees. Job design and
of one’s own strengths and weak- assignment control. Trust and control.
nesses. Further empowerment of Creating a positive perception of
individual strengths. Awareness of supervision. Management by excep-
personal patterns and working styles. tion and management by result.

Managing yourself People instead of employees
Trust yourself. Utilizing your trengths. The organization as a learning envi-
Rejecting opportunities without being ronment. Personal Appraisal with-
scared. Compensating weaknesses, out standard profiles. How not to
not eliminating them. Time and under-challenge or over-challenge.
self-management. Simplify your job.
Learn to delegate and to empower. Communicating effectively
The essentials of communication.
Contribution to the whole Learning to watch and listen. Assertive
The importance of holistic thinking. communication and non-aggressive
Do you only have a job position or feedback. Turning conversations into
do you contribute to the organiza- win-win situations.
tion? Where do you get your motiva-
tion from? Self-motivation instead of
being motivated.

27

What does management mean in times of change?
In times of change, knowledge is the best foun-
dation for making decisions. Management School
St.Gallen’s management programs help you move
forward purposefully in an increasingly uncertain
world – for management decisions that will stand
the test of time.

English Programs – Management

Advanced dynamic planning: how experienced executives Target participants
can get ready for the future with the help of fresh General Management for Entrepreneurs
is tailored to the upper management of
impulses, state-of-the-art know-how and trailblazing mid-sized companies. The program is
practical examples. aimed at both owners or managers and
members of management with overall
responsibility in a largely autonomous
This practice-oriented training program introduces owners or unit of the company who wish to improve
managers of mid-sized companies to methods and tools for their management skills in a practice-
oriented training program.
successfully positioning themselves while having to wrestle
with the conflicting approaches of cost-oriented growth and
Dates 2009
specialization. They will learn how to define and analyze their
own company, the markets and their fellow competitors. With 1. Schedule
October 5th – 9 th, Luzern
the help of innovation management and project management
they will effectively apply strategies in practice. To lead their
staff to implementing strategies, they will learn and practice
sensitivity to psychological and communication processes. To
enable entrepreneurs to use the concepts introduced in class
in their daily management routine, the curriculum follows a
holistic approach: knowledge and skills, that are already tried
and tested, are combined with new material.

www.mssg.ch

Program Contents

Integrated management Market and marketing Quality management
Demands on companies during times management for companies Total quality management. ISO
of change. Integrated management Converting strategies into state- norms and their implementation.
as a corporate challenge: gearing of-the-art marketing concepts.
business to employees, customers, Successful marketing for medium- Human resources management
innovation and quality. sized companies: the critical factors. Raising efficiency by managing
Getting the strategic positioning human resources properly. The sig-
Strategic management right in marketing and communica- nificance of human resources and
Analyzing the strategic status quo: tions strategies. the strategies and methods used.
identifying relevant markets. The Different approaches to personnel
tools and methods used in strategic Financial management development and staff promotion.
management. Characteristics of and controlling
strategic decisions. Developing a Investment and financial policy. The Mental and psychological
specific corporate strategy and put- effects of strategies on financial man- management methods
ting it into practice. agement. Controlling at the strategic Raising efficiency using mental
and operational levels. Managing approaches. Using psychological
Change management and mergers and acquisitions. Effective techniques to increase energy.
innovation management funding strategies and dealing with
What successful companies do differ- banks. Leadership
ently: the art of change. The twelve The difference between leadership
commandments of success. Effective Finance and accounting and management. Further empower-
tools for leading change processes. The instruments of financial ment of individual strengths. Leading
Innovation as a strategic competitive management. Key financial data as teams, leading leaders. How to foster
factor for medium-sized companies. a management instrument. Balance self-motivation of your people by
Useful innovation management sheet and profit and loss statement. creating the suitable environment.
methods. Managing liquidity. Budgeting and Managing diversity.
reporting. Capital budgeting. Make
The dynamics of an organization or buy?
Organizational development. Orga-
nizational and management struc- Earnings management
tures. The dimensions of structuring. and value management
Creating and shaping organizational Strategies for boosting earning
structures. The competitive advan- power. Bringing together strategic
tages of flexible structures. The and financial management.
stages of corporate policy. Ownership
strategies and their effect on corpo- Strategic alliance management
rate culture. Strategies and methods for finding
the right partner. Taking strategic,
structural and cultural factors into
account when forming partnerships.

31


The modular approach to success: how three practical Target participants
modules can help executives enrich their management skills The St.Gallen Management Training is
tailored to the requirements of manag-
and acquire the latest knowledge and tools. ers at divisional, departmental, unit or
branch level. It is also geared to people
without a formal business background.
The St.Gallen Management Training is designed especially for
The program is an opportunity to acquire
middle and upper managers. In times of growing change, and the comprehensive core skills managers
with so many tools available, it is a real challenge for manag- need to do their job properly. The training
takes a practical, hands-on approach to
ers at this level to get a full picture of what is going on. What the content.
today’s business leaders need is efficient instruments enabling
them to analyze and manage the key areas of management
Dates 2009
and clearly recognize the interdependencies between them.
1. Schedule
Over the three modules of the St.Gallen Management Train- Part 1: Sept. 30 th – Oct. 2nd, Engelberg
ing, participants acquire essential management knowledge Part 2: Nov. 2nd – 4th, Arbon
Part 3: Nov. 25th – 27th, Arbon
and a set of efficient tools and business methodologies. To
clearly structure the many different management concepts
and methodologies and to help participants get a clear
overview, the program is built along the lines of the St.Gallen
Management Framework.

www.mssg.ch

Program Contents

In the three modules of the St.Gallen Creativity techniques Decision accounting and
Management Training participants Using creativity techniques. Precondi- responsibility accounting
acquire key management knowledge tions for creativity to unfold. The art Contribution margin analysis as a
and leadership know-how and a set of analog thinking. form of decision and responsibility
of effective tools to help them unfold accounting. Who is responsible for
their true management potential. Personal energy management what targets?
The training follows the idea of the Work-life balance. Individual goals
St.Gallen Management Framework, and visions. Individual energy bal-
combining the various management ance. Setting the right priorities. Module III
concepts and methodologies into a Professional management
coherent entity. Conflict management The St.Gallen approach to integrated,
Basic attitudes for managing conflict holistic management. What key
constructively. Causes and areas of performance measurements are suc-
Module I conflict and disturbance in teams cessful managers geared to? What
Leadership and personality and organizations. The right moment are the interdependencies between
The persuasive communicator. Impor- to intervene. Intervening to find a strategy, structure and culture?
tance and conventions of communi- solution.
cation. The most important principles Strategic management
of perception. Constructive feedback. Systematical and logical procedures
Structuring conversations. Supporting Module II for developing business strategy,
communication models. Subliminal Financial management business areas and functional strat-
and nonverbal communication. Indi- The concept of financial manage- egy. Structures and approaches
vidual charisma and effect. ment. How to read the balance sheet for managing strategic businesses.
and profit and loss statement cor- Building core competencies.
Self-management rectly. Analyzing balance sheets and
Leadership as an attitude: individual profitability. Marketing management
value system, becoming aware of Marketing’s essential contribution to
patterns of interpretation. Analysis of Return on investment business performance. What must an
own behavioral patterns and pecu- The correlation between profit and effective marketing concept contain?
liarities. Flexibility when interacting invested capital. From action planning to measuring
with totally different people. Tools for results.
self-management and self-coaching. Financial stability
Short- and mid-term finance require- The most important tools in
Human resources management: ments. The cash flow as a parameter key account management
Leading staff to success of return and liquidity. The concept of Everything you should know, from
Evaluating employees and identifying free cash flow. interpreting customer value to MIS.
potential. Discovering and developing
people with high potential. Ways of System of the management
motivating yourself and your staff. result account
Individualized motivation strategies. Structure of MRA by product groups,
markets, customers and strategic
business units.

33


Coping with difficult market situations: how managers, team Target participants
and project leaders can establish more powerful strategies, Strategy, Change and Process Manage-
ment is specifically aimed at managers
design organizational change more sustainably and organize and project leaders, both staff and line,
processes with greater efficiency. who are significantly involved in strategy
and change processes, and at CEOs and
senior managers who will be increas-
Management is responsible for securing the future success ingly concerned with strategic issues in
and thus the long-term economic viability of an organization. the future.

This is a question of strategic conceptualization. Company-
specific strategies can be defined only between the poles of Dates 2009

strategy, structure, culture and processes. Besides the ability 1. Schedule

to manage complexity, knowledge of the influencing fac- September 30 th – October 2nd, Engelberg

tors of financial power, organizational structure and company
culture is absolutely essential. The quality of an organization’s
management is indicated by long-term results and success-
ful strategy implementation. It is not the vision itself that is
critical, but its realization and implementation. This seminar
follows a consistent approach: to impart knowledge, con-
cepts and tools which are already tried and tested and can be
directly put into practice.

www.mssg.ch

Program Contents

Strategic management Portfolio management Change management
Significance, meaning, philosophy Developing a strategic portfolio on a The entrepreneur as change agent.
and implications of sustainability and business segment level. Identifying Architecture of successful change
survivability of organizations. and assessing core factors of future processes. Competent design and
potential for success. steering of change processes. Estab-
Viable systems lishing changes in the organizational
The integrated St.Gallen Manage- Methods and instruments culture.
ment Framework and the model of strategy development
of organizational cybernetics (Viable Evaluating strategic options, quan- Leading change
System Model – VSM) as starting tifying strategy and resources for Understanding basic principles
points. balanced scorecard standards. of change. Leading change more
Managing successful start-up busi- effectively. Reasons for the success
The organizational nesses and innovation strategies. and failure of change processes.
navigation system Winning people over and getting
Different levels of strategic and Alignment of structures them on board. What is important
operational management. Evaluating and processes according to and when? Leading processes vs.
the life cycle of business models. strategic challenges consulting and supporting processes.
Basic principles of strategy and
Developing and implementing process design. Instruments for Accelerate change
strategies effectively designing and establishing structures. Creating a sense of urgency. Working
The most important strategic analy- Organizational development. with visions and management ratios.
sis tools and concepts. SWOT and Project management. Envisioning and pre-drawing the tar-
competitor analysis: concentration on get state. Change leadership.
highly significant external and inter- Strategy implementation
nal influencing factors and variables. Methods of successful strategy
Requirements of a market-oriented implementation. Optimizing leader-
strategy: customer focus and market ship systems. Effective application
position. of balanced scorecard philosophy.

Establishing powerful strategic Strategic incentive schemes
business segments Effective and efficient incentive
Reducing market complexity and schemes for employees. Empower-
establishing strategic business ment of employees.
segments. Ideal combination of
customer focus with available core Strategic controlling
competencies. From outside-in and Early-warning system. Management
inside-out perspectives to strategic information systems.
business segments.

35


Succeeding in tough markets: how business managers and Target participants
senior staff can apply modern customer-oriented strategies Strategic Marketing Management is
specifically aimed at CEOs and senior
and instruments to succeed in a fast-moving and highly managers involved in marketing, and
competitive environment. marketing heads facing a growing need
for strategic solutions. The program is
geared to people whose work entails
Short life cycles, stiffer competition and saturated markets taking or assuming responsibility for mar-
pose a particular challenge to today’s marketing professionals. ket-led decisions. A basic knowledge of
marketing is required.
Strategic corporate management tools have become indis-
pensable in defining marketing concepts. An unequivocal
commitment to a corporate policy that is both driven by and Dates 2009

in sync with the needs of the market is one of the keys to 1. Schedule

establishing long-term client relationships. A basic tenet of September 14th – 16th, Abtwil / St.Gallen

this program is to systematically develop potential for success
into full-blown marketing strategies and to translate these
into actual market performance using state-of-the-art
marketing tools.

www.mssg.ch

Program Contents

Marketing philosophy Strategic marketing Human resources policy
Customer benefit as a central cri- Basic principles of defining a market- Corporate identity and the role of
terion of marketing. System-based ing strategy. Integrating marketing the employee. The significance of
marketing management. Understand- into corporate strategy. Modern internal and external customers for
ing marketing as an integral entity. forms of strategic planning. marketing.
The dynamics of marketing.
Marketing goal systems Marketing controlling
Marketing management today Systems of goals in marketing. Controlling, auditing, early-warning
Success factors. Alteration in con- Deriving marketing objectives from systems in marketing.
stants and recipients of benefit. corporate strategy. Developing a
Constituent components: importance uniform corporate vision. Specialized marketing
of marketing. Potential areas of con- Direct marketing: pitches aimed at
flict. The pivotal significance of brand Instrumental mix specific target groups. Ecological
articles. Continuous development and exam- marketing as a strategic competitive
ples of successful marketing mixes. advantage. Digital marketing: social
Characteristics of different networking, online communities, viral
marketing areas Product and brand policy marketing, Wikis, blogs and mobile
Consumer and capital goods, Product and range policy. Brand marketing.
services. management. Program structure.
Product launches. Product manage-
Analytical tools in marketing ment and pruning. Customer
Sector and environment analysis. service. Product and service quality.
SWOT analysis. Value-added chain
analysis. Life-cycle analysis. Product Pricing and sales policy
life cycles and innovation manage- Price theory, methods of setting and
ment. fine-tuning prices. Scope and impact
of pricing strategies.
Recent developments in
marketing research Distribution policy
Selection procedures and survey Franchising as an intelligent form of
methods. From product-based to trading. Cooperation and concentra-
company-specific marketing. Key tion. Trade fairs. Logistics. Choice of
account management. location. Total quality suppliers.

Consumer behavior Communication policy and CD/CI
Decision-making processes. Value Essentials of marketing communica-
drivers for customers. Psychological tion. Communication parameters.
and sociological aspects. Purchase Advertising. Media planning. New
decisions within organizations. media. Product design. Sales promo-
tion. PR work. Integrated communi-
cation management.

37


Marketing is the most undervalued, misunderstood and Target participants
misused management discipline in many companies. It is New Media Marketing is designed for
hands-on senior executives responsible
the marketing function, however, which is largely respon- for marketing decisions affecting policy
sible for building brand equity, driving innovation and and innovation. Marketing Directors,
Division Heads, Group Brand Managers,
strengthening key elements that build a company’s reputa-
Communication Directors and executives
tion and share value. involved in R&D wanting to be the cut-
ting edge will benefit most from this two
day program. A good knowledge of mar-
Successful marketing in the 21st century requires a differ- keting procedure and operational experi-
ent mindset. In a world which is moving and changing faster ence is a prerequisite.

than ever, companies need, more than ever, to understand
human nature and motivations. Executives at all levels need
Dates 2009
to be open-minded, passionate and dedicated to creative
1. Schedule
and innovative ways of engaging both existing customers October 12th – 13th, Luzern
and potential customers in a dialogue. New Media Market-
ing addresses the changes in Marketing that business must Program Fee | CHF 2,700.–
embrace to be relevant both within their own organizations
and in the markets at large. By changing the things that mar-
keting professionals do and how they do them, companies
can give Marketing both a focus and scope that will help
to leverage added value and competitive advantages. New
Media Marketing takes a unique consumer and creativity
driven approach to making Marketing both, relevant, timely
and success oriented.

www.mssg.ch

Program Contents

Basic analytical tools in marketing Multi-channel marketing
Using portfolio analysis and life cycle Planning and organizing cross-media.
analysis to look at the product range. Combing traditional media and new
Understanding the concept of the media.
value chain.
Trends in Work and Life
Strategic marketing management Usage of the internet. From web 1.0
Principles defining a marketing strat- to web 2.0. Basics in Web-Design.
egy. Employing strategic planning. Communication forms in the internet.
Strategy clips and success factors. Usability.
Trend enterprise 2.0.
Target group
Social media marketing in Web 2.0 Is my target group online? Who does
Community Marketing Manage- my online-marketing today? Targets
ment: From product management to groups in the internet: grey surfers
CMM including planning, goals and and digital natives. Psychological
realization. aspects of consumer behavior and
brain-view.
Mega Trend digital marketing
One-to-one marketing as technologic Online marketing in Web 2.0
opportunity. Affiliate marketing and Basics and specialties of online mar-
searching for the right network. Mo- keting. From concept to realization.
bile marketing as a possibility. Tools for strategy implementation:
BSC. Strategic success factors.
Communication policy and planning
Choosing advertising objects. Defin- Practical examples
ing advertisement goals. Finding Cross-media. Online advertisement.
the target groups. Working with a Acquisition of new customers.
budget. Media selection. Designing E-Mail-Marketing. Customer reten-
advertising means and message. tion via mail. Measuring success.

Search Engine-Marketing
SEO (Search Engine Optimization):
Importance of search engines and
how they function. On-page-opti-
mization vs. off-page-optimization.
Keyword-advertising and campaign-
optimization. Google as the most
important search engine.

39


Drive efficiency and profitability: learning to measure, Target participants
monitor, plan and achieve financial goals is key to growing Financial Management is tailored to man-
agers with a basic knowledge of financial
the success of a business. policy. The program is not only geared
toward board members, managers and
owners of mid-sized companies and
Financial control of a company is a core element of modern
heads of business sectors or profit centers,
management. In times of an economic downturn, financial but also to young professionals who must
strategy is the key to profit maximization opportunities. already make far-reaching financial
decisions.
Managers must constantly make relevant financial policy
decisions, which will ensure the company’s long-term finan-
cial stability and profitability. The following serve as a basis Dates 2009

for strategic decision-making: balance sheets, profit and loss 1. Schedule

statements, cash flow, free cash flow, financing portfolios, November 25th – 27th, Arbon

cash management and professional financial engineering.
Financial Management for Executives gives an overview of the
essential aspects of financial control and is geared to results-
oriented managers who need to further their knowledge of
financial management.

www.mssg.ch

Program Contents

Financial strategies Adding corporate value Planning instruments
Financial strategies and their incorpo- Value-based management. Adding Cost management and management
ration in corporate strategy. Growth value using the notion of shareholder accounting systems. Using the Flow-
strategies and their financial impacts. and stakeholder value. Targeted use of-Funds analysis as a management
Efficient financial engineering. Broad- of value generators. tool. Controlling and business plan-
ening the product range and its effect ning. Pricing decisions. Tools, liquidity
on cost structure. Outsourcing and Valuing companies planning. Ways of managing liquidity.
capital intensity. Core competencies Methods of measuring intrinsic value, International cash management.
and the development of cash flow. earning power and combinations.
Can strategic options be funded? Discounted cash flow analyses. Costing methods
Downsizing. How meaningful is free cash flow? Process costing methods. Target
The problem of valuation: the costing methods and their implemen-
Financial instruments benefit principle. Prudent accounting tation. Basic principles of life cycle
The basics on balance sheets. Using practices. costing and fields of application.
income statements and cash flow
statements. Mergers and acquisitions
Selecting a target. Procedures
Analyzing financial statements when buying and selling. Staging a
Significance of the annual report. management buyout. Investment
Interpreting balance sheets and profit proposals. Make-or-buy decisions.
and loss statements. How meaningful
are key performance indicators? Consolidating financial management
Financing structures in holding and
Management information systems group companies. Shareholder value
Analysis, planning and simulation. management.
Management reporting and business
performance measurement. Measur-
ing the performance of international
companies. What are the criteria
used and how meaningful are they?
Quality management and asset man-
agement.

41

Turn our expertise to your advantage. We give you
the tools and know-how to successfully exploit your
knowledge resources. From single events to corpo-
rate academies and universities, we’ll find the right
people in our international network who can realize
your learning objectives most effectively.

Comprehensive offering Expert advice, development
The executive education offered and execution
by Management School St. Gal- Management School St. Gallen
len not only covers all the rele- has the broad skills and expertise
vant issues and themes, but can to work closely with organi-
be tailored precisely to your zations to implement the devel-
requirements – from knowledge opment measures best suited
transfer in specific areas to set- to their requirements.
ting up and running corporate
academies. Proven concepts and
methodologies
Pragmatic approach Our in-house programs build on
When organizations ask for many years of experience and
support with internal manage- tried and tested instruments
ment development, we work that will help you be even more
with them closely to plan, de- successful when times are good
velop and implement targeted and (just as importantly) find
and practical measures to the right responses when press-
improve the quality of their ing challenges arise.
management and leadership.

Don’t put off change till tomorrow. With ChangeDay,
an integrated solution offered by Management School
St. Gallen and nextpractice, you can launch organi-
zation-wide change and innovation programs on one
day to make sure they are firmly instilled in your
employees’ thinking and behavior.

Get everyone involved A broad range of applications
ChangeDays start where most The ChangeDay methodology
change initiatives fail to deliver, has been applied successfully
by using innovative tools and to change processes of all types,
processes to connect feedback from team-specific innovation
from hundreds of influencers. projects to global change
initiatives.
Bring about lasting change
Customized approaches and www.changeday.com
targeted staff development Visit our website for full details.
ensure that change objectives
are translated into a navigable
path with clear milestones.

What knowledge and skills will enable you and your
organization to take the decisive step into the future?
This is the question underlying the tailor-made special
programs offered by Management School St.Gallen.
Rather than interchangeable know-how, we deliver
concrete answers to the pressing issues that face your
business – and a demonstrable return on your invest-
ment in management and leadership.

“Only you” rather than Practical and
“me too” theoretical leadership
Bespoke in-house programs You are assured exclusive
have a direct impact in terms of access to leading academic and
executing your strategy. business experts.

A tradition of business From knowledge transfer
excellence to successful dialog
You benefit from our wealth of New types of convention
experience in the practical strengthen your relationships
application of the highly influ- with customers and other
ential St. Gallen Management stakeholders.
Framework.

Knowledge partnership
and guidance
Whether we’re giving one-off
advice or setting up an acad-
emy, we can help you develop
your human resources more
efficiently.

Have we managed to whet your appetite? Are you hungry for
knowledge, new points of reference and fresh ideas in your
work as a manager? Take this opportunity to step out of your
daily routine and let our experts help you look at where you
stand now, and how you can get to where you want to be –
both professionally and personally. It’s a great investment in
yourself and your future!

What can I expect? Management School St.Gallen seminars are deliberately small scale.
We carefully assess all registrations to ensure that participants are well
matched, and as far as possible put together groups of people with
similar backgrounds and expectations from a balanced mix of industries
and areas of work. This ensures everyone derives the maximum benefit,
and facilitates a lively and enriching exchange of views and ideas.

Need advice? This catalog contains details of the content and target participants of each
of the different program modules. If you have any questions or are not
sure which module best fits your needs, please do not hesitate to contact
us. We will be glad to advise.

What is included? You will receive an invoice for the seminar along with confirmation of your
registration. Since the ambience is important for our seminars, we choose
venues in pleasant surroundings and premium hotels. We kindly ask you to
pay all costs for board and lodging yourself directly at the hotel.

We look forward to meeting you in person!

In which management Title of seminar
seminar would you like
to participate?
Date of seminar

Title of seminar

Date of seminar

Please send Last name
by fax or e-mail
office@mssg.ch First name
www.mssg.ch
Job title

Department

Company

Street address

ZIP / City

Country

Telephone

Fax

E-mail

Number of employees

Date / signature
04.09

If you have to withdraw your registration, we will refund any seminar costs already paid as follows: until 3 months
before beginning of the seminar: 100%; until 2 months before: 50%. After this no refunds are possible. If you are not
able attend, it is possible to send a substitute participant irrespective of that. You have the one-time opportunity to
transfer to another seminar for a fee of CHF 500.– until 6 weeks before the seminar begins.

St. Leonhardstrasse 7, CH -9001 St.Gallen, Switzerland
Phone (41) 071 222 51 53, Fax (41) 071 222 51 20
office@mssg.ch | www.mssg.ch | www.changeday.com
49

WHAT’S YOUR NEXT STEP?

Management School St.Gallen | St. Leonhardstrasse 7 | CH -9001 St.Gallen, Switzerland | office@mssg.ch | www.mssg.ch

Management School St.Gallen

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