Overview of Topics
The program consists of 4 parts each.
- Part Strategy: Strategy, Digital Business
- Part Marketing: Integrated Marketing
- Part Leadership: Leadership, Personal Management
- Part Finance: Controlling, Financial Management
Younger managerial staff are nowadays in particular demand. One of their most important tasks lies in their function as a link between what Top Management wishes and prescribes, and which aspects of this are pertinent to and implemented at the operational levels.
Their role is thus that of a «transmission belt», which should generate results from strategies and projects. The greater the shift, the speedier strategic changes become necessary, and, consequently, the more important this role becomes.
The people «at the bottom» have to understand what those «at the top» have thought out and decided on. Staff satisfaction, confidence and the working towards common goals depend essentially on how well young managers succeed In carrying out this role.
The learning in this international intensive program is based on the subjectrelated input of outstanding lecturers as well as personal participation and the working through of real-life cases.
The role of a manager
- Embedding into the organisation
- potential for influence and shaping
- leadership which is result-orientated despite material constraints – What does this mean?
- Acting as a link between top management and the operational level
Developing strategic concepts
- Corporate strategy, visions, guidelines, our global standing: internationalisation, growth and profitability strategies
- developing business strategies
- Strategic principles for competing in the digital age
- capability-driven strategies, human potential orientated strategies
From the strategy to the corporate result
- The influence of financial considerations on targets and anticipated results
- using available freedom of movement in the optimisation of corporate results
- taking different cultures into consideration
- increasing profit: How to proceed?
The path to marketing success thanks to Marketing
- Customer Relationship Management
- Rules an Principles of modern Marketing
- Practical examples of and for good Marketing
- Actively steering marketing success
Customer satisfaction, customer Care, distribution
- Only those who recognise the value of customer relationships make the effort not to lose them or rather to preserve them
- Only those who know what effects customer satisfaction has actively steer this
- Those who realise that it is generally more profitable to generate more business with existing customers rather than – at great cost– to win over new customers really involve themselves in exploiting potential to the full, added value and customer bonding
Raising efficiency thanks to leadership
- Badly led teams and staff work inefficiently – though they could - and would generally wish to - perform better. Working efficiently and going about things in a result-oriented fashion are things one learns best “on the job” through the role model behaviour of the boss
- Managers must recognise this role model function: Self-management, Efficient working techniques, Chairing meetings, steering projects, Recognising personal strengths
Leading staff: Motivation as the task of the manager
- It is easy to create frustration amongst staff, motivating them is more difficult; making use of the available self-motivation the right way. What is it that great “motivators" do in order to create a climate of enthusiasm and joy in the collective achievement of targets?
- Recognising one’s own management style
- Rules for a motivating style of behaviour towards others – virtual teams
- Ways towards social competence
- Those who know the rules of communication have an easier job to influence others and change their behaviour
- Dispel conflict situations or face up to rather than shy away from unpleasant issues
Rules within profit management
- Interrelationships between turnover, cost contributions (DB), costs, profit, cash flow and return
- Increasing profits: the levers for this
Finance and Accountancy
- Planning, budgeting, calculation, and market price
- Calculation of costs and performance
- Liquidity, profitability
Controlling – Implementation
- What information is necessary in order to be able to steer one’s own sphere of responsibility?
- How should one read management and controlling reports?
- How can one make use of management instruments such as Balanced Scorecard or Navigator?