UoC CEMS MIM - WiSo-Fakultät der Universität zu Köln€¦ · UoC CEMS MIM Catalogue Spring Term 2015 University of Cologne Faculty of Management, Economics and Social Sciences

Spring Term 2015 ‐ ‐status as of Feb 2015

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UoC CEMS MIM Catalogue Spring Term 2015

University of Cologne Faculty of Management, Economics and Social Sciences

The Cologne WiSo-Faculty

As of February 2015

Spring Term 2015 ‐ ‐status as of Feb 2015 2


Table of Contents

Overview ........................................................................................................................... 3

Core Course and Exclusive Course .................................................................................. 4

GLOBAL MANAGEMENT PRACTICE ......................................................................................... 4

CLIMATE CHANGE POLICY MODEL UNFCCC ......................................................................... 5

Economics and Political Sciences ..................................................................................... 8

GOVERNANCE AND POLICY-MAKING IN THE MULTILEVEL-SYSTEM OF THE EU ............................ 8

MICROECONOMICS II: GAME THEORY .................................................................................... 9

PORTFOLIO CHOICE AND ASSET PRICING ............................................................................ 10

MONEY AND BANKING ........................................................................................................ 11

Accounting and Taxation ................................................................................................. 12

VALUE BASED CONTROLLING ............................................................................................. 12

FINANCIAL SERVICE AND REAL ESTATE TAXATION ................................................................ 13

TAX ACCOUNTING ............................................................................................................. 13

Corporate Development .................................................................................................. 14

STRATEGIC ALLIANCES AND NETWORKS ............................................................................... 14

BEHAVIORAL ETHICS ......................................................................................................... 15

ECONOMICS OF INCENTIVES IN ORGANIZATIONS (ADV.) .......................................................... 16

Finance ............................................................................................................................ 17

DERIVATIVES .................................................................................................................... 17

PSYCHOLOGY OF MONEY MANAGEMENT .............................................................................. 19

INSTITUTIONAL ECONOMICS................................................................................................ 20

Marketing ......................................................................................................................... 21

PRACTICAL APPLICATIONS IN RETAILING ............................................................................... 21

STRATEGIC MANAGEMENT IN RETAILING .............................................................................. 22

RETAIL MARKETING ........................................................................................................... 24

INTERNATIONAL MARKETING ............................................................................................... 25

Supply Chain Management ............................................................................................. 26

SUPPLY CHAIN OPERATIONS .............................................................................................. 26

BEHAVIORAL OPERATIONS ................................................................................................. 28

STRATEGIC ALLIANCES AND NETWORKS .............................................................................. 29

Business Projects ............................................................................................................ 30

Skill Seminars .................................................................................................................. 31

Cologne Specific Offer .................................................................................................... 33

ELECTIVE IN BUSINESS AND ECONOMICS IN GERMAN LANGUAGE /RESEARCH PAPER OPTION .. 33

OPEN ELECTIVE: GERMAN LANGUAGE COURSE ................................................................... 33



Overview Core and Exclusive Course

GMP Global Management Practice 7,5 Prof. Dr. Jan-Philipp Büchler

1238/1239 Climate Change Policy Model UNFCCC 6 Prof. Dr. Mark Oliver Bettzüge Benjamin Tischler

Economics and Political Sciences 1428/1429 Governance and Policy-Making in the Multi-

Level-System of the EU 6 Prof. Dr. Wolfgang Wessels

1223/1224 Microeconomics II: Game Theory 6 Prof. Dr. Rockenbach, Marcin Roman Waligora

1249 Portfolio Choice and Asset Pricing 6 Dr. Martin Scheffel

1260 Money and Banking 6 Prof. Dr. Andreas Schabert

Accounting and Taxation 1002/03 Value Based Controlling 6 Prof. Dr. Carsten Homburg 1017 Financial Service and Real Estate Taxation 6 Dr. Thomas Wagner 1019 Tax Accounting 3 Dr. Rüdiger Loitz

Corporate Development 1052/1053 Strategic Alliances and Networks 6 Prof. Dr. Werner Delfmann,

Lisa Brekalo, Simon von Danwitz 1053 Behavioral Ethics 6 Prof. Dr. Bernd Irlenbusch 1035/36 Economics of Incentives in Organizations (Adv.) 6 Prof. Dr. Dirk Sliwka, Agne Kajackaite

Finance 1090 Derivatives 6 Prof. Dr. Monika Trapp, Christoph

Sorhage 1367 Psychology of Money Management 6 Prof. Dr. Erik Hölzl 1061/62 Institutional Economics 6 Prof. Dr. Thomas Hartmann-Wendels

Marketing 1104 Practical Applications in Retailing 6 Dr. Peter Linzbach 1105/06 Strategic Management in Retailing 6 Prof. Dr. Werner Reinartz, Maren Becker 1102/03 Retail Marketing 6 Prof. Dr. Werner Reinartz 1110 International Marketing 6 Tina Müller

Supply Chain Management 1133 Supply Chain Operations 6 Prof. Dr. Ulrich W. Thonemann

1137 Behavioral Operations 6 Dr. Michael Becker-Peth

1052/1053 Strategic Alliances and Networks (s. Corporate Dev.)

6 Prof. Dr. Werner Delfmann, Lisa Brekalo, Simon von Danwitz

Business Projects, RGL and Skill Seminars BP Business Projects 15 Different projects, companies

SK Skill Seminars different seminars

RGL Responsible Global Leadership Seminar 1 Scott C. Neilson

Cologne Specific Offer div. Research Paper Option- Advanced Seminars 6 div. S Elective in Business and Economics in

German Language 6 Different courses, professors

S Open Elective: German Language. Elementary or higher, CEF A1 – C1+

6 Different courses, professors



Core Course and Exclusive Course

Global Management Practice (GMP)

Key Facts

Credits: 7,5 ECTS Registration: No registration necessary, exclusive offer for all CEMS MIM participants

Timings: o Kickoff:

March 30th 2015, 2 p.m. – 6 p.m. 1st floor Building 106 o Weekly/biweekly lecture:

Mon 13th April 9:30 a.m.-1:30p.m. Fritz Thyssen Stiftung Mon 27th April 9:30 a.m.-1:30p.m. Fritz Thyssen Stiftung Mon 11th May 9:30 a.m.-1:30p.m. Fritz Thyssen Stiftung Thu 2nd July, 9:00 a.m.-8 p.m. Fritz Thyssen Stiftung Fri 3rd July, 9:00 a.m.-8 p.m. Fritz Thyssen Stiftung

o Final: Thu 16th July 2015, 4 p.m.-8pm. 1st floor Building 106

Abstract

See information booklet.



Climate Change Policy Model UNFCCC

Key Facts

Credits: 6 ECTS Registration: see below; application deadline 28th February 2014 Timings: Attention, the course starts one week prior to the spring term

o Lecture: March 23rd to March 27th (half/whole days) o Written exam: April 10th 11-12h o Background paper presentation: April 24th 10-16h Each at: Conference Room 1, Energy Institute (EWI), Alte Wagenfabrik,

Vogelsanger Str. 321, 50827 Cologne o Roleplay: May 14th -16th, Roleplay Simulation of UN Climate Negotiations in

University of St. Gallen (expenses have to be covered by students/possibly a sponsor can be found.)

Abstract

Understand Climate Change and the challenges it poses for humankind Gain insight into the process of international climate negotiation Understand the connections between Climate Change, politics, society and economy Enhance your negotiation skills Participants are taking place in a role play simulation of UN Climate Negotiations in St.

Gallen (May 14th-16th 2015)

The course is offered simultaneously in different CEMS universities (University of St. Gallen, University of Cologne and Warsaw School of Economics). The course is restricted to only 15 participants.

Learning Objectives

Mechanisms: The students will gain an insight into the negotiation processes around the United Nations Framework Convention on Climate Change (UNFCCC). Interests of parties: Students will learn about the often diverging interests of parties involved in global climate policy negotiations, including governments, sector-specific industry associations, global companies, and environmental & humanitarian NGOs. Connections: Participants will learn how corporate strategies and public policies are interlinked, both in terms of challenges and solutions. Business strategy: The students will learn about strategic frameworks for assessing the impact of climate change on markets and customer demand. This knowledge is essential for developing corporate strategies that avoid the negative consequences of climate change and that take advantage of business opportunities evolving from a changing market environment. International cooperation: Through interaction with students from other countries, all participants will not only learn how to develop consensus solutions, but will also experience firsthand the international dimension of climate change mitigation. Negotiation skills: All students should learn the basic principles of the mutual gains approach to negotiation, gain a better understanding of bilateral and multilateral negotiation dynamics, and be able to see the climate negotiations through this lens.



Teaching and Learning Methods

Innovative Didactic Concept: Learning by Experiencing Lectures: Learn about Climate Change through experts from science, politics and

business Teamwork: Team up and adopt the role of a country delegation. Research on your

country‘s background and develop your own negotiation strategy Simulation Roleplay: Experience the complexity of international climate negotiations

through a 2,5 day close-to-reality roleplay together with students from all over Europe. Registration

Because the success of the simulation depends heavily on the motivation of the participants and a small group size, the course is restricted to only 15 participants. Please send your application including a

transcript of records, CV and optional, (but a plus): a short letter of motivation (max. 100 words) to:

[email protected] Application Round 1: 31st of January 2015 Application Round 2: 28th of February 2015 Application Round 3: 19th of March 2015 Examination

Written Exam or (if better) weighted average of: Written Exam Background Paper (teamwork) Negotiation Party Position Paper (teamwork) Active Course and Roleplay Participation Reflection Paper

Responsible Faculty Member

Overall responsibility: Prof. Dr. Marc Oliver Bettzüge Lecturer of the course: Benjamin Tischler



Economics and Political Sciences

Governance and Policy-making in the Multilevel-System of the EU – Theories and Strategies of European Integration

Content

The question why sovereign nation states decided to pool competences at the European level, set up independent policy-making institutions and submit themselves to the jurisdiction of an international court has puzzled political scientists since the very beginning of this process. Many different explanations have been proposed: some idealistically hailed the end of the discredited nation state and the beginning of a peaceful European federation, others analytically drew on international relations theory to explain what was happening, and more recently researchers have employed more 'mainstream' political science approaches to understand political processes in the EU. Today, we have a substantial body of literature devoted to this topic. This module aims to provide a structured and comparative overview of the most established theoretical readings of the European evolution. Since theoretical contributions were always a reaction to real world developments, our overview is chronological and we link it to EU history. We will not only discuss the central assumptions of these approaches and what sets them apart analytically, but we will also think about their implications for the future direction of European integration - their 'strategic aspect', in a sense. The module consists of two courses. The first course (“Vorlesung”) aims to present a comprehensive overview of the main lines of thinking on European integration and their impact on the discourse about reforms both historically and for the future. We will place a central emphasis on the elections to the European Parliament and try to explain them from several different theoretical viewpoints. We will also have a closer look at the European Council, which we identify as a key institution in the history and future of European integration. The second course (“Übung”) is dedicated to reading important historical contributions to the debate. It is often surprising how ‘advanced’ early discussions about European integration were and how quickly they were forgotten. A historical overview also shows how closely the academic debate was tied in with the highs and lows of the political process. Reading such contributions is therefore as much a lesson in EU history as it is in the history of political thought. Responsible Faculty Member

Overall responsibility: Univ.-Prof. Dr. Wolfgang Wessels (Political Science)



Microeconomics II: Game Theory

Content

1. Non-Cooperative Game Theory

Normal form games Extensive form games with complete and incomplete information Finitely and infinitely repeated Games

2. Cooperative Game Theory: Core, Bargaining Set, Shapley Value

3. Introduction to Evolutionary Game Theory

4. Social Choice and Voting: Condorcet Paradox, Arrow’s Theorem, Voting

Learning Objective

The course will provide knowledge in non-cooperative and cooperative game theory. Classroom experiments will bridge to experimental and behavioral economics. Applications of game theory in political and social sciences are presented. The course consists of a lecture, complemented by an exercise class.


Prof. Dr. Bettina Rockenbach (Lecture)

Marcin Roman Waligora (Exercise)



Portfolio Choice and Asset Pricing

Content

Static portfolio choice Markowitz theory Dynamic portfolio choice models with wealth Dynamic portfolio choice models with consumption and wealth CCAPM: consumption capital asset pricing model CAPM: capital asset pricing model Link between CCAPM and CAPM

Learning Objectives

Students… solve analytically simple static portfolio choice models. solve analytically simple dynamic portfolio choice models (2 periods only). recognize the traditional basic theories of asset pricing in general equilibrium. solve exercises and problem set computationally with Matlab. read, present and discuss simple research papers.


Dr. Martin Scheffel



Money and Banking

Key Facts

Credits: 6 ECTS

Content

Why do financial intermediaries exist?

The borrower‐lender relationship Equilibrium and rationing in credit markets Macroeconomic consequences of financial market imperfections Bank runs and systemic risk Banking, financial market regulation and monetary policy Monetary policy, financial markets and the macroeconomy

Learning Objectives

Students… acquire basic theoretical concepts in the field of money and banking on an applied

level. apply basic methods of model and policy evaluation. understand central features of financial intermediation, the role of regulation and the

connection to macroeconomic issues.


Prof. Dr. Andreas Schabert



Accounting and Taxation

Value Based Controlling

Key Facts

Credits: 6 ECTS Grading: written exam (60 minutes) All presentations and handouts will be provided on ILIAS

Content

1. Key performance indicators 2. Capital structure and firm value 3. Leverage effect 4. Shareholder value approach 5. Discounted cash flow methods 6. EVA-concept 7. CFROI-concept 8. The Ohlson model

Learning Objective

Students will learn how to calculate key performance indicators deal with disadvantages of traditional financial ratios use the basic capital market framework in the context of the leverage effect apply the shareholder value added approach by Rappaport apply different threshold margin concepts value companies based on different Discounted Cash Flow methods (WACC-method,

TCF-method, APV-method and FTE-method) predict future cash flows and estimate the cost of capital value companies based on the residual income valuation method (EVA) and a more

advanced version (the Ohlson model) use value-oriented financial ratios (e.g. CFROI and CVA)


Overall Responsibility: Prof. Dr. Carsten Homburg (Controlling)



Financial Service and Real Estate Taxation

Key Facts

Credits: 6 ECTS Content The course deals with taxation of financial services and, in particular, real estate investments. Topics include the German corporate tax, international taxation, the German property tax and the German real estate transfer tax. Advanced knowledge of international business taxation is highly recommended. Responsible Faculty Member Dr. Thomas Wagner

Tax Accounting

Key Facts

Credits: 3 ECTS Learning Objective Students...

evaluate the tax consequences of international economic activities of individuals and companies.

understand the reasons for international double taxation analyze the economic and business consequences of measures that provide relief from

double taxation. apply those measures to real‐life case studies. discuss tax avoidance schemes and their economic consequences. discuss the effectiveness of prescriptions established to impede those avoidance‐

schemes. Responsible Faculty Member Dr. Rüdiger Loitz



Corporate Development

Strategic Alliances and Networks [Description of previous year for reference]

Key Facts

Credits: 6 ECTS Examination type: exam (60min); by handing in case summaries (see teaching

methods) students can obtain five bonus points; active participation during lecture and tutorial is required

Content

Theories of strategic networks Types of strategic networks Outsourcing Reliance and risks of strategic networks Management of networks Development of strategic networks

Learning Objectives

Strategic alliances and inter-firm networks play a key role in today's global economy. In a world characterized by global competition, rapid technological change, and intensified resource constraints, firms are increasingly using cooperative relationships with other organizations as an essential tool for achieving their overall strategic objectives. However, both large and small corporations are finding that successful "strategic alliances" are often difficult to achieve. This course focuses on identifying the key structures and processes required for the successful management and development of these cooperative modes of organization. A mix of both theoretical concepts and practical case studies will be used to develop strategic solutions. Teaching and Learning Methods

In the tutorial, theories and concepts learned in the lecture will be discussed in depth and illustrated via case studies. In order to assure active participation, students are expected to prepare the assigned case studies prior to each session. To illustrate proper preparation, students should hand in short summaries (350 words) of each case before the respective tutorial session. Every student will receive three bonus points that will be added to the final exam score if she/he hands in at least five individually composed case summaries before the respective sessions in which the cases are discussed. Responsible Faculty

Univ.-Prof. Dr. Dr. h.c. Werner Delfmann (General Business Management, Business Policy and Logistics)



Behavioral Ethics

Key Facts

Credits: 6 ECTS The courses of this module are designed for PhD students – they are, however, open to

advanced Master students

Content

empirical evidence on human decision making implications on ethical behavior and reflections consequences for the design of corporate organizations and the implementation of

corporate strategies approaches and mechanisms to reduce biases and their role in ethical decision making

Learning Objective

Students … develop an economic and philosophic understanding of ethical dilemmas, particularly in

organizations become familiarized with methods to analyze heuristics and biases in economic decision

making apply their acquired knowledge to relevant case studies gain experience in conducting research, particularly in how to develop own research

questions Teaching and Learning Methods

Large parts of the lecture will be complemented by student presentations and discussions.


Prof. Dr. Bernd Irlenbusch (Corporate Developments, Business Ethics)



Economics of Incentives in Organizations

Key Facts

Credits: 6 ECTS Abstract

In this module, students analyze by means of economic methods how incentive systems work. Focus on:

Moral hazard and the incentive problem Incentives and social preferences Intrinsic motivation The informativeness principle Incentives for multiple tasks Incentives in teams Dynamic incentive problems Subjective performance evaluation

Learning Objectives

Students… develop a strategic understanding about how incentive systems work. analyze economic models. understand how econometric methods are used to analyze performance and

compensation data. know practical methods for the implementation of incentive systems and systems of

performance measurement.

Lecture Schedule

1 Introduction 2 A Principal-Agent Model 3 Fairness and Intrinsic Motivation 4 Empirical Evidence for the Impact of Incentive Contracts 5 Further Performance Measures: The Information Principle 6 Tournaments 7 Incentive Regulation with several Tasks 8 Team Incentives and Free Rider Behavior 9 Dynamic Incentive Problems 10 Subjective Performance Evaluation


Prof. Dr. Dirk Sliwka (General Business Administration, Human Resource Management)



Finance

Derivatives

Key Facts

Credits: 6 ECTS Grading: End term exam (60min), students can sign up to present homework in class.

For this, they may obtain up to 6 credits towards the final exam. Consists of a lecture and integrated exercise sessions and case studies. Students will be

asked to work on these course-supporting exercises in groups Abstract

The course „Derivatives“ is one of the two mandatory classes in the track SBWL Finanzierungslehre. Since the mandatory classes allow you to develop the conceptual foundations and technical skills to pursue further studies in Finance, we advise you to take this class sooner rather than later in your course program. While there is no absolute prerequisite, you will have a much easier time if you have already attended an introductory finance class such as „Investment Management“. Content

1. Introduction 1.1 Market participants 1.2 Market organization 1.3 Market evolution 2. Forwards and futures contracts

Learning Objectives

Students… become familiar with the details of all derivatives classes (forwards, futures, swaps,

and options). analyze different uses for derivatives, institutional handling of derivatives positions,

and risks associated with pursuing different derivatives strategies. develop the necessary skills to value standard and exotic derivatives. explore how different types of derivatives can be combined to generate specific cash

flow patterns. The course consists of a lecture and integrated exercise sessions. During these exercise sessions, you will have the opportunity to enhance your understanding of the concepts and skills acquired in the lecture by solving problem sets and preparing computer-based case studies and short presentations. You will receive extensive feedback on these presentations.


Prof. Dr. Monika Gehde-Trapp (General Business Administration, Finance)

3. Swaps 4. Options 4.1 Distribution-free option price relations 4.2 Cox-Ingersoll-Ross model 4.3 Black-Scholes model 5. Interest rate derivatives 6. Credit risk derivatives



Psychology of Money Management (Description of previous year for reference]

Key Facts

Credits: 6 ECTS

Abstract

This seminar focuses on psychological theories and empirical findings on money manage-ment and financial behavior. Starting from considerations on the functions and meanings of money, specific topics in daily money management will be explored.

Examples: What do people know about money and finances, and what common errors can be identified? Why are people willing to spend more money when using credit cards? Why do people use credit to finance purchases? What influences decisions of individual investors in the stock market?

Examination

Attendance on all three seminar days, active participation, giving a presentation and passing a written examination is mandatory for successfully passing the seminar.

Admission Requirements and Application

Due to organizational reasons access to the seminar is limited to 30 students. If there are more than 30 applications we are going to make a selection. As described on page 2 you have to apply for participation at the institute personally.

You do NOT have to sign up in KLIPS.


Prof. Dr. Erik Hölzl



Institutional Economics

Key Facts

Credits: 6 ECTS Qualifications

Management in banks and other financial services Module is allocated to

Major Finance Major Accounting and Taxation Minor Finance Minor Bank Management

Learning Objectives

The students... ...are familiar with the particularities of the relationship between banks and borrowers. ...apply models oriented towards institutional economics to issues of banking opera-tions. ...analyse the tasks which banks perform within a financial system. ...analyse different bank products. ...assess the reasons why financial intermediaries exist Content

Transformation functions of banks Theory of financial intermediaries Theory of credit optimal risk sharing costly state verification long-term contractual relationships credit collateralization and screening credit rationing Theory of deposit contracts inter-temporal allocation of consumption deposit contract, liquidity and bank runs

Information about Teaching and Learning Methods Key models are presented formally in the exercise classes; selected issues are dealt with in depth Responsible Faculty Member

Prof. Dr. Thomas Hartmann-Wendels



Marketing

Practical Applications in Retailing

Key Facts

Credits: 6 ECTS Grading: tba

Abstract

The lecture will provide all relevant information on how modern international retailers should built, position and develop their formula on a national and cross border base. The focus will lie on a holistic view on all relevant areas and processes of the marketing mix (“4 P`s)

Learning Objectives

The students...

are confronted with the practical implementation of theoretical knowledge learn abot the daily managemnent approach in the retailing business conduct field research & practical solution/consulting development are introduced to English retail nomenclature.

Contents: Market Positioning

Market Analysis; Target Group Analysis Target Group Selection

Value Positioning

Product Range & Assortment Building Price Range & Setting Promotion & Communication Merchandising (Store/Catalogue/Website)

Retail Brand Building

Selling Proposition Brand Character Brand Visualization Brand Communication

Vertical Integration Process

Forward/Backward Integration Private Labels

Internationalization Multiplication Process

Cultures Lifecycles

The general approach of the lecture will be to give a short introduction in each topic and provide international practical examples of leading retailers. These examples are based on the insights of the lecturers personal and international experience with regard to retail challenges, solutions, and management approaches. The goal is to have an interactive discussion in class which relies on the input from all participating students.




Overall Responsibility: Prof. Dr. Werner Reinartz (General Business Administration, Retailing and Customer Management). Lecturer of the Course: Dr. Peter Linzbach



Strategic Management in Retailing

Key Facts

Credits: 6 ECTS

Abstract

Managing large-scale retail companies is less of an art and more of a science often requiring the use of complex theoretical and applied fundamentals in strategic planning and analysis as well as customer and market intelligence. Retailing may be, in many respects, a “people business” but managing branches and chains of stores also requires familiarity and understanding of, e.g., location planning tools and of a wide range of retail management metrics.

To be and to stay competitive in today’s retail market, companies need strategies that meet customers’ highest expectations and their projected profit margins. Strategic Management in Retailing prepares the new generation of managers in the retailing industry with the tools for building a successful market strategy.

The course provides the student with a comprehensive view of retailing, an analysis of the (international) retail space and exposure to new developments in the industry. Retailing is an exciting and very dynamically evolving industry, and successful companies will need to know how to identify, adapt, and plan with these changes. The objective of this course is to teach students among others to carry out a strategic analysis (STP), develop corporate branding strategies, conduct location planning (nationally and internationally), and to control the essential financial metrics. In this course, students will be trained to produce strategic plans by studying theories and methods as well as day-to-day business development in retail companies implementing the case study method.

Content

Process of strategic planning Segmentation, targeting, positioning Internationalization strategies Location models Performance metrics and retail controlling Retail branding Retail best-practices


The pedagogy of this course will entail both conceptual and applied elements, including case studies, lectures, and the participation of guest speakers with in-depth experience in the field.

Readings will be announced in class. Learning Objectives The students...

develop a strategic view on managing retail companies acquire the capability to deal with case studies successfully learn about the importance of retailing assess current trends in retailing use theoretical approaches to analyze existing and new retail markets earn about metrics to measure retail performance get to know about best-practices



Final Examination

The final exams (60 min) can be passed on two dates in SS 15, You may bring a non-programmable calculator to the exam. Dictionaries are only allowed if you carry a permission of the WiSo-Prüfungsamt

(examination office). Please keep in mind that you need to register for this exam online on the website of the WiSo-Prüfungsamt (http://www.wiso.uni-koeln.de/pa) Responsible Faculty Member

Overall Responsibility: Prof. Dr. Werner Reinartz; Lecturer of the course: Prof. Dr. Partha Krishnamurthy



Retail Marketing

Key Facts

Credits: 6 ECTS

Abstract

Retailing is one of the world’s largest industries and in a permanent state of change. Key trends and developments such as changing customer needs, the challenge of a globalized marketplace and technological breakthroughs such as radio frequency identification (RFID) are having or will soon have a dramatic impact on the way large retailers do business in the future. While retailing has long set buying decisions as its highest priority and was very much focused on the product, these new developments have led to a more holistic approach to management and especially marketing. Retailers are seizing the opportunity to be consumer-oriented, engaged in the personal contact with customers, gather information on customer behavior and preferences. This course provides an in-depth understanding of the key drivers in retail marketing including customer behavior, complaint management, retail channel management, merchandise management and retail pricing in an international context. Starting from the basic consumer decision making process this course develops a specific perspective on traditional marketing processes and instruments to the retailing environment. Additionally, new topics with an increasing importance like private labels and retail services are discussed. Guest speakers provide firsthand insights and give advice on job opportunities in retailing. Numerous real-like examples, case studies and challenging exercises contribute to the interactive and motivating way this course is taught in and provides students with the possibility to view certain topics from different perspectives. Learning Objectives

Students… develop knowledge of retail marketing theory and practice both within a national and

international context. are trained in marketing foundations, functions, and strategies used to merchandise and

sell products and services effectively in highly competitive retail markets. understand how new trends and developments in retail marketing, such as e-commerce

and the internationalization in retailing, have an impact on retail execution. Course Content

What is the concept and nature of retail marketing? What are the particularities and consequences of consumer behavior in the retail

context? What constitutes the retail marketing planning process and what are the different

methods of defining the elements of the marketing mix? What are the new trends and developments in retail marketing?


The pedagogy of the course will entail both conceptual and applied elements, including case studies, lectures, and the participation of guest speakers with in-depth experience in the field. Required reading will be announced at the beginning of the term. Responsible Faculty Member: Prof. Dr. Werner Reinartz



International Marketing

Key Facts

Credits: 6 ECTS Timings: blocked course, for details see below Type of examination: group work and group presentation of a case study (oral

examination, no term-paper)

Abstract

Current topics in international marketing, e.g. Market analyses Business Projects Development of marketing concepts

Learning Objectives

Students… analyze current issues in the field of marketing work on case studies/examples derive management relevant implications from case study results

Teaching and Learning Method

Participants will apply and deepen their knowledge in case studies. Grading

Grading is based on a group work and a group presentation (oral examination, no term-paper) of a case study. All group members have to take an active part in the presentation and be prepared to answer questions. All members of a group will obtain the same grade.


Overall Responsibility: Prof. Dr. Franziska Völckner, (General Business Administration, Retailing and Customer Management)

Lecturer: Tina Müller (Chief Marketing Officer und Geschäftsführer Marketing der Opel Group GmbH)



Supply Chain Management

Supply Chain Operation [Description of previous year for reference]

Key Facts

Credits: 6 ECTS

Abstract

Buying products and using services is part of our daily life. We buy books, groceries, and computers and we use telephones, watch movies, and fly on planes. When doing so, we demand high quality and good service at a low price. How these demands can be fulfilled is covered in supply chain management. Supply chain management is about designing, producing, delivering and selling products and services – and about doing so profitably. It has emerged as one of the most powerful business subjects and successful companies all over the world are using supply chain management to improve quality, increase customer service, reduce cost and build new revenues. Content

The course Supply Chain Operations focuses on operational and coordination issues. The course consists of lectures, case studies, and a project. In the lectures, we cover inventory management, product variety management, supply chain contracts, information sharing, and revenue management. In inventory management, we show how to efficiently manage inventory in different situations. For example, uncertain demand in the fashion industry requires higher inventory levels than stable demand in the consumer goods industry. If we build a variety of products it might be useful to postpone the building of variants to a late stage in the supply chain or to use common parts. In the course, we discuss when these approaches are beneficial and how the benefits can be quantified. The performance of a company relies to a large extend on the reliability and performance of the supply chain partners. Supply chain contracts govern these relations. We analyze different types of contracts and show how they influence the performance of the supply chain partners and of the overall supply chain. To coordinate the supply chain, information must be exchanged. In the course, we analyze which information should be exchanged and how it should be used. In the above lectures, we assume that the demand (distribution) is exogenously given. If prices can be adjusted, the demand can be controlled and in revenue management lectures we analyze how to optimally price products and services. Teaching and Learning Methods

In the case study based part of the course, the concepts that are covered in the lectures are applied to solving unstructured problems that real companies have faced. The cases prepare students to identify improvement opportunities that exist in actual supply chains, to quantify the improvements that various supply chain management approaches offer, to overcome implementation barriers, and to control supply chain performance. The course has an applied tract (Track A) and a research track (Track B). Track A contains three case studies and focuses on single-echelon inventory models. It is designed for students who are primarily interested in applied topics. Track B contains two case studies and two lectures on multi-echelon inventory models that are not contained in Track A. It is designed for students who are interested in theory and in particular for those who consider pursuing an academic career.



Students taking Track B can use the course to cover one required course of the SCM track of the Cologne Graduate School when pursuing their doctoral studies.

Assignments

There will be regular homework assignments that will be discussed in the corresponding sessions. These assignments will not be graded. In addition students have to hand in individual project assignment on inventory management that will be graded. Students also have to prepare case studies. Students can work on a case study in groups of two. Each group must hand in a written report that includes solutions to the case study. Grading

The course will count 6 credit points (LP). The overall grade is determined as follows:

Project on Inventory Management (20%) Case Studies (30 % for Track A, 20 % for Track B) Final Exam (50% for Track A, 60 % for Track B)

In addition, students can earn up to 3 bonus points for class participation.

Handouts

The There will be class handouts for each lecture, summarizing the main points covered. The handouts of the course are typically available for download from ILIAS at least 24 hours before class.


Prof. Dr. Ulrich W. Thonemann



Behavioral Operations

Key Facts

Credits: 6 ECTS Contents

Behavioral operations management explores the interaction of human behaviors and operational systems and processes. Specifically, behavioral operations researchers are interested in identifying ways in which deviations from rational behaviors impact operational performance differently, and the ways in which operations policies (such as lean inventories) impact behavior. Behavioral operations…

is concerned with the design, implementation, ongoing management, and improvement of processes for transforming inputs into outputs of value for customers

seeks an improved understanding of the anomalies resulting from human deviations from normative theory

looks specifically at the “human variable” to explain breakdowns and failures of operations systems, as well as differences in performance that result from social, psychological, and cultural root causes

helps to understand and predict interactions between social and psychological variables on the one hand, and operations management policies and decisions on the other

Learning Objectives

Students … learn about the background of different behavioral theories and how they can be

transferred to Operations settings explore behavioral aspects in decision making analyze decision making in supply chain context learn about methods to test behavioral theories in supply chain problems make us of behavioral insights to design better supply chain models apply their knowledge through exercises and analyzes of different experimental studies

Grading

The course will count 6 credit points. The overall grades are determined as follows: 75% Exam 25% Class assignment: Hand in a written summary for a paper of reading list.


Dr. Michael Becker-Peth (office hours: Friday 3:00-4:00 pm, Room 227 in WiSo-Tower, Email: [email protected]) For more information, please see: http://www.scmms.uni-koeln.de/fileadmin/wiso_fak/scmms/lehre/SS2015/CourseDescription_Behavioral_Operations_20150120.pdf



Strategic Alliances and Networks

Key Facts

Credits: 6 ECTS Examination type: exam (60min); by handing in case summaries (see teaching

methods) students can obtain bonus points; active participation during lecture and tutorial is required

Content

Theories of strategic alliances Types of strategic alliances Design elements and factors of alliances Management of alliances Development of strategic alliances Governance of alliances

Learning Objectives

Strategic alliances and inter-firm networks play a key role in today's global economy. In a world characterized by global competition, rapid technological change, and intensified resource constraints, firms are increasingly using cooperative relationships with other organizations as an essential tool for achieving their overall strategic objectives. However, both large and small corporations are finding that successful "strategic alliances" are often difficult to achieve. This course focuses on identifying the key structures and processes required for the successful management and development of these cooperative modes of organization. A mix of both theoretical concepts and practical case studies will be used to develop strategic solutions. Teaching and Learning Methods

In the tutorial, theories and concepts learned in the lecture will be discussed in depth and illustrated via case studies. In order to assure active participation, students are expected to prepare the assigned case studies prior to each session. To illustrate proper preparation, students should hand in short summaries (350 words) of each case before the respective tutorial session. Every student will receive bonus points that will be added to the final exam score if she/he hands in the required number of individually composed case summaries before the respective sessions in which the cases are discussed. Responsible Faculty

Univ.-Prof. Dr. Dr. h.c. Werner Delfmann (Department of Business Policy and Logistics)



Business Projects

CEMS Business Project

Business Projects are consultancy projects carried out by a team of 4-5 international students. The students solve a real business problem jointly tutored by a company and an academic supervisor. The Faculty attaches great importance to offering challenging and diverse projects in close cooperation with companies. Priority is given first to the Business Projects proposed by CEMS corporate partners. The CEMS Business Projects have proven to be a very rewarding experience for students as well as for companies. The students are trained in practical and analytical skills, international team building and project management. Foreign students enjoy an unusual in-depth exposure to Germany-based companies and their current strategic challenges. As for the companies, they are offered the opportunity to benefit from the project results, to have contact with international student teams, to network with academia, to exchange ideas at a high intellectual level - and to get to know potential employees. Students acquire 15 credit points (ECTS).

Time Schedule

Kick-off date: April 10th 2015

Mid Term Presentations: 27th May 2015

Final presentations in Mid July 2015

Submission of the written Final Report: 31 July

Business Projects

Name Company

Online Food Retailing – Tackling the logistical challenge A.T. Kearney

Pushing NIVEA - Digital Employer Branding Beiersdorf

Talent Management Strategy – Competency Modelling for the Innovation Community

Henkel

Cause-related marketing or Social Brand Engagement initiative Henkel

Global Market Opportunities and Entry Strategies in Hair Color Category for Henkel Beauty Care

Henkel

New ways of recruiting with social media KONE

Omni Channel Payments in Germany Mastercard

An assessment of the Ashoka Globalizer program: Impact measurement, process optimization and knowledge creation

McKinsey & Ashoka

How to boost FMCG and OTC sales in the eCommerce world? Reckitt Benckiser

Economic cost assessment of present and future risks of corruption in climate financed

Transparency International

Success Factors of global deal makers in the digital space PricewaterhouseCoopers



Skill Seminars Definition

Skill Seminars are training seminars in practical skills, essential for students to kick-starting an effective professional career and fundamental in an international management environment. Small groups ensure an interactive dimension. Skill Seminars are offered in close cooperation with (CEMS) companies. Students have to attend four Skill Seminar days in total (2 ECTS) (1 day = 8 hours = 0.5 ECTS), of which at least two days must be in "Business Communication". Company training sessions or other practical external seminars can substitute CEMS Skill Seminars if validated by the home Academic Director. Skill Seminars

Name Date Location Company

Responsible Global Leadership Seminar

March 31st & April 1st University of Cologne Scott Nielson

Digital Consulting and Sales

tba tba Google

tbc P&G



Responsible Global Leadership (RGL)

Key Facts

Credits: 1 ECTS Timings: March 31st & April 1st 2015

Course description

Global leaders today, at all organizational levels, face a complex and rapidly changing environment. Responsible global leadership is the exercise of ethical, values-based leadership in the pursuit of economic and societal progress, and sustainable development. It requires the vision and courage to place decision making and management practice in a global context. The Responsible Global Leadership programme (RGL) is a two-day programme offered by the University of Cologne which brings together representatives from corporate and social CEMS partners, professors and students to examine, discuss, and work with these issues in an interactive, experiential learning environment. Topics in the course include understanding in the global business environment, responsible leadership behavior, corporate global responsibility and sustainable global business practices. The Seminar is taught by Scott Neilson, who has 30 years experience in global operations as well as in leadership development. The RGL Seminar brings together representatives from Corporate and/or Social partners, professors and students, for an experiential learning experience and provide application of ethical thinking to one or more management challenges. This programme is designed to reclaim the essentials of effective leadership by helping leaders understand their roles and responsibilities at the individual, the organization, and the industry/community levels. It is designed to help leaders understand the importance of earning the support of stakeholders in achieving business goals. The concept of needs and motivations is applied to stakeholder groups in actual business situations to help participants understand the different levels of needs and how to meet them, as a fundamental element of motivation. This concept is used to demonstrate how commitment to business goals among stakeholders is earned by continuously understanding and meeting the different levels of needs of those groups. Further, it demonstrates the power that progressively higher levels of commitment bring to an organization. These elements are essential to achieving goals and sustaining performance. The programme includes a detailed case study in which these concepts were applied with extraordinary results. Participants will have the opportunity to evaluate that business case, create their own plans for leading a business turnaround, and compare their plans with what actually occurred. The programme then concludes with a discussion of the most well researched global leadership assessment technologies and development tools. It includes a workshop activity utilizing a self-assessment leadership skills indicator through which participants gain insights about their own leadership skills, strengths and weaknesses, and learn how to begin the journey of leadership skill development The programme will take place at the University of Cologne on March 31st and April 1st from 9 a.m. to 6 p.m. in the Seminar building 106, Room S14.

Attendance at the Responsible Leadership Seminar is mandatory for all MIM students in Term 2 of their MIM year and any exception must be justified (e.g. illness via a medical certificate)

Credits and assessment: The RGL seminar is worth 1 ECTS credit. The is no assessment, but an individual leadership assessment report can be required

There are no prerequisites for the RGL seminar.



Learning Outcomes

The learning goals of the programme include:

Understanding the evolution of leadership theories and concepts as a foundation for anticipating future development.

Seeing business through the eyes of stakeholders and understanding how that affects leadership roles in responsible decision-making.

Learning to think of leadership as a process of analyzing situations, assessing the effects on stakeholders’ needs and motivations, and determining the appropriate leadership actions to meet their needs and maintain their motivation.

Discovering participants’ relative strengths and weaknesses in leadership skills and learning the fundamentals of skill development.



Cologne Specific Offer

Elective in Business and Economics in German Language

Course Description

All CEMS MIM courses are in English language. This option is to provide visiting CEMS students with a possibility to practice and improve their Business German in class. Therefore you have the possibility to choose one Master level course in Business Administration or Economics taught in German language and count it as the above named CEMS MIM elective. Course Administration

only for exchange students, not for UoC students any Master course in Business or Economics from UoC WiSo course offer course language is German

Additional Information

Please note: There is no central coordination/planning for such a course. Make sure schedule and organization go fine with the other CEMS requirements!

Research Paper Option – Advanced Seminars

Content

The following Advanced Seminars are proposed to prepare a paper, which can be accepted as CEMS Research Paper. For Cologne CEMS Students, these courses are accepted. Incoming CEMS students: Please have the seminar paper accepted by your home schools CEMS Academic Director. Please read the student guide for details. Seminars Offer Spring 2015

1005 1040 1083 1117 1123 1138

Controlling: Earnings Quality Advanced Seminar HRM Management CF Seminar: Firm Value: Earnings Forecasts & Cost of Capital Marketing: Empirical Brand & Market Research Marketing: “Marketing Engineering” Supply Chain Management: SC Games

6 6 6

6

6 6

Prof. Dr. Carsten Homburg Prof. Dr. Dirk Sliwka Prof. Dr. Dieter Hess Prof. Dr. Franziska Völckner Prof. Dr. Marc Fischer Dr. Knut Alicke



Open Elective - German Language Course -

Course Description:

In this course you can improve your general German language skills (Grammar, Listening Comprehension, Reading Skills, Writing, Speaking and Vocabulary). You will be able to receive Language skill Levels from A1 to C1, during the term also C2.

In order to participate in a certain class (> CEF A1) you have to pass a placement-test. Courses are offered in the pre-semester (advised for CEMS MIM) and during the term (not coordinated with WiSo/CEMS program):

I Presemester courses Total number of teaching units: 100 approximately Number of teaching units per week: 20 Duration of the courses: beginning of March to beginning of April

II Semester courses Total number of teaching units: 110 approximately Number of teaching units per week: 8 Duration of courses: mid-April to mid-July

CEMS Language (Exit) Requirement:

Accredited In-House language course elementary level – only for 3rd language. Or: Accredited in-House language course with at least B2 level for 2nd language Please have your home school confirm, additional rules may apply!

CEMS Open Elective ECTS:

6+ Elective ECTS can be awarded for the CEMS MIM. Accreditation to home Master degree are home school decision, please have your home school confirm!

Requirements in Order to Pass the Course:

a) Minimum 75% class-attendence b) Minimum „sufficient“ overall performance To receive a grade: Participate in the final exam or class test – if offered/applicable. In some cases, the class can only be passed/failed by no grade will be offered.

Course Administration

Pre-registration with UoC CEMS Program Management and personal registration on the first day are mandatory.

Complementary courses:

These courses focus on training specific skills such as reading comprehension, writing, speaking, listening comprehension, and grammar. Apart from courses focusing on certain skills there are also courses offered that deal with particular topics: German studies and history, Business German, German for students of law and German for medical students. The courses focusing on training particular skills are being offered for levels I-V or II-V, whereas the topic oriented courses are restricted to levels IV-V except for German studies and history.

Documents

UoC CEMS MIM - WiSo-Fakultät der Universität zu Köln€¦ · UoC CEMS MIM Catalogue Spring Term 2015 University of Cologne Faculty of Management, Economics and Social Sciences