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BOSTON St. Gallen
CRACOW Business School
FRANKFURT
LONDON
HAMBURG
COLOGNE
LUCERNE
MUNICH
SHANGHAI
ZURICH
ST. GALLEN
sgbs.ch/international
St. Gallen Programs in English 2021
Editorial St. Gallen Business School
Der ganzheitliche Ansatz des St. Galler Management-Konzepts hat das
Denken und Handeln unzähliger Manager nachhaltig beeinflusst. In
Knut Bleicher
The world has not gotten simpler, since today’s definitive book in ma- His successor Prof. Dr. Dres. h.c. Knut Bleicher optimized the mo-
diesem Standardwerk der Management-Lehre von Knut Bleicher fin-
den Führungskräfte den Gestaltungsrahmen für die Zukunftssicherung
ihrer Unternehmung. Das Buch transformiert komplexes Wissen in
mit Christian Abegglen
hohen Lesernutzen.
DAS KONZEPT
Diese von Christian Abegglen komplett überarbeitete Auflage führt
den Leser zusätzlich mit dem neuen St. Galler Wissensnavigator beim
Nachschlagen, Querlesen und Umsetzen von der Theorie hin zur
nagement “The Concept of Integrated Management” has been published del of Ulrich and developed the Concept of Integrated Manage- INTEGRIERTES
Praxis der integrierten Unternehmungsentwicklung.
Jetzt mit St. Galler Startpaket!
Mit Zusatzmaterialien zum Download: Exklusiv für Leser dieses Buches
stehen Arbeitspapiere, Schautafeln, Roadmaps und Anleitungen digital
bereit. MANAGEMENT
by Knut Bleicher. Back in the day Knut Bleicher pleaded for an integrative ment, that bears up tremendous developments (9th Edition 2017).
T
INTEGRIERTES MANAGEMENT
»Der Orientierungsrahmen für ganzheitliches Management!
Ein langlebiger, großartiger Wurf!« Visionen – Missionen –
N
Prof. Dr. Dr. h.c. mult. Peter Horváth, Universität Stuttgart
Programme
»Eine der grundlegenden Schriften der modernen Management-Lehre.
E
Ein zeitloser Ratgeber für die Praxis und Grundlage zur Entwicklung
approach and pointed out the fact, that the world would have to change
unternehmensindividueller und dauerhafter Strategien.«
M
Dr. U. M. Schneider, CEO, Nestlé S.A.
The seminar program of the Business School St. Gallen is based
»Ein Management-Leitfaden der besonderen Art – praxistaugliche
St. Galler
tion
E
Modelle werden prägnant aufgezeigt. Eine wichtige Lektüre und ein
Management-
9th Edi
Nachschlagewerk für Theorie und Praxis gleichermaßen.«
Dr. Manfred Wittenstein, Aufsichtsratvorsitzender der WITTENSTEIN SE Konzept
G
DAS KONZEPT
in terms of understanding business and management. Because of ever
Bleicher, Abegglen
»Integriertes Management – ein griffiges Konzept, das alltags-
A
taugliche und praxisorientierte Denkanstöße liefert, wie Visionen
on the “St. Gallen Concept of an Integrated Management”. Today
und Strategien erfolgreich umgesetzt werden können.«
Bettina Würth, Vorsitzende des Beirats der Würth-Gruppe
N
9., aktualisierte und erweiterte
A
Auflage des Standardwerks
increasing complexity in the world the different challenges cannot be ISBN 978-3-593-50599-2
M
€ 64,00 [ D ]
the St. Gallen Management-Concept is a gold standard within
managed by unidimensional interventions. modern management training and development. “The Concept of
Integrated
Unlike a decade ago, the projections of current economic situation are The Concept of Integrated Management provides a mental map Management”
lacking stability and changing in full swing. This manifests in the global (Campus, 9th edition) Knut Bleicher
and a steering aid meeting the needs of today›s profoundly com- Corporate Dynamics
Meilensteine der Entwicklung eines Integrierten Managements 6
turbulences within business and society, not being considered as plau-
Herausgegeben von Christian Abegglen
plex and global challenges. However, the St. Gallen Approach in-
St. Galler Business Books & Tools Wissenschaft
sible a few years ago are now abruptly growing in the ever increasing tentionally advanced by Professor Knut Bleicher isn’t a recipe or a Swiridoff
digitalization world. nostrum. In fact it offers a perfect framework – a “framework for Knut Bleicher
Knut Bleicher
As a result a feeling of uncertainty and disorientation arises, penet- meaning” (Ulrich) – which helps managers to identify and solve
Human Resources Management
Meilensteine der Entwicklung eines Integrierten Managements
Herausgegeben von Christian Abegglen
5 Corporate Dynamics
rating the decision makers within the companies. Because of the ever problems by themselves. Via the integrated process concepts the
St. Galler Business Books & Tools Wissenschaft
increasing level of complexity it is very difficult to figure out the small experienced manager acquires the essential thought-provoking Swiridoff
path to success that guides through an almost tight thicket. The ext- impulses and instruments enabling them to apply the holistic Knut Bleicher
reme load of information resulting from worldwide interconnectedness St. Gallen body of thought within their own company. As a conse- Human Resources
Management
leads to a confusion instead of a clarification. quence manager acquires the library of solutions and basic con-
Fortunately many companies are getting increasingly aware, that a short cepts necessary to deal with the emerging changes.
term, isolated and simple interventions are unable to solve the ever The St. Gallen Concept by Prof. Bleicher has been recently pub-
Knut Bleicher
Managementsysteme
Meilensteine der Entwicklung eines Integrierten Managements 4
Herausgegeben von Christian Abegglen
changing problems within a complex world. The modern economy de- lished in the 9th edition (2017). The Integrated Management Con- St. Galler Business Books & Tools Wissenschaft
mands more – it demands an integrative framework enabling companies cept of Knut Bleicher remains the central pillar of the St. Gallen Swiridoff
to re-position if not reinvent themselves. framework of management. Moreover this integrated approach Knut Bleicher
Knut Bleicher
Normatives und Strategisches Management
It is the merit of Prof. Dr. Dres. h.c. Hans Ulrich who was one of the marks an explicit opposite pole to unidimensional management Meilensteine der Entwicklung eines Integrierten Managements
Herausgegeben von Christian Abegglen
St. Galler Business Books & Tools
3
W i s s e n s ch a f t
Managementsystems
first to recognize these developments and pioneer the solution to- thinking especially widely spreaded among both Britain and the
gether with his colleagues at the University of St. Gallen. United States. Swiridoff
Knut Bleicher
Normative und
Faculty Strategic
The nearby 100 lecturers (scientists, senior consultants, practiti- Management
oners) of the St. Gallen Business School are proven experts within Knut Bleicher
Strukturen und Kulturen
Meilensteine der Entwicklung eines Integrierten Managements 2
their area of expertise and convey their knowledge in a top-class
Herausgegeben von Christian Abegglen
St. Galler Business Books & Tools Wissenschaft
Günther Pipp and implementation-oriented manner.
Dr.oec.HSG
Swiridoff
Chairman of the Board
St. Gallen Business School Knut Bleicher
Structures & Cultures
of Organizations in
Transition
Knut Bleicher
Management in Transition
2 St. Gallen Business School
Seminars in English 2021
Editorial2
General Management Leadership & Personality
CEO & Senior Executive Program 4 Leadership Week 23
Executive General Management Program 5 Leading & Motivating 24
International Senior Management Program 6 Advanced Leadership Program 25
Management of a Family-Owned Business 8
Financial Management, Controlling
Strategy, Structure, Innovation, Marketing
Finance-Week26
Strategy-Week9 Finance Program for Executives 27
Transformation and Leadership 10 Strategic Financial Management 28
The High-Performance Organisation 11 Financial Management 29
Strategic Marketing Management 12
Effective Marketing 13 Administration and Registration 30
Enrollment Form 31
Development Programmes for Emerging Leaders
Young Leader Program 14
St. Galler Junior Business School 16
School for Young Entrepreneurs 18
St. Gallen Management College 20
General Management for Young Employees 22
St. Gallen Business School Phone +41 71 225 40 80
Rosenbergstrasse 36 E-Mail seminare@sgbs.ch
CH-9000 St.Gallen Internet www.sgbs.ch
St. Gallen Business School 3
CEO & Senior Executive Program Topics
Setting the right strategic course
Continuing as before – is this the Growth – Initiatives for Business
right Option? Development
Using your own strengths Growth through creating new
markets
Seminar Dates Participants Defending and expanding business
The limits of growth Technology and customer problems
2021 1.2020
Senior managers in top executive
Developing new business models
No. E13121 1st Session 2021 No.positions
E13120 1st Session 2020
part 1 February 23 – 26, 2021, Cologne part 1
2. ExecutivesStrategy: Feb. 17 – 20, 2020
with responsibility for Identifying where Action is needed Using digitalization for new
part 2 March 8 – 11, 2021, Berlin part 2 Finance: March 9 – 12, 2020 business models
result-achievement Disruptive developments and digital
Cologne / Berlin
No. E13221 2nd Session 2021
3. Managers responsible for growth, change Building a new Business
part 1 March 22 – 25, 2021, Davos No. E13220 2nd Session 2020
part 2 May 3 – 6, 2021, Bad Horn, innovation,
part 1 market
Strategy: development
March 16 – 19, 2020 Trends and changing business
Bodensee part 2 Finance: May 11 – 14, 2020 conditions Financial Management
Davos / St. Gallen
No. E13321 3rd Session 2021 New competitors from other sectors What financial results count the
part 1 August 23 – 26, 2021, Bad Horn, Impact
No. E13320 3rd Session 2020 most
Bodensee part 1 Strategy: Aug. 24 – 27, 2020
This is a seminar for decision-makers Taking Action now to be successful What financial objectives are
part 2 October 18 – 21, 2021, Lucerne part 2 Finance: Oct. 12 – 15, 2020
of a company.St.Their
Gallenjob is to lead the
/ Flims Tomorrow as well achievable
No. E13421 4th Session 2021 organization in an optimal way today,
part 1 October 18 – 21, 2021, Boston No. E13420 4th Session 2020 How your margins shrink in a How to establish a way of thinking
and at the same time to launch initia-
part 2 March 8 – 11, 2021, Berlin part 1 Strategy: Oct. 5 – 8, 2020 hyper-competitive atmosphere at your company that focuses on
tives part
and 2programs that are important
Finance: Oct. 19 – 22, 2020
for successfully How core business ventures melt profitability and rate of return
Duration: 4 + 4 days Boston /London the future.
mastering
away
No. E13520 5th Session 2020
Course Fee*: CHF 9400.– Change Management
part 1 Strategy: Oct. 5 – 8, 2020
Taking the Initiative and Implementation
* excl. VAT. Invoicing in EUR possible (depending
on current currency rate).
Concept
part 2 Finance: Dec. 7 – 10, 2020
Boston / Hamburg Preparing the organization for
How management can lead the
Registration: www.sgbs.ch/e13 Responsibility
No. E13620 6th forSession
company2020success lies entire organization using skillful major changes
with its top management.8When
part 1 Strategy: Dec. – 11, 2020
it initiatives Embedding the new into your
part 2 Finance: Mar.
comes to implementing strategy, 29 – Apr. 1,con-
2021
Hamburg / Berlin
company structure
cepts and setting the right course from
Success of your Core Business Demanding support for transforma-
above, on the other hand, a company
Duration: 2 x 4 days tion
needs a host of committed, motivated The productivity and effectiveness
and performance-oriented
Course managers
Fee*: CHF 9400.–/€ 8900.– expected of company management Opposition against something new
and specialists. This requires the spe- Reducing complexity, reducing – the job of change management
* excl. VAT. Invoicing in EUR possible (depending
cialontask of “leading
current from above”.
currency rate). unprofitable activities Taking fears seriously – including
Registration: www.sgbs.ch/e13
employees
4 St. Gallen Business SchoolExecutive General Management Program Concept Topics
Strategic strengths, operational excellence and leadership
Executives with a wide range of The factors that determine success-
responsibility are driven by something ful result-oriented overall manage-
very special – the will to be successful ment
and to lead a company or parts of it
Corporate management focused on
Seminar Dates Participants according to recognized best practices.
the long-term
But how can you measure their suc-
2021 Upper-management
2020 level executives. Finding the right management
cess? On financial key-performance
No. E14121 1st Session 2021 Heads or business
No. E14120 areas2020
1st Session and important approach for your own company
indicators? Growth? Strength of inno-
part 1 February 23 – 26, 2021, Cologne business units.
part 1 January 27 – 31, 2020 in im-
Decision-makers
vation? On corporate culture and com- Testing management theories
part 2 June 28 – July 1, 2021, Brunnen, portant partareas
2 of a company
March 30 – April 2,or2020
organi-
near Lucerne Berlin /with
Hamburg pany morale? On the number of new
zation. Executives responsibility New management insights into
jobs they create? Concepts and meas-
No. E14221 2nd Session 2021 forNo.result-achievement.
E14220 2nd Session 2020 strategic management
ures differ from company to company.
part 1 March 22 – 25, 2021, Davos part 1 January 27 – 31, 2020
part 2 June 28 – July 1, 2021, Brunnen, part 2 June 22 – 25,2020
However, if you truly want to achieve a Targeting strategic dominance –
near Lucerne Impact Berlin / Boston strong strategy and operational excel- local or global?
lence, to practice truly good manage-
No. E14321 3rd Session 2021 Top
No.lecturers
E14320 3rdimpart the2020
Session latest and best Developing and implementing the
ment, you’ll need clear principles and
part 1 August 23 – 26, 2021, Bad Horn, knowledge
part 1 to January
you about the2020
27 – 31, central best strategy
Bodensee part 2 June 29 – 2 July, 2020 insights into these skills. Executives
aspects of effective corporate manage- Becoming more profitable through
should always take the time to com-
part 2 September 13 – 16, 2021, Boston ment. You willBerlin / Davos
discuss the subjects and branding and brand strategies
pare their current level of knowledge
No. E14421 4th Session 2021 principles
No. E14420 using
4thbest
Sessionpractices,
2020 but also
and practical experience to the latest Managing and maintaining
part 1 October 18 – 21, 2021, Boston usingpart
the1background
January 27experiences
– 31, 2020 of
part 2 November 22 – 25, 2021, Davos part 2 September 14 – 17, 2020 management insights about: company reputation
the other participants. The professional
Berlin / Boston How integrated management leads
focus on the fundamentals of manage- Leadership in your company
Duration: 4 + 4 days to better results long-term
ment success5th
No. E14520 creates
Session a lot
2020 of new
How to establish an atmosphere in
Course Fee*: CHF 8900.– ideas part
for 1use in
October
your12 own– 16,business.
2020
Why only the best-possible strategy
part 2 November 9 – 12, 2020 which employees are willing, and
* excl. VAT. Invoicing in EUR possible (depen- Berlin / Hamburg will lead a company into the right enjoy their company performing
ding on current currency rate).
Executive Hotline future well
No. E14620 6th Session 2020
Registration: www.sgbs.ch/e14 How new business ventures are
Thispart 1 October
program 12 –you
will give 16, 2020
valuable Instruments for financial manage-
part 2 November 23 – 26, 2020
impetus and skills proven to work in created ment
Berlin / Davos
implementation. If you need support How a competitive advantage can Financial management – how are
implementing what you learned, just
Duration: 4 and 5 days be developed through strategy financial objectives achieved?
call our Executive Hotline. We would
How structures and processes can Creating the best-possible organi-
be happy
Course Fee*:toCHF
help8900.–/€
you with8500.–
imple-
support strategy implementation zational structure
mentation using our extensive
* excl. VAT. Invoicing in EUR possible (depen-
consultancy
ding on currentknow-how.
currency rate). Performance management
Registration: www.sgbs.ch/e14 Ensuring operational excellence
St. Gallen Business School 5International Concept Overview of Topics
Senior Management Program Today’s managers have to be effective
and motivating leaders who accom- Principles of General
plish excellent results in their particu- Management Success
lar fields of responsibility and guide
Strategic Management
Seminar Dates Participants the company to success. This process
requires an integrated management Change: The First Time Right
2021 1.
2020Experienced managers who
englische Version – a
approach which takes international
No. E10121 1st Session 2021 acquire a1sthigher
No. E10120 general
Session 2020 mana- Marketing Management
and global issues into consideration.
part 1 February 23 – 26, 2021, Cologne gement
part 1 position
Strategy: Feb.interna-
in 17 – 20, 2020
part 2 March 8 – 11, 2021, Berlin tional
part 2 fields
Finance: March 9 – 12, 2020 Numerous factors and their relations Financial Management
part 3 June 28 – July 1, 2021, Brunnen, part 3 Leadership: Mar. 30 – Apr. 2, 2020 need special awareness: global strate-
near Lucerne 2. Management
Colognecommittee and
/ Berlin / Hamburg Cost Management
gies, local marketing concepts, core
board members
No. E10221 2nd Session 2021 No. E10220 2nd Session 2020 competence processes, culturally di- Controlling – Value Creation
part 1 March 22 – 25, 2021, Davos 3. part
Managing
1 directors,
Strategy: Marchdivision or
16 – 19, 2020 verse management and many more.
part 2 May 3 – 6, 2021, Bad Horn, profi
part 2t center managers
Finance: May 11 – 14, 2020 Mergers and Acquisitions
Bodensee part 3Leadership: June 29 – Juli 2, 2020 The “International Senior Management
part 3 June 28 – July 1, 2021, Brunnen, 4. Managers with
Davos / St.high
Gallendecision-
/ Davos Program” addresses all these subjects Leadership
near Lucerne making responsibility in several sessions during a total of 12
No. E10320 3rd Session 2020 Implementation for Leaders
No. E10321 3rd Session 2021 5. part
Managers
1 responsible
Strategy: Aug. 24for
– 27,strategic
2020
days. This course is especially designed
part 1 August 23 – 26, 2021, Bad Horn, projects
part 2 and major
Finance: Sept.planning
14 – 17, 2020 for experienced managers acquiring a
Bodensee part 3 Leadership: Sept. 28 – Oct. 1, 2020 higher general management position
part 2 October 18 – 21, 2021, Lucerne St. Gallen / Boston / Davos with international focus. Interactive Concept
part 3 November 22 – 25, 2021, Davos
No. E10420 4th Session 2020 Skilled lecturers provide different ap-
part 1 Strategy: Oct. 5 – 8, 2020
The St. Gallen & US-Approach proaches; professional business know-
Duration: 4 + 4 + 4 days Course Modules
part 2 Finance: Oct. 19 – 22, 2020 ledge, actual business situations and
Strategy:
part 3 4-day session,
Leadership: Nov. 9 – 12, 2020 This program combines the pro- case studies. Theoretical concepts are
Course Fee*: CHF 12 900.–
Boston /London / Hamburg
Topics: Strategy and Strategic ven St. Gallen management ap- complemented with practical examples
* excl. VAT. Invoicing in EUR possible (depending
on current currency rate). Marketing
No. E10520 5th Session 2020 proach with the American case and thus guarantee a diverse, inte-
part 1 Strategy: Dec. 8 – 11, 2020 study methodology. The internati- grated approach. A mixture of interac-
Registration: www.sgbs.ch/e10 Finance: 4-day session,
part 2 Finance: Mar. 29 – Apr. 1, 2021 onal exposure of participants al- tive learning with small study groups
Topics:
part 3 Financial Management
Leadership: Sept. 13 – 16, 2021 lows mutual exchange of business challenges both, your leadership skills
Hamburg / Berlin
Leadership: 4-day session, / Boston
experience and favors global net- and your managerial communication
Topics: Leadership work opportunities. skills.
Duration: 3 x 4 days
Course Fee*: CHF 12 900.–/€ 12 300.–
Durchführungen in Boston:
* excl. VAT. Invoicing in EUR possible (depen-
ding on current currency rate).
Registration: www.sgbs.ch/e10 Harvard Club
of Boston
6 St. Gallen Business SchoolTopics
Principles of General Management New Business Development Cost Management – Controlling Leadership
Success
Future opportunities for businesses, Importance of ongoing cost Transformational leadership -
Corporate management in products and markets: New models management Vision, change and agility
Hyper-Volatile Times
Product life cycle management: de- From process cost statement to Managing people: The art of
Reliable management principles velopment of an integrated product cost management: Designing a leading, coaching, encouraging and
New global conditions: Megatrends life cycle concept profitability concept challenging
Why toolboxes are “out” and thin- Product ideas and their incorpora- Interpretation and analysis of con- Communication and negotiation
king is “in” tion into international product trolling reports: actual cases skills, difficult conversations,
strategies conflicts, goal definition, handling
Business plans, investment and
critisism
Strategic Management Market management: Identification profitability calculations
of growth and penetration potenti- Teams in Action: a leadership
Alert managers recognize the right als, digital markets: Think global, Value Creation challenge for each participant
moment for a strategic turn- act local
around: how to identify and harvest Focusing the organization on value Resiliency - energy and resource
high potential markets Mass customization, Ingredient creation: Tactics to gain competitive management
branding, digital market challenge, advantage and increase corporate
Keys to competitive advantage: Job satisfaction and motivation:
Industry 4.0 value – the value potential of a busi-
New global strategies Management in uncertainty
ness
Exploring the central strategic Leadership is a choice … not a
Financial Management How monetary values are generated
“plus” – Strategic segmentation formal title
An executive manager’s financial Financing: options and costs
Business units versus corporate responsibilities
strategy – ways of handling the di- Go after growth and invest cash or Implementation for Leaders
lemma Evaluating financial statements: return it to shareholders?
Early identification of obstacles and
Gain insight into the structure of
barriers using the St. Gallen imple-
balance sheet, income statement Mergers and Acquisitions
Change: The First Time Right mentation concept
and cash flow
How to unleash a go-to-market Merge, spin-off or sell? Driving implementation; the most
Run for profit or cash flow?
process Planning a start-up: which business common barriers of implementa-
Setting individual targets, differen- plans are worth the pain? What me- tion; roles of visionaries, strate-
Organizational alignment and tiated by business models: think gists, executors, or coaches
functional concepts ans «fail fast, but smart in figures»?
big, start small and grow fast
Strategy implementation with
balanced scorecards
St. Gallen Business School 7Management of a Family-Owned Business Topics
General management – Financial Management
Good Corporate management
Financing the company
How to assess a company's situa-
How to secure liquidity at all times
tion correctly
Seminar Dates Participants How to maintain and increase profit
Recognizing trends and develop-
2021 1. Owners of small and mid-sized margins
ments and assessing their impor-
No. E19121 1st Session 2021 companies tance correctly Increase the profitability of your
part 1 February 23 – 26, 2021, Cologne 2. CEOs and executive board members company
part 2 Coaching: individually scheduled, Making necessary changes in
of large family-owned companies course to defend and expand the Steering profitability from the
St. Gallen
3. Executives with wide-ranging core business perspective of investors
No. E19221 2nd Session 2021
part 1 March 22 – 25, 2021, Davos company responsibility Optimizing capital commitment in
Strategy – Finding the right Futures
part 2 Coaching: individually scheduled, the company
St. Gallen Structure The importance of a good strategy
Policies for reserves, risk and divi-
No. E19321 3rd Session 2021 for the future of a company
Part 1: Seminar dends
part 1 August 23 – 26, 2021, Bad Horn,
Rules of strategic management
Bodensee Part 2: Private Coaching
Using the strengths of a
part 2 Coaching: individually scheduled, How to work out a strategy that
St. Gallen Family-owned Company
promises success
No. E19421 4th Session 2021
Concept What should characterize a family-
How to look for new business
part 1 October 18 – 21, 2021, Boston owned company
In this seminar, our professional lectur- models, and to build new growth
part 2 Coaching: individually scheduled,
and new profit potential Where are the company's special
St. Gallen ers show how a family-owned company
strengths
can be managed in a holistic and sus-
Duration: 4 + 1 days Leadership and Effectiveness How a family-owned company should
tainable way. As a participant you will
get valuable tips and suggestions for The significance of good leadership use it strengths in a targeted way
Course Fee*: CHF 7900.–
optimizing your personal effectiveness What things should a family-owned
* excl. VAT. Invoicing in EUR possible (depending Leader qualities – which ones are
and management performance. And company do that is different than
on current currency rate). needed?
you'll get valuable insights into the top- other forms
Registration: www.sgbs.ch/e19 ics of general management, strategy, The effectiveness of management
effectiveness and the latest require- How can thinking long-term, instead
How to optimize the performance
ments of family-owned companies. of short-term profit maximization,
and motivation of staff through
can mean a competitive advantage
good leadership
over corporations and listed stock
companies
8 St. Gallen Business SchoolStrategy-Week Concept Topics
This course introduces most recent Key Strategic Questions
knowledge and strategic concepts us-
The 10 key strategic questions and
ing examples of strategy implementa-
the strategy checklist folded into the
tion in leading global corporations.
21st century strategy process
Seminar Dates Participants This cross-cultural seminar provides
Steps to your digital strategy
2021 This
2020 intense strategy course in English background information which will be
No. E31121 1st Session 2021 No.isE31120
designed
1stfor executives
Session 2020 with basic
analyzed and applied in actual cases of
knowledge and experience in strategic leading American companies. You will Strategies in Hyper-Volatile Times
February 23 – 26, 2021 February 17 – 20, 2020
Cologne management. Current knowledge will be
Cologne discuss 21st century methodologies for Megatrends and their influence on
critically questioned and new strategy executives and smart implementation business definition
No. E31221 2nd Session 2021 No. E31220 2nd Session 2020
March 22 – 25, 2021 approaches and16proven
March best practices
– 19, 2020 strategies on global and regional
pros and cons of the lean strategy
Davos Platz will be introduced.
Davos Platz Participants outline scales. We will observe how a business
approach
new ideas and options for their own idea evolves into a profitable market
No. E31321 3rd Session 2021 No. E31320 3rd Session 2020
August 23 – 26, 2021 corporateAugust
or business
24 – 27, unit
2020 strategy.
position, how to identify growing mar- how to identify and harvest high
Bad Horn, Bodensee St. Gallenseeking latest insights kets and how to spot market opportu- potential markets, the power of
1. Executives
nities. strategic positioning
No. E31421 4th Session 2021 in strategic
No. E31420 4th Sessionmanagement
2020
October 18 – 21, 2021 October 5 – 8, 2020 Appropriate use of strategic manage-
2. Entrepreneurs, directors, board
Boston, USA, Harvard Club Boston, USA, Harvard Club ment tools and their integration in The Winner Takes it All
members, with very limited time to
No. E31520 5th and
Session 2020 strategic concepts will lead to the ulti- Delta-Analysis and gap-mapping
Duration: 4 days update foster their knowledge
December 8 – 11, 2020 mate strategic goal: Outstanding, strategy development in sync with
about corporate strategy
Course Fee*: CHF 4900.– Hamburg, Business Club longlasting, profitable market position. the corporate DNA
3. Executives with general manage-
* excl. VAT. Invoicing in EUR possible (depen- Participants will analyze success fac- Strategic segmentation and alter-
Duration:ment
1 x 4 responsibilities
days and facing
ding on current currency rate). tors and hone their leadership skills to
new or changed strategy chal- natives to traditional portfolio
Registration: www.sgbs.ch/e31 Course Fee*: CHF 4900.– € 4700.– turn gained insights into tangible re-
lenges management
* excl. VAT. Invoicing in EUR possible (depen- sults
ding4.onExecutives preparing
current currency rate). for new How to assess and cope with core
functions
Registration: with strategic
www.sgbs.ch/e31 and ad- strategic and competitive risks
vanced operative responsibilities
Change: The First Time Right
How to unleash a go-to-market
process
Strategy implementation with
balanced scorecards
St. Gallen Business School 9Transformation and Leadership Concept Topics
Skillfully mastering leadership responsibility in the age of digitalization
Leadership is a task that you grow into Leadership – models, best practices
step-by-step. First, you have to develop and the principles behind leading
your own leadership personality, your effectively
own leadership style. You have to
Where good leadership is needed
Seminar Dates Participants acquire skills to motivate others and
most
the ability to assert yourself. As
2021 Executives
2020 with a wide range of What it’s essential to finding your
responsibility grows and you move up
No. E33121 1st Session 2021 responsibilities, top performers
No. E33120 1st Session 2020 who individual leadership style
the corporate ladder, your share of
part 1 January 25 – 28, 2021, Lucerne headpart
up 1an area of a company, bosses
Leadership: Mar. 30 – Apr. 2, 2020
leadership tasks grows to include lead- How do the strengths of your
part 2 June 28 – July 1, 2021, Brunnen, whopart
want
2 toDigital:
motiveSept.
their21 –employees
24, 2020
near Lucerne ing managers, filling key positions, personality effect you as a leader?
for changes, Hamburg / Flims responsi-
and executives
developing a system of incentives and
No. E33221 2nd Session 2021 ble
No.for change
E33220 2ndmanagement
Session 2020 tasks. What leadership principles and
objective-achievement, ensuring imple-
part 1 Aug. 30 – Sept. 2, 2021, Bad Horn, part 1 Leadership: June 22 – 25, 2020
mentation of decisions that have been behavioral patterns characterize an
Bodensee part 2 Digital: September 21 – 24, 2020 authentic leader
part 2 September 13 – 16, 2021, Boston Boston / Flims made, ensuring a good working morale
Structure and attractiveness as an employer, Why developing systems is also a
No. E33321 3rd Session 2021
Duration:
Part 2 x 4 daysLeadership
1: Executive mastering necessary transformation, form of leadership
part 1 Aug. 30 – Sept. 2, 2021, Bad Horn,
strengthening a result-oriented mind-
Bodensee
Part 2: Digital Business How can you promote the right
Course Fee*: CHF 8300.–/€Agility
7900.– set, developing entrepreneurship within
part 2 November 22 – 25, 2021, Davos employees at the right places?
* excl. VAT. Invoicing in EUR possible (depen- the company, managing talent and
Duration: 4 + 4 days ding on current currency rate). many other things. For these increasing How can you achieve high motiva-
Registration: www.sgbs.ch/e33 responsibilities, you as leader need new tion and top performance at the
Course Fee*: CHF 8300.– Impact and expanded expertise – you need same time?
* excl. VAT. Invoicing in EUR possible (depending
This seminar demonstrates what tools, strategic leadership skills. This includes What incentives and reward mech-
on current currency rate).
methods and personal skills you should anything that cannot be mastered anisms should be used?
Registration: www.sgbs.ch/e33
use as a leader at your company. It will alone with motivational skills and the
right leadership behavior. Strategic How does change management
help you lead a larger area of responsi- function in practice?
bility according to proven rules from leadership is the art of correctly steer-
Strategic Leadership ing an entire organization or parts of it What techniques can you use to
leadership theory.
If you lead a business area or an in the direction the company wants to strengthen your skills at imple-
entire company, you’ll need leader- go. For this, you need new knowledge, menting change?
ship expertise. Leading in this situa- new tools and new skills.
Developing digital business agility
tion means not only leading people.
It also means achieving primary Understand how digitalization
company objectives and steering impacts leadership, strategy and
numerous employees towards the business models
future your company wants.
10 St. Gallen Business SchoolThe High-Performance Organization
also dividing – with logical conse- and profit position, corporate cul-
quences for the thinking and activities ture, flexibility and manageability?
of our staff. This threatens to diminish a
What opportunities would become
sense of unity within the company, cus-
available, if new forms of business
Seminar Dates Participants tomer orientation and result-orientation
organization were used?
in favor of "departmental thinking."
2021 This is a program for optimally struc- What alternative structural models
Many examples from the business world
No. E36121 1st Session 2021 turing the organization of your com- could increase – through more
show that dividing up business fields
part 1 February 23 – 26, 2021, Cologne pany. It is meant for executives and self-organization, self-motivation,
and creating organizational structures
part 2 Coaching: individually scheduled, decision-makers who are responsible drive and the will to structure the
St. Gallen influence the evolution of a company far
for optimal organizational structures. business – my company's dynamic?
more than strategy, for instance.
No. E36221 2nd Session 2021
What do these activities mean for
part 1 March 22 – 25, 2021, Davos Seminar Benefits my area of responsibility?
part 2 Coaching: individually scheduled,
St. Gallen This seminar teaches the latest knowl- By participating in this seminar, you What alternative forms of organiza-
edge about how strategies, structuring will acquire insights into the areas of
No. E36321 3rd Session 2021 tion make sense for my company?
part 1 August 23 – 26, 2021, Bad Horn, business areas and structures related strategy, formation of fields of business
Bodensee to corporate culture and management What would their pros and cons be?
and about high-performance organiza-
part 2 Coaching: individually scheduled, all fit together. A strategy that prom- tions, which are the basis of effective Would a change to a new form
St. Gallen ises success is the basis for a sensible organizational structuring. You will mean less inefficiency?
No. E36421 4th Session 2021 organizational structure. First when it's learn how to design a structure for a
clear where a company is going, can Which structural model is the right
part 1 October 18 – 21, 2021, Boston company or a business division, which
part 2 Coaching: individually scheduled, sensible structural variations be devel- one for my company?
supports and decisively influences
St. Gallen oped and assessed. The seminar helps pre-defined strategies. Part 2: Private Coaching
you mentally simulate the best-possible
Duration: 4 + 1 days
structural form for your company or One day in a private, individual session
Course Fee*: CHF 7900.– business division. Answers at our Executive Center in Zurich. It
lets you come up with ways to imple-
* excl. VAT. Invoicing in EUR possible (depending
on current currency rate). Focus As a participant in this program, you will ment your new ideas in company- spe-
get answers to the following questions: cific measures. Can be taken alone or
Registration: www.sgbs.ch/e36 By structuring a company into business
What are the pros and cons of the with a max. of 2 other decision-makers
areas and business units, we shape the
current business organization of my from your company (included in fee).
fundamental logic behind how the or-
company and what developments Date and time upon request.
ganization operates day-to-day. With an
organizational structure, we define tasks have resulted from this?
and competency areas that belong to- What effects does the organiza-
gether. But by building collaborative ar- tional structure have on growth dy-
eas, divisions and departments, we are namics, customer satisfaction, cost
St. Gallen Business School 11Strategic Marketing Management Concept
In times of digitizated and saturated Developing Successful Strategies
markets an increasing need for new
How strategies are developed
ways of thinking in strategic and mar-
keting management has raised. The Thinking in alternatives, Good and
Seminar Dates Participants holistic St. Gallen approach leads the bad strategies: Learning from the
participants into new perspectives of best – wisdom from Leaders
2021 Digitization
2020 is challenging, undermin-
analysing their own role, concepts and Structure follows strategy
No. E34121 1st Session 2021 ingNo.and disrupting
E34120 how businesses
1st Session 2020 implementation skills and gives an in-
part 1 February 23 –26, 2021, Cologne operate. That
part 1 March 16the
is why –19,ability
2020 to de-
tegrated navigation tool for future
part 2 March 15 – 18, 2021, Zurich veloppart
operational
2 business
August and market-
24 – 27, 2020 Building an Effective Marketing Mix
tasks.
No. E34221 2nd Session 2021
ing strategiesLucerne
– and /then
St. Gallen
take those
From initial idea to cash cow
part 1 August 23 –26, 2021, Bad Horn, business
No. E34220strategies from2020
2nd Session plan to action This intensive seminar allows the par-
products: management strategies
Bodensee – is highly
part 1 prized
June in corporate
15 –18, 2020 leaders. ticipants to develop new methods for
for product development
part 2 November 15 – 18, 2021, Cologne This 4-day
part 2 seminar
August «Strategic
24 – 27, 2020Market- their own business based upon proven
Hamburg
ing Management» is designed / St. Gallen for pro- contemporary strategy and marketing Markting to target groups: How to
No. E34321 3rd Session 2021
part 1 October 18 –21, 2021, Boston fessionals,
No. E34320managers and2020
3rd Session middle man- tools in a holistic, integrated context. segment markets?
part 2 November 15 –18, 2021, Cologne agementpart 1members
Sept. 7wishing
–10, 2020to get ex- Within the seminar a mix of lectures, Pricing and terms management
actly part
these2 skills.
Dez. 8 –11, 2020 group work and discussion offers the
Duration: 4 + 4 days Berlin / Hamburg opportunity for all participants to use
the techniques, to discuss and ques- Customer Satisfaction as Main Goal
Course Fee*: CHF 8300.– Part 1: Marketing
Duration: 2 x 4 days
tions the tools and – after all – to check Service management and customer
* excl. VAT. Invoicing in EUR possible (depending
Part 2: Strategy
Course Fee*: CHF 8300.–/€ 7900.–
what kind of views, questions and in- satisfaction: How to use relations-
on current currency rate).
struments will help for own tasks. ship marketing
Registration: www.sgbs.ch/e34 * excl. VAT. Invoicing in EUR possible (depen-
ding on current currency rate). Building up unique selling proposi-
The professional, practice-oriented
Registration: www.sgbs.ch/e34 Topics tion
lecturers of St. Gallen Business
School not only share their strat- Strategic Analyses Digital Customer Care
egy and marketing know how but
also a lot of examples and prac- Basic Analyses: What questions do
Implementation
tice cases to outline lessons we have to ask?
learned and analogies to learn Within the framework of an inte-
The strategy funnel: How to avoid
from other branches. The entire grated case study, you will put what
paralysis through analysis
strategic process is covered in you have learned into practical use.
Todays market positions and their
detail from the basics of strategy Implementation hurdles
influence for on own strategy
formulation to the implementation
Risks in an increasingly digital
of marketing strategies. Determine the adjusting levers for
world
company success and sustainability
12 St. Gallen Business SchoolEffective Marketing
Knowing your Markets A strategy for developing new
business
Knowing a lot about a few things –
possible in B2B
Price and Conditions Strategy
Seminar Dates Concept Knowing more and more about many
Pricing, price strategies, price
things – something to strive for in B2C
2021 competitiveness
Marketing is a wide-ranging field of Professional analyses of markets
No. E39121 1st Session 2021 knowledge that encompasses The active price and conditions
March 15 – 18, 2021 strategy
everything having to do with customer Understanding Customers
Zurich
demands, innovation, portfolio, brands,
No. E39221 2nd Session 2021 competition, quality, prices, communi- Understanding the customer’s system Sales and Distribution Concept
November 15 – 18, 2021 cations, sales and much more. And this What customers want The sales and distribution strategy
Cologne
is also a problem, as marketing con-
Winning the battle through sales
tains something of everything. But Setting Marketing Objectives
Duration: 4 days strengths
what should it really achieve? And who Specifying marketing objectives
Course Fee*: CHF 4500.– conducts marketing? We only know one Digital distribution channels, omni-
thing for sure – it is not only those in Choosing the right objectives – channeling
* excl. VAT. Invoicing in EUR possible (depen-
ding on current currency rate). the marketing department. No. Every preferred development
single person involved in any way Communication
Registration: www.sgbs.ch/e39
whatsoever in the success of a com- Strategic Marketing
Correctly communicating the bene-
pany in the marketplace has to deal Defending your position, gaining fits that you offer
with marketing. market share
Being heard – the communications
Growth in attractive markets strategy
Participants Topics Strengthening your relative compet- Social Media
Executives and specialists from all areas itive position
The Factors determining Success in
of a company who require a comprehen- Having a clear market strategy, A Focus on Customers and
Modern Marketing
sive perspective on modern marketing. brand leadership Customer Relations
Marketing creates markets
New distribution channels, online Excellence in customer-orientation
Marketing offers unique customer and customer loyalty
business
benefits
Concepts for potential utilization,
Marketing creates communities and Innovation and Designing your customer retention, customer acqui-
bonds with people Portfolio sition
Marketing creates preference Specifying a clear innovation strategy
Market entry through innovation
and startups
St. Gallen Business School 13Young Leader Program Concept
Structure of the Program quire comprehensive knowledge and
This is a 3-part management program skills like
for young managers, future leaders and knowledge of corporate manage-
junior staff. This includes key personnel ment, strategy, marketing, finance
Seminar Dates Participants within departments, teams, projects or and leadership
service centers. This program deals
2021 1. Young managers working for managing employers and teams
with the basics of result-oriented man-
No. E57121 1st Session 2021 major companies
agement. It focuses on those manage-
part 1 February 1 – 4, 2021, Berlin 2. Heads of profit centers or small
part 2 March 1 – 4, 2021, Frankfurt
ment achievements by younger manag- Topics
business units ers that make a major contribution to
part 3 March 15 – 18, 2021, Zurich
3. Specialists the overall success of a company. Part 1: Holistic Management
No. E57221 2nd Session 2021
part 1 March 15 –18, 2021, Zurich 4. Key players in projects, staff, Companies and institutions are divided The Management Approach
part 2 June 14 – 17, 2021, Brunnen, service centers, in cross-divisional into organizational units, divisions, de-
near Lucerne partments and profit centers or pro- The Management Approach – from
and support functions
part 3 September 13 – 16, 2021, Zurich cesses. The men and women who lead model to practical application
No. E57321 3rd Session 2021 these – usually second or third level Holistic thinking as a source of sus-
part 1 September 13 –16, 2021, Zurich from the top in a company‘s hierarchy tainable company success
part 2 October 25 – 28, 2021, Davos Who benefits from this Program – are the driving force behind success.
part 3 November 15 – 18, 2021, Cologne
In this program you‘ll learn the They are supported by junior staff,
Management of Business Divisions
No. E57421 4th Session 2021 principles of successful manage- which they are expected to develop
part 1 October 25 –28, 2021, Davos ment. It adds the latest insights and encourage. The decisions they Leading a division, but with an eye
part 2 November 15 – 18, 2021, Cologne make are an integral part of the direc- on the whole
about manage ment as central
part 3 Jan. 31 – Feb. 3, 2022, Berlin
theme for effective corporate tion the company is on, its guidelines, Meeting short-term objectives and
leadership. We attach special im- requirements and corporate objectives. investing in the future at the same
Duration: 4 + 4 + 4 days
portance on practical relevance What remains, however, is plenty of time
Course Fee*: CHF 8300.– and transfer of learning. Besides room to maneuver that can be used to
* excl. VAT. Invoicing in EUR possible (depending professional skills and the right achieve excellent results. For this you
have to effectively manage your area New Strategic Management
on current currency rate). way of applying management
Registration: www.sgbs.ch/e57 methods, good managers are of responsibility, but also practice a Strategic thinking in a turbulent
characterized by high social com- holistic, results-oriented collaboration business environment
petence. The participants in our with other areas and departments. This
Structure and content of a divi-
program learn about their latter factor especially is an asset that
sional and profitcenter strategy
strengths as a management per- needs to be developed. Those men and
sonality. They learn how to apply women, therefore, who lead a company Doing a strategic analysis for your
these strengths in the right way. division or a large department, who re- area of responsibility
Using strategic latitude
14 St. Gallen Business SchoolTopics
New Marketing their own weaknesses. In the program, Planning, budgeting and controlling Liquidity Management
we concentrate on your strengths. This of profit-center results
For new marketing «Anything that Calculating liquidity
is because changing the way you con-
communicates, can be sold» Measures that will improve results
duct yourself is a very long process, Constantly ensuring liquidity
Anyone who communicates exter- and it‘s more worthwhile to start by Planning and Budgeting How to bridge liquidity shortages
nally is relevant to marketing building on your strengths and enhanc-
ing them. Ambitious planning and budgeting
How do you organize this new Achieving Objectives for Profit and
marketing? How to deal with instability and un- Return on Investment
Applying your Strengths
certainty Setting ambitious profit and return
Part 2: Once you‘ve identified your own on investment objectives
Adapting to factors causing fluctu-
strengths, you have to ask whether you
Leadership and Managing Employees ations in the business environment Measures and effective mechanisms
can consciously apply them at work.
Which management style, under We will train you using typical situa- Constants in planning in an «unpla- of profit management
which conditions, bring the best tions from the business world and nable» world Achieving objectives for profit,
results? show you how to consciously apply cash-flow, return on investment
your personal strengths. Investment Calculation
How can optimal employee perfor- and profit margin
mance with high levels of employee Is realizing this investment worth it?
Personal Social Competence Are Costs under Control?
satisfaction be achieved? Are investments in innovation
Personal social competence should The desired cost position
profitable?
Behavioral Patterns in the Manage- continue to grow as you become more
experienced and take on more respon- Make or buy – what should my Planning and controlling costs
ment Process
sibility. We will show you the different company make itself, what should Managing the break-even point
Every executive conducts him or her- others make?
forms social competence takes and
self according to an individual behav- Consciously shaping fixed costs
how to optimize potential here. Outsourcing or insourcing
ioral pattern. This is recognized by em-
Making costs variable and flexible
ployees and is used as a guideline
Part 3: Financing
when dealing with their boss on a daily
basis. Our lecturers demonstrate the Financial Management Calculating the financial requirements
typical behavioral patterns in the man- Financial success can be controlled of new strategies and concepts
agement process. within just a few parameters Cash-flow calculations, capital re-
Where is room for maneuvering, if I quirements and sources of funding
Strengths in Management Conduct
want to contribute to my compa- The best forms of financing
Building on this, most people are able
ny‘s financial success?
to recognize their own personal Minimizing capital costs
strengths in management conduct. Also
St. Gallen Business School 15St. Gallen Junior Business School Concept Overview of Topics
Younger managerial staff are nowadays The program consists of 3 parts each.
in particular demand. One of their most
Part Strategy:
important tasks lies in their function
Strategy, Digital Business, Marketing
as a link between what Top Manage-
Seminar Dates Participants ment wishes and prescribes, and which Part Leadership:
aspects of this are pertinent to and im- Leadership, Personal Effectiveness
2021 The «International Junior Management
2020
plemented at the operational levels. Part Finance:
No. E51121 1st Session 2021 Program»
No. E51120is designed
1st Session for2020
younger man-
part 1 February 1 – 4, 2021, Berlin agerial part
staff1 atStrategy:
middleFeb.levels
3 – 7,wishing
2020 Their role is thus that of a «transmis- Controlling, Financial Management
part 2 March 1 – 4, 2021, Frankfurt to prepare
part 2themselves for a23more
Finance: March – 26, 2020 sion belt», which should generate re-
part 3 June 19 – 22, 2021, Steckborn part 3 management
challenging Leadership: June 8 – 11,
role. They2020 sults from strategies and projects. The
Berlin / Hamburg / Rottach-Egern
have already proven their result ori- greater the shift, the speedier strategic
No. E51221 2nd Session 2021
part 1 February 1 – 4, 2021, Berlin ented and successful
No. E51220 2nd Sessionway2020in solving changes become necessary, and, con-
part 2 April 19 – 22, 2021, Steckborn problems and as leaders, but
part 1 Strategy: Feb. 3 – 7,have
2020 so sequently, the more important this role
part 3 June 14 – 17, 2021, Brunnen, part 2 Finance: May 4 – 7,
far acquired little or no international 2020 becomes.
near Lucerne part 3 Leadership: Sept. 14 – 17, 2020
management experience. The people «at the bottom» have to un-
Berlin / Steckborn / Cologne
No. E51321 3rd Session 2021
derstand what those «at the top» have
part 1 September 13 – 16, 2021, Zurich No. E51320 3rd Session 2020
part 2 September 27 – 30, 2021, Davos part 1 Strategy: Sept. 14 – 18, 2020
thought out and decided on. Staff sa-
part 3 October 25 – 28, 2021, Davos part 2 Finance: Sept. 28 – Oct. 1, 2020 tisfaction, confidence and the working
part 3 Leadership: Oct. 19 – 22, 2020 towards common goals depend essen-
Duration: 4 + 4 + 4 days Lucerne / Davos / Davos tially on how well young managers
The seminar parts can be taken in any order. No. E51420 4th Session 2020 succeed In carrying out this role.
Course Fee*: CHF 8900.– part 1 Strategy: Nov. 2 – 6, 2020 The learning in this international inten-
part 2 Finance: March 29 – April 1, 2021
* excl. VAT. Invoicing in EUR possible (depending sive program is based on the subject-
part 3 Leadership: March 1 – 4, 2021
on current currency rate). related input of outstanding lecturers
Hamburg / Berlin / Cologne
Registration: www.sgbs.ch/e51 as well as personal participation and
Duration: 3 parts the working through of real-life cases.
The seminar parts can be taken in any order.
Course Fee*: CHF 9400.–/€ 8900.–
* excl. VAT. Invoicing in EUR possible (depen-
ding on current currency rate).
Registration: www.sgbs.ch/e51
16 St. Gallen Business SchoolThemenblöcke
Topics
The role of a manager The path to marketing success ing about things in a resultoriented Dispel conflict situations or face up
thanks to Marketing fashion are things one learns best to rather than shy away from un-
Embedding into the organisation
Customer Relationship Management “on the job" through the role model pleasant issues.
potential for influence and shaping behaviour of the boss.
Rules an Principles of modern
leadership which is result-orien- Managers must recognise this role Rules within profit management
Marketing
tated despite material constraints model function: Self-management,
Practical examples of and for good Interrelationships between turnover,
– What does this mean? Efficient working techniques, Chair-
Marketing cost contributions (DB), costs,
Acting as a link between top man- ing meetings, steering projects, profit, cash flow and return
agement and the operational level Actively steering marketing success. Recognising personal strengths
Increasing profits: the levers for this
Developing strategic concepts Customer satisfaction, customer Leading staff: Motivation as the task
Care, distribution of the manager Finance and Accountancy
Corporate strategy, visions,
Only those who recognise the value It is easy to create frustration Planning, budgeting, calculation,
guidelines, our global standing:
of customer relationships make the amongst staff, motivating them is and market price
internationalisation, growth and
profitability strategies effort not to lose them or rather to more difficult; making use of the Calculation of costs and perfor-
preserve them available self-motivation the right mance
developing new business strategies way. What is it that great “motiva-
Only those who know what effects Liquidity, profitability
Strategic principles for competing tors" do in order to create a climate
customer satisfaction has actively
in the digital age of enthusiasm and joy in the collec-
steer this
tive achievement of targets? Controlling – Implementation
capability-driven strategies, human
Those who realise that it is gener-
potential orientated strategies Recognising one’s own manage- What information is necessary in
ally more profitable to generate
ment style order to be able to steer one’s own
more business with existing
sphere of responsibility?
From strategy to corporate results customers rather than – at great Rules for a motivating style of be-
cost – to win over new customers haviour towards others – virtual How should one read management
The influence of financial consider-
really involve themselves in cus- teams and controlling reports?
ations on targets and anticipated
results tomer bonding Ways towards social competence How can one make use of manage-
ment instruments such as Balanced
using available freedom of move-
Raising efficiency thanks to Skilful communication Scorecard or Navigator?
ment in the optimisation of corpo-
leadership
rate results Those who know the rules of com-
Badly led teams and staff work inef- munication have an easier job to in-
taking different cultures into con-
ficiently – though they could – and fluence others and change their be-
sideration
would generally wish to – perform haviour
increasing profit: How to proceed? better. Working efficiently and go-
St. Gallen Business School 17You can also read
