Management School St.Gallen

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

ENGLISH PROGRAMS 09

08.open seminars 09_english.indd 1 22.4.2009 11:26:05 Uhr


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



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

MANAGEMENT SCHOOL ST. GALLENMANAGEMENT SCHOOL ST. GALLEN

EXECUTIVE EDUCATIONEXECUTIVE EDUCATION

6 World Class, Made in St.Gallen 6 World Class, Made in St.Gallen 8 Quality Statement 8 Quality Statement10 Personal Coaching10 Personal Coaching12 English Programs12 English Programs

OPEN PROGRAMSOPEN PROGRAMS

LeadershipLeadership16 Advanced Leadership16 Advanced Leadership18 St.Gallen Leadership Program18 St.Gallen Leadership Program20 Intercultural Leadership20 Intercultural Leadership22 Personal Performance22 Personal Performance24 Negotiation and Rhetoric24 Negotiation and Rhetoric26 Managerial Effectiveness26 Managerial Effectiveness

ManagementManagement30 General Management for Entrepreneurs30 General Management for Entrepreneurs32 St.Gallen Management Training32 St.Gallen Management Training34 Strategy, Change & Process Management34 Strategy, Change & Process Management36 Strategic Marketing Management36 Strategic Marketing Management38 New Media Marketing38 New Media Marketing40 Financial Management40 Financial Management

INHOUSE PROGRAMS

42 Inhouse Programs42 Inhouse Programs44 ChangeDay44 ChangeDay46 Return on Education46 Return on Education48 Contact48 Contact


Stefanie Uhlenbrok

World Class, Made in St.Gallen


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


Quality StatementQuality Statement


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

Tailor-made rather than Tailor-made rather than mass-produced. mass-produced. The main thing for us is not what The main thing for us is not what our competitors are doing, but our competitors are doing, but how we can help bring you and how we can help bring you and your business forward.your business forward.

Human rather than technocratic. Human rather than technocratic. In St.In St.Gallen we prefer to think Gallen we prefer to think in terms of systems rather than in terms of systems rather than checklists – and in terms of a checklists – and in terms of a good balance between strategy, good balance between strategy, culture and processes. culture and processes.

Practical rather than theoretical.Practical rather than theoretical.We value dialog with the aca-We value dialog with the aca-demic world very highly. But the demic world very highly. But the most important thing will always most important thing will always be how to apply the insights be how to apply the insights to the day-to-day problems of to the day-to-day problems of business.business.

Innovation rather Innovation rather than repetition.than repetition.We don’t just talk about We don’t just talk about change. We aim to put it into change. We aim to put it into practice as systematically and practice as systematically and quickly as possible.quickly as possible.

Team players rather than Team players rather than individual all-rounders. individual all-rounders. We don’t want to do every-We don’t want to do every-thing ourselves – we want to thing ourselves – we want to do it right. That’s why we work do it right. That’s why we work with first-class partners from with first-class partners from the worlds of business and the worlds of business and research.research.


Personal Coaching


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

Coaching processTogether with one of our coaches you will define your objectives, strategy and con-crete approach. You then imple-ment your strategy with the help of tools, methodologies and know-how provided by your coach, reviewing and opti-mizing your progress in con-stant dialog.

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

Tools and methodologies Solutions-oriented, short-term advice Role playing Mental techniques Systemic coaching Organizational constellations Work with personality traits


English Programs


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


Leadership


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


Management School St.Gallenwww.mssg.ch

Understand power and share it: how executives can advance

their leadership skills by way of networked ideas, clear-cut

values, personal courage and fresh energy, and by doing so

implement business strategies successfully.

Today’s working environment is extremely complex, and its

cycles of change are getting shorter and shorter. The ability to

influence people, arouse their enthusiasm and to steer them

through a complex world and times of turbulent change is

called leadership. The aim is to empower people to think and

act independently and in alignment with the organization’s

vision and objectives. Leaders must continuously develop their

own leadership qualities to meet these ever-growing chal-

lenges. People with managerial responsibility gain effective-

ness and impact when they are familiar with the mechanisms

of complex, living systems. Based on this knowledge, leaders

can skillfully influence their environment and spheres of activity.

Target participantsTarget participantsManagers who have conscientiously

worked on improving their efficacy and

efficiency and want to stretch beyond.

Experienced managers in top positions

who carry profit responsibility for a com-

pany or organizational unit or managers

who have recently been promoted to a

managerial position and want to be as

effective as possible from the start.

Dates 2009Dates 2009

1. Schedule

August 31st – September 3rd,

Mannenbach

2. Schedule

November 10th – 13th,

Abtwil / St.Gallen

Program Fee | CHF 5,300.–

English Programs – Leadership


17

Management, control and leadership

Future-oriented management

requires an ever greater degree of

mastery over people and cultural

processes. As a leader you need the

following in order to meet these

challenges:

Ideas

Values

Courage

Energy

You also need the ability and mod-

esty to be led: by the market, by

specialists, by your own team. Lead-

ers must always translate: from the

market to the organization, from

the future to the present, from

themselves to others and vice versa.

This requires the ability to change

perspective.

Ideas: Networked thinking

and problem-solving

The basic principles of systematic and

networked thinking. The strategy of

strategy formation. Problem-solving,

creativity and thinking out of the

box. Integration of ideas.

Values: Leadership and personality

Valuable differences between people

and personality profiles. Impact of

own personality on working and

management style, communication

and team behavior. Ethics in leader-

ship. Personal and organizational core

values. Value system and self-esteem.

Blind spots.

Energy: Perception and assessment

Constructivism – the traps of percep-

tion: the personal frame of refer-

ence and its impact on perception,

assessment and communication. The

importance of clearly set goals for

motivation and assessment. Motiva-

tion or demotivation? Motivating and

coaching yourself and others.

Courage: Conflict resolution and risk

Constructive resolution of conflict:

changing your perspective and a

fundamental philosophy of appreci-

ation. De-escalation options. Giving

and receiving feedback. Open and

authentic communication. Coping

with responsibility. Constructive con-

flict resolution. Risk assessment, risk

tolerance and entrepreneurship.

Communication

Hierarchical communication. The ba-

sic principles of good communication,

I-messages, meta-communication.

Ways of winning others over to your

own position. Managing multina-

tional teams. Benefits and risks of

virtual communication. Methods and

processes.

Leading yourself

Managing yourself. Self-esteem and

health. Stress and work-life balance.

Life and career motives.

Leading teams

Efficient and constructive structur-

ing of teamwork. Impact of job

structuring on synergies and conflict

potential. The limits of teamwork.

Reducing decision-making risks.

Effective structuring of team meet-

ings. Team reviews.

Leading change

Love it, change it, or leave it …

The course and predictability of

change processes. Communica-

tion and management in the

various phases. Essentials of change

management.

Leading leaders

Good communication of objectives

and strategy. Developing account-

ability and self-determination.

Program ContentsProgram Contents



From action for action’s sake to successful leadership: how

executives and team leaders can achieve excellence through

self-management, communication and empowerment.

Distrust, incompetence and the inability to build genuine

human contact are the deplorable characteristics of many a

leadership situation. Managerial effectiveness goes hand in

hand with development of personality. As an executive, are

you seen as a “Lionheart” or a “Nero”? Do employees trust

their management team – and its competence – enough as to

entrust them with their most precious property, their loyalty?

Or is their “esteem” based on fear? Not until the fundamen-

tals of trust are thoroughly laid can the other tools illustrated

during this seminar take effect. This is when leadership fully

breaks through. A deep awareness of self, the modalities of

how you interact with others and your understanding of

the impact of your own behaviors determine the quality of

your leadership. True leadership leads to mutual inspiration

and motivation.

Target participantsTarget participantsExecutives and team leaders from differ-

ent hierarchical levels and areas who want

to hone their awareness of how they are

seen by and impact others, who want to

further enhance their individual and social

competence, and executives who want to

optimize the way they lead themselves.


1. Schedule

Part 1: September 21st – 24th, Lenzerheide

Part 2: October 20th – 23rd, Arbon




19


This program is based on years of

experiences and observations devel-

oped in collaboration with executives

at all organizational levels. Two ques-

tions are essential: what do successful

leaders do, and how do they do it?

Sharing these methods and practices

to build effectiveness, combined with

an efficient analysis of participants’

own leadership style, is at the core of

this program.

Overcoming knee-jerk

reactions – getting results

What constitutes effective leader-

ship actions? What are the drivers of

action or non-action in management?

How to use your own willpower to

move things in the desired direction.

How to encourage initiative, com-

mitment and staying power among

staff and managers. Fundamentals of

integral leadership.

Building personality

Self-perception vs. interpersonal per-

ception: “blind spots”. Leading self

as a prerequisite for leading others.

Determining the position: analysis of

strengths and weaknesses.

Achieving mental excellence

Managing self-motivation. Motiva-

tion and goals. Control of emotions.

Effective actions under pressure.

Honing awareness

Potential of own strength. Charac-

teristics and factors of personality

structure. Personality and leadership.

Using leadership of self to enhance

own performance. From effectiveness

to efficiency.

Leading through empowerment

Elements of the empowerment

process: goals, responsibilities,

delegation, competencies, resources,

self-regulation and self-motivation.

Communicating effectively, words,

voice, body language

Effective rhetoric. Nonverbal com-

munication. Synchronicity. Emotions

as carriers of key messages. Impact

of facial expressions, gesture, eye

contact and voice on the audience.

Solution-oriented negotiations

Win-win-oriented negotiations. Types

of argumentation and their impact.

The appropriate sequence of infor-

mation and argumentation. Leading

difficult conversations in a fair, con-

structive manner.

Conflict as opportunity

Using areas of conflict as an

opportunity. Broadening spectrum

of behaviors in conflict situations.

Techniques of skillful conflict

management.

Managing and leading

in change processes

How to plan, initiate and implement

change processes systematically.

What are the core factors of success

and failure?

Team players and teamwork

Key success factors for high perfor-

mance teams. Leading teams. Criteria

and phases of team development.

Useful tools for better teamwork. The

peculiarities of dealing with a mixed

team of people with different cultural

backgrounds.

Coaching and coaching skills

What are the characteristics of suc-

cessful coaching? The structure of

performance-oriented coaching

programs. Empowerment and coach-

ing as elements of a new leadership

culture.

Life and leadership balance

Four aspects of life: sense, career,

relationships and physique. Societal

value change: principles, tasks, tools

and responsibilities of effective

executives.



Different countries, different manners, different leadership:

how to understand yourself and others better when leading

internationally. How to succeed across cultures.

In times of global organizations and international workforces,

gaining intercultural competencies will become a crucial re-

quirement to succeed professionally. Leaders and project man-

agers mingle with customers, partners and employees who

expect fundamentally different outcomes from negotiations,

cooperation and leadership behavior, team processes and

human resource management. Being aware of these differ-

ences and handling them creatively often determines the

success or failure of foreign operations. Through applied exer-

cises, this training helps participants build awareness of their

own cultural imprinting. By means of many international case

studies the group reflects on how to collaborate with people

from other cultures.

Target participantsTarget participantsInternational leaders and employees who

are in constant contact with colleagues

and partners from foreign cultures or send

staff abroad; who want to analyze and im-

prove the impression they make and their

performance in the international context;

who want to understand their business

partners from other cultures better; who

want to gain intercultural competencies

for unlimited management success.


1. Schedule

November 30th – December 2nd,

Mannenbach




21

International teams

Being prepared for teamwork with

international colleagues requires

self-awareness and social awareness,

the ability to develop relationships

and understand different concepts of

time, written and oral communication

and conflict management.

International human

resource management

How can international staff be

integrated? What preparation do

employees need for operations

abroad? What should be borne

in mind in terms of expatriate

management, family support and

reintegration?

Negotiating internationally

How do you prepare for negotiating

with international partners? How do

argumentation, time management,

contracts and social appearance

differ? How can you handle these

differences and manage crises?

Leading internationally

How do you lead international staff,

at headquarters and at branches?

Despite different concepts of hierar-

chy and status, how can you live out

an authentic leadership style?

Educating internationally

How are culture and learning con-

nected? What factors are relevant for

designing organizational education

strategies (socialization, participa-

tion, motivation, identification, etc.)?

What cultural peculiarities persist

in the conception and didactics of

training?

Presenting internationally

What culturally specific expectations

and behavioral patterns affect the

audience? What is the ideal relation-

ship between information and enter-

tainment? How can the character

of the presentation (setting, length

of lecture, discussion) be ideally

matched to the cultural framework?

Applied learning

The topic is illustrated with applied

exercises and simulations in which

the participants’ individual problems

are treated.

Potential conflicts between

culture and behavior

How does culture form our values,

behavior, perception and communi-

cation? What does culture mean in

times of globalization?

Perceptions and stereotypes

How do self-perception and social

perception diverge? How can we

recognize the way we perceive more

consciously? How can you handle

your own and external stereotypes?

Different cultures, different ways

How do people from other cultures

act, what values and behavioral

patterns are “normal” for them,

and how do they work with that?

Concepts of time, understanding

of hierarchy and rules, relationship

management, individual and collec-

tivist concepts, verbal and nonverbal

communication.

Intercultural communication

How do different communication

cultures affect business life? What

is so fascinating about collaboration

with people from other countries?

When does it work out, when does

it fail?

Satisfied and successful on

an international level

International collaboration requires

respect, humor and a number of

useful strategies: listening actively,

meta-communication, changing per-

spectives, empathy and sometimes

showing tolerance in the face of

differences.




Self-image and projected image in harmony: how managers

can critically assess, systematically influence and selectively

employ their impact on staff and customers. Practice com-

muni cation through body language, the spoken word and

personal appeal.

Personal performance is to a large extent shaped by the dif-

ferent forms of interaction. Personal charisma has a differ-

ent impact on different groups of people. As a consequence,

individuals can only express themselves through their image,

culture, mimicry and intonation in a number of different

groups and assuming a multitude of roles, postures and

gestures. A manager does not simply have to accept how

others perceive him or her – he or she can actively influence

and steer these perceptions. Managers should reconcile the

expectations that the people they encounter place in them

and their role with their own personal qualities. The Personal

Performance program helps them to analyze and revise

well-worn behavior patterns and turns them into charismatic

leaders, even in exceptional situations.

Target participantsTarget participantsThe Personal Performance program is

tailor-made for employees who wish to

find out what impact their behavior has

on other people. It is targeted at manag-

ers from all industries who aspire to top

management positions or who repre-

sent their companies internally as well as

externally.


1. Schedule

November 17th – 19th, Arbon




23

Expression training: Body awareness

The first impression: your own and

other people’s image of you. Training

observation skills. How authenticity

is created: from the outside to the

inside and from the inside to the out-

side. Internal and external attitude.

Body language as a significant means

of communication.

Expression development:

The ABC of body language

Signaling superiority and inferiority,

status and authority. Recognizing and

exploiting individual preferences for

expression. Eliminating internal blocks

to effectiveness. Nonverbal “status

flexibility”. Coping with “power and

superiority” signals.

The art of effective speaking

Body language and energy flow. The

correct speaking, breathing and re-

laxation techniques. Resonance areas

and voice box. (Dialect-free) articula-

tion. Auditory perception: voice pac-

ing. Internal attitude to speaking and

expression. Dramatic impact of stress

patterns. Working with specific texts.

Improvisation and speed of reaction

Exercises to improve reaction and

quick-wittedness. Getting rid of

mental creativity blocks. Reacting to

and changing impulses. Coping with

“blind offers” smartly. Spontaneous

synchronization of silent scenes.

Role flexibility and scope

of expression

Own/other people’s perception:

the allocated “anti”-role. Analyzing

and utilizing the emotional scope of

a role. Going beyond the personal

limits of expression and developing

new facets. Coping with sudden

situational and role changes. Braving

the unknown.

Manners and etiquette

Tact and courteousness as a com-

munication skill. The most important

rules of good manners. Small

talk – the art of establishing con-

tact. European gastronomic culture.

Clothes and image.

Presence and portrayal skills

Increasing your personal impact and

charisma. Internal attitude towards

the audience. Timing. Pauses to in-

crease impact and anticipation. Creat-

ing and maintaining anticipation. The

power of short sentences. Entrance

and departure. Exercises to increase

presence. Clear and authentic ges-

tures and mimicry.

Storytelling

Keeping your audience fascinated.

Storytelling: what does telling a

story mean? Selection and impact of

stories. Timing and anticipation. The

fascination of metaphors. Addressing

the senses. Presentation tools.

Presentation and performance

Using your personal impact to con-

vince your audience. Entrance and

departure. Target group orientation.

Setup and structure. Drama/stress

patterns. Coping with blackouts.

Coping with stress during

difficult negotiations

Seating plans and their impact.

Keeping your distance. Body lan-

guage equivalent of “wavelengths.”

Breathing techniques to eliminate

stress. Coping with signals of power

and provocation. Coping with your

own and others’ emotions.

Communication and conflict

Coping with “difficult” dialogue part-

ners. Discussions: coping with disrup-

tive factors in a constructive man-

ner. Nonverbal conversation levels.

Identifying and managing individual

conflict behavior. Integrating verbal

and nonverbal skills. Personal impact

in different situations.

Convincing media appearance

Correct preparation. What to take

into account when speaking into

a microphone and camera. Body

language is stronger than verbal

language. Practicing statements.

Interviews. Live situations.




Using methodology and rhetoric for closing: how executives

and their staff can create a more successful internal and ex-

ternal negotiation process that enhances conscious planning,

argumentation and dialogue.

Executives face negotiation on a constant basis. Still, some

try to gain an advantage over their counterparts by haggling

or using other deceptive tactics. Successful negotiators and

facilitators, however, do not seek a quick or one-time gain.

Rather, they persuade their opponent and strengthen the

foundation for a lasting collaboration. When speaking in

public it is especially important for speakers to gear what they

are saying to their audience, to look convincing and to pres-

ent their argument in a clear and understandable manner.

The Negotiation and Rhetoric program covers ways to deal

with the negotiation power of your opponent and focuses on

techniques for speaking without notes, spontaneously creat-

ing visual images to illustrate what is being said and reacting

flexibly to objections. Special tools help mediate between

even the most opposing views, such as those of sales and

purchasing managers, with the aim of implementing solutions

that are acceptable to both parties.

Target participantsTarget participantsOur Negotiation and Rhetoric program

addresses executives and personnel who

would like to reassess, broaden or improve

their behavioral skills within the field of

negotiation, with either their internal or

external “client base”, and achieve the

best possible results while at the same

time advancing the relationship with the

negotiating party.


1. Schedule

November 23rd – 25th, Arbon




25

Understanding the mechanisms

of communication psychology

Considering the role of the receiver.

Psychological aspects of communi-

cation oriented towards the receiver.

Forms of communication within

the negotiation process

What matters most during negotia-

tion. The basic principles of a partner-

ship-driven approach to negotiation.

Open communication vs. closed

communication. One-sided vs. two-

sided communication.

Understanding the fundamentals

of negotiation

Negotiations: some practical defini-

tions. The ability to recognize nego-

tiating situations. The significance of

attitude towards disagreement and

conflicts.

The art of persuasive negotiation

How to deal with powerful opponents

and overcome the classic obstacle of

having the desire for success while

retaining the virtue of humanity. How

both sides can avoid the risk of los-

ing face.

Team negotiation requires

discipline, trust and training

Learn how to negotiate as a team.

Recognize the different personality

styles and roles of the negotiating

partners.

Recognizing and utilizing psycho-

logical factors and opportunities

of influence

Establishing a negotiation map that

outlines how to combine different

roles, interests and areas of influence.

Optimum preparation

Learn how to efficiently prepare

negotiations and focus on the

situation as well as your negotiating

partners. Methods for problem-

solving within the negotiation and

mediation process.

Concepts of argumentation and

cooperative negotiation

Argumentation techniques and their

effects. The appropriate progression

of information and argumentation.

Motives for decision-making, value

proposition, interest-based approach

vs. position.

The (psycho)logical dialogue

Questioning techniques, arguments

in dialogue and negotiation. Listening

skills, questioning, argumentation.

Implementation of decision-making

motives.

Logical aspects of argumentation

Genuine and spurious arguments.

The role of implied prerequisites and

their impact.

Integration of nonverbal

and verbal skills

Discovering individual, nonverbal

characteristics. Significance and

effects of mimicry. Gesture and voice,

outer appearance. Interplay in discus-

sions and speeches: achieving the

desired aim; gearing talks to the audi-

ence. Impact at the conference table.

Developing a personal style.

Dealing with objections

How to respond objectively, not

personally. How to react to unfair

arguments.

Linguistic tactics as a

means of control

How a speech moves from monolog

to dialog. Leading, seducing and

manipulating using words. Rhetoric

as a negotiation tactic in front of

large and small audiences.

Mastering closing techniques

Getting to the point, reinforcing

mutually defined solutions without

losing face. Reaching an agree-

ment for measures to be taken and

monitoring compliance.

Integrative strategies

Evaluation of negotiation results.

Developing a negotiation philosophy

to create win-win situations for both

parties involved. The principle of give

and take during the negotiation pro-

cess. The characteristics of successful

negotiation.

Planning and preparation

The building blocks of successful

negotiation. How to plan and prepare

for dialog. Negotiation strategies and

tactics.

Potential synergies

Utilizing potential synergies within

internal conflicts of interest, for either

the individual person or the entire

organization. How to assist your own

staff to achieve optimum negotiation

results.




Being a Manager is a profession without any formal

training – learn here how to manage complex challenges

effectively and still keep the personal life in balance.

What do effective managers do? In times of international

organizations and collaborations on the one hand and high

turnover rates on the other hand, managers search for ideas

and concepts to manage more effectively. Information and

knowledge are not only the most important resources in

the future but also a key issue of professional management.

Therefore reflecting on the leader’s role is important.

“Managerial Effectiveness“ shows the tools, tasks and prin-

ciples of effective management. These are oriented within the

program along the structural idea of the St.Gallen Manage-

ment Model. All combined with the knowledge about how to

organize your entire life besides the job as well. The overall

goal of the program is that managers know what to do to be

effective, how to do it and how to sustain their effectiveness.

Target participantsTarget participantsManagerial Effectiveness is designed for

experienced executives in divisions, de-

partments, units or branches of medium-

to big-sized companies; executives who

wish to improve their managerial effec-

tiveness and to take their management

skills to another level. It is also targeted at

managers recently promoted into a

managerial position who want to be as ef-

fective as possible from the start.


1. Schedule

October 5th – 7th, Arbon




27

Values

Values as the base of decisions.

Define your individual value system.

To which extent do values limit

tolerance or guide emotions?

Understanding leadership

There is no general recipe of an ideal

leader. What makes a leader effec-

tive? In what way can behavior be

learned? Leadership vs. management.

Output-focus instead of input-focus:

Diversity as an opportunity.

Leadership and personality

Self-assessment with a personality

preference profile: Becoming aware

of one’s own strengths and weak-

nesses. Further empowerment of

individual strengths. Awareness of

personal patterns and working styles.

Managing yourself

Trust yourself. Utilizing your trengths.

Rejecting opportunities without being

scared. Compensating weaknesses,

not eliminating them. Time and

self-management. Simplify your job.

Learn to delegate and to empower.

Contribution to the whole

The importance of holistic thinking.

Do you only have a job position or

do you contribute to the organiza-

tion? Where do you get your motiva-

tion from? Self-motivation instead of

being motivated.

Focus on results

Make results measurable and

comparable to investments made.

Correct and strategic benchmark-

ing. What are the key ratios? The

Decision-Making Process.

A manager’s tasks

Management by objectives. Define

SMART objectives. Distinguish

between personal and professional

objectives. The challenge of organiz-

ing. Cross-departmental work.

Working with employees

The importance of setting goals

for employees. Job design and

assignment control. Trust and control.

Creating a positive perception of

supervision. Management by excep-

tion and management by result.

People instead of employees

The organization as a learning envi-

ronment. Personal Appraisal with-

out standard profiles. How not to

under-challenge or over-challenge.

Communicating effectively

The essentials of communication.

Learning to watch and listen. Assertive

communication and non-aggressive

feedback. Turning conversations into

win-win situations.

The personal toolbox of a manager

Creating your own toolbox.

One-page-management in reports.

Meeting management. Building

teams taking different team roles in

consideration. Not to de-motivate

instead of to motivate. Systematic

abandonment and detoxification.

Boundaries of management

Dealing with stress: where do stress

and fears originate? What exactly are

burnout and boreout and how can

one deal with it? Seeing problems

as opportunities. Positive Thinking:

Inborn, learned or forced?



ManagementManagement


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



Advanced dynamic planning: how experienced executives

can get ready for the future with the help of fresh

impulses, state-of-the-art know-how and trailblazing

practical examples.

This practice-oriented training program introduces owners or

managers of mid-sized companies to methods and tools for

successfully positioning themselves while having to wrestle

with the conflicting approaches of cost-oriented growth and

specialization. They will learn how to define and analyze their

own company, the markets and their fellow competitors. With

the help of innovation management and project management

they will effectively apply strategies in practice. To lead their

staff to implementing strategies, they will learn and practice

sensitivity to psychological and communication processes. To

enable entrepreneurs to use the concepts introduced in class

in their daily management routine, the curriculum follows a

holistic approach: knowledge and skills, that are already tried

and tested, are combined with new material.

Target participantsTarget participantsGeneral Management for Entrepreneurs

is tailored to the upper management of

mid-sized companies. The program is

aimed at both owners or managers and

members of management with overall

responsibility in a largely autonomous

unit of the company who wish to improve

their management skills in a practice-

oriented training program.


1. Schedule

October 5th – 9th, Luzern


English Programs – Management


31

Integrated management

Demands on companies during times

of change. Integrated management

as a corporate challenge: gearing

business to employees, customers,

innovation and quality.

Strategic management

Analyzing the strategic status quo:

identifying relevant markets. The

tools and methods used in strategic

management. Characteristics of

strategic decisions. Developing a

specific corporate strategy and put-

ting it into practice.

Change management and

innovation management

What successful companies do differ-

ently: the art of change. The twelve

commandments of success. Effective

tools for leading change processes.

Innovation as a strategic competitive

factor for medium-sized companies.

Useful innovation management

methods.

The dynamics of an organization

Organizational development. Orga-

nizational and management struc-

tures. The dimensions of structuring.

Creating and shaping organizational

structures. The competitive advan-

tages of flexible structures. The

stages of corporate policy. Ownership

strategies and their effect on corpo-

rate culture.

Market and marketing

management for companies

Converting strategies into state-

of-the-art marketing concepts.

Successful marketing for medium-

sized companies: the critical factors.

Getting the strategic positioning

right in marketing and communica-

tions strategies.

Financial management

and controlling

Investment and financial policy. The

effects of strategies on financial man-

agement. Controlling at the strategic

and operational levels. Managing

mergers and acquisitions. Effective

funding strategies and dealing with

banks.

Finance and accounting

The instruments of financial

management. Key financial data as

a management instrument. Balance

sheet and profit and loss statement.

Managing liquidity. Budgeting and

reporting. Capital budgeting. Make

or buy?

Earnings management

and value management

Strategies for boosting earning

power. Bringing together strategic

and financial management.

Strategic alliance management

Strategies and methods for finding

the right partner. Taking strategic,

structural and cultural factors into

account when forming partnerships.

Quality management

Total quality management. ISO

norms and their implementation.

Human resources management

Raising efficiency by managing

human resources properly. The sig-

nificance of human resources and

the strategies and methods used.

Different approaches to personnel

development and staff promotion.

Mental and psychological

management methods

Raising efficiency using mental

approaches. Using psychological

techniques to increase energy.

Leadership

The difference between leadership

and management. Further empower-

ment of individual strengths. Leading

teams, leading leaders. How to foster

self-motivation of your people by

creating the suitable environment.

Managing diversity.




The modular approach to success: how three practical

modules can help executives enrich their management skills

and acquire the latest knowledge and tools.

The St.Gallen Management Training is designed especially for

middle and upper managers. In times of growing change, and

with so many tools available, it is a real challenge for manag-

ers at this level to get a full picture of what is going on. What

today’s business leaders need is efficient instruments enabling

them to analyze and manage the key areas of management

and clearly recognize the interdependencies between them.

Over the three modules of the St.Gallen Management Train-

ing, participants acquire essential management knowledge

and a set of efficient tools and business methodologies. To

clearly structure the many different management concepts

and methodologies and to help participants get a clear

overview, the program is built along the lines of the St.Gallen

Management Framework.

TTarget participantsarget participantsThe St.Gallen Management Training is

tailored to the requirements of manag-

ers at divisional, departmental, unit or

branch level. It is also geared to people

without a formal business background.

The program is an opportunity to acquire

the comprehensive core skills managers

need to do their job properly. The training

takes a practical, hands-on approach to

the content.


1. Schedule

Part 1: Sept. 30th – Oct. 2nd, Engelberg

Part 2: Nov. 2nd – 4th, Arbon

Part 3: Nov. 25th – 27th, Arbon




33


In the three modules of the St.Gallen

Management Training participants

acquire key management knowledge

and leadership know-how and a set

of effective tools to help them unfold

their true management potential.

The training follows the idea of the

St.Gallen Management Framework,

combining the various management

concepts and methodologies into a

coherent entity.

Module I

Leadership and personality

The persuasive communicator. Impor-

tance and conventions of communi-

cation. The most important principles

of perception. Constructive feedback.

Structuring conversations. Supporting

communication models. Subliminal

and nonverbal communication. Indi-

vidual charisma and effect.

Self-management

Leadership as an attitude: individual

value system, becoming aware of

patterns of interpretation. Analysis of

own behavioral patterns and pecu-

liarities. Flexibility when interacting

with totally different people. Tools for

self-management and self-coaching.

Human resources management:

Leading staff to success

Evaluating employees and identifying

potential. Discovering and developing

people with high potential. Ways of

motivating yourself and your staff.

Individualized motivation strategies.

Creativity techniques

Using creativity techniques. Precondi-

tions for creativity to unfold. The art

of analog thinking.

Personal energy management

Work-life balance. Individual goals

and visions. Individual energy bal-

ance. Setting the right priorities.

Conflict management

Basic attitudes for managing conflict

constructively. Causes and areas of

conflict and disturbance in teams

and organizations. The right moment

to intervene. Intervening to find a

solution.

Module II

Financial management

The concept of financial manage-

ment. How to read the balance sheet

and profit and loss statement cor-

rectly. Analyzing balance sheets and

profitability.

Return on investment

The correlation between profit and

invested capital.

Financial stability

Short- and mid-term finance require-

ments. The cash flow as a parameter

of return and liquidity. The concept of

free cash flow.

System of the management

result account

Structure of MRA by product groups,

markets, customers and strategic

business units.

Decision accounting and

responsibility accounting

Contribution margin analysis as a

form of decision and responsibility

accounting. Who is responsible for

what targets?

Module III

Professional management

The St.Gallen approach to integrated,

holistic management. What key

performance measurements are suc-

cessful managers geared to? What

are the interdependencies between

strategy, structure and culture?


Systematical and logical procedures

for developing business strategy,

business areas and functional strat-

egy. Structures and approaches

for managing strategic businesses.

Building core competencies.

Marketing management

Marketing’s essential contribution to

business performance. What must an

effective marketing concept contain?

From action planning to measuring

results.

The most important tools in

key account management

Everything you should know, from

interpreting customer value to MIS.



Coping with difficult market situations: how managers, team

and project leaders can establish more powerful strategies,

design organizational change more sustainably and organize

processes with greater efficiency.

Management is responsible for securing the future success

and thus the long-term economic viability of an organization.

This is a question of strategic conceptualization. Company-

specific strategies can be defined only between the poles of

strategy, structure, culture and processes. Besides the ability

to manage complexity, knowledge of the influencing fac-

tors of financial power, organizational structure and company

culture is absolutely essential. The quality of an organization’s

management is indicated by long-term results and success-

ful strategy implementation. It is not the vision itself that is

critical, but its realization and implementation. This seminar

follows a consistent approach: to impart knowledge, con-

cepts and tools which are already tried and tested and can be

directly put into practice.

Target participantsTarget participantsStrategy, Change and Process Manage-

ment is specifically aimed at managers

and project leaders, both staff and line,

who are significantly involved in strategy

and change processes, and at CEOs and

senior managers who will be increas-

ingly concerned with strategic issues in

the future.


1. Schedule

September 30th – October 2nd, Engelberg




35



Significance, meaning, philosophy

and implications of sustainability and

survivability of organizations.

Viable systems

The integrated St.Gallen Manage-

ment Framework and the model

of organizational cybernetics (Viable

System Model – VSM) as starting

points.

The organizational

navigation system

Different levels of strategic and

operational management. Evaluating

the life cycle of business models.

Developing and implementing

strategies effectively

The most important strategic analy-

sis tools and concepts. SWOT and

competitor analysis: concentration on

highly significant external and inter-

nal influencing factors and variables.

Requirements of a market-oriented

strategy: customer focus and market

position.

Establishing powerful strategic

business segments

Reducing market complexity and

establishing strategic business

segments. Ideal combination of

customer focus with available core

competencies. From outside-in and

inside-out perspectives to strategic

business segments.

Portfolio management

Developing a strategic portfolio on a

business segment level. Identifying

and assessing core factors of future

potential for success.

Methods and instruments

of strategy development

Evaluating strategic options, quan-

tifying strategy and resources for

balanced scorecard standards.

Managing successful start-up busi-

nesses and innovation strategies.

Alignment of structures

and processes according to

strategic challenges

Basic principles of strategy and

process design. Instruments for

designing and establishing structures.

Organizational development.

Project management.

Strategy implementation

Methods of successful strategy

implementation. Optimizing leader-

ship systems. Effective application

of balanced scorecard philosophy.

Strategic incentive schemes

Effective and efficient incentive

schemes for employees. Empower-

ment of employees.

Strategic controlling

Early-warning system. Management

information systems.

Change management

The entrepreneur as change agent.

Architecture of successful change

processes. Competent design and

steering of change processes. Estab-

lishing changes in the organizational

culture.

Leading change

Understanding basic principles

of change. Leading change more

effectively. Reasons for the success

and failure of change processes.

Winning people over and getting

them on board. What is important

and when? Leading processes vs.

consulting and supporting processes.

Accelerate change

Creating a sense of urgency. Working

with visions and management ratios.

Envisioning and pre-drawing the tar-

get state. Change leadership.



Succeeding in tough markets: how business managers and

senior staff can apply modern customer-oriented strategies

and instruments to succeed in a fast-moving and highly

competitive environment.

Short life cycles, stiffer competition and saturated markets

pose a particular challenge to today’s marketing professionals.

Strategic corporate management tools have become indis-

pensable in defining marketing concepts. An unequivocal

commitment to a corporate policy that is both driven by and

in sync with the needs of the market is one of the keys to

establishing long-term client relationships. A basic tenet of

this program is to systematically develop potential for success

into full-blown marketing strategies and to translate these

into actual market performance using state-of-the-art

marketing tools.

Target participantsTarget participantsStrategic Marketing Management is

specifically aimed at CEOs and senior

managers involved in marketing, and

marketing heads facing a growing need

for strategic solutions. The program is

geared to people whose work entails

taking or assuming responsibility for mar-

ket-led decisions. A basic knowledge of

marketing is required.


1. Schedule

September 14th – 16th, Abtwil / St.Gallen




37

Marketing philosophy

Customer benefit as a central cri-

terion of marketing. System-based

marketing management. Understand-

ing marketing as an integral entity.

The dynamics of marketing.

Marketing management today

Success factors. Alteration in con-

stants and recipients of benefit.

Constituent components: importance

of marketing. Potential areas of con-

flict. The pivotal significance of brand

articles.

Characteristics of different

marketing areas

Consumer and capital goods,

services.

Analytical tools in marketing

Sector and environment analysis.

SWOT analysis. Value-added chain

analysis. Life-cycle analysis. Product

life cycles and innovation manage-

ment.

Recent developments in

marketing research

Selection procedures and survey

methods. From product-based to

company-specific marketing. Key

account management.

Consumer behavior

Decision-making processes. Value

drivers for customers. Psychological

and sociological aspects. Purchase

decisions within organizations.

Strategic marketing

Basic principles of defining a market-

ing strategy. Integrating marketing

into corporate strategy. Modern

forms of strategic planning.

Marketing goal systems

Systems of goals in marketing.

Deriving marketing objectives from

corporate strategy. Developing a

uniform corporate vision.

Instrumental mix

Continuous development and exam-

ples of successful marketing mixes.

Product and brand policy

Product and range policy. Brand

management. Program structure.

Product launches. Product manage-

ment and pruning. Customer

service. Product and service quality.

Pricing and sales policy

Price theory, methods of setting and

fine-tuning prices. Scope and impact

of pricing strategies.

Distribution policy

Franchising as an intelligent form of

trading. Cooperation and concentra-

tion. Trade fairs. Logistics. Choice of

location. Total quality suppliers.

Communication policy and CD/CI

Essentials of marketing communica-

tion. Communication parameters.

Advertising. Media planning. New

media. Product design. Sales promo-

tion. PR work. Integrated communi-

cation management.

Human resources policy

Corporate identity and the role of

the employee. The significance of

internal and external customers for

marketing.

Marketing controlling

Controlling, auditing, early-warning

systems in marketing.

Specialized marketing

Direct marketing: pitches aimed at

specific target groups. Ecological

marketing as a strategic competitive

advantage. Digital marketing: social

networking, online communities, viral

marketing, Wikis, blogs and mobile

marketing.




Marketing is the most undervalued, misunderstood and

misused management discipline in many companies. It is

the marketing function, however, which is largely respon-

sible for building brand equity, driving innovation and

strengthening key elements that build a company’s reputa-

tion and share value.

Successful marketing in the 21st century requires a differ-

ent mindset. In a world which is moving and changing faster

than ever, companies need, more than ever, to understand

human nature and motivations. Executives at all levels need

to be open-minded, passionate and dedicated to creative

and innovative ways of engaging both existing customers

and potential customers in a dialogue. New Media Market-

ing addresses the changes in Marketing that business must

embrace to be relevant both within their own organizations

and in the markets at large. By changing the things that mar-

keting professionals do and how they do them, companies

can give Marketing both a focus and scope that will help

to leverage added value and competitive advantages. New

Media Marketing takes a unique consumer and creativity

driven approach to making Marketing both, relevant, timely

and success oriented.

Target participantsTarget participantsNew Media Marketing is designed for

hands-on senior executives responsible

for marketing decisions affecting policy

and innovation. Marketing Directors,

Division Heads, Group Brand Managers,

Communication Directors and executives

involved in R&D wanting to be the cut-

ting edge will benefit most from this two

day program. A good knowledge of mar-

keting procedure and operational experi-

ence is a prerequisite.


1. Schedule

October 12th – 13th, Luzern




39

Basic analytical tools in marketing

Using portfolio analysis and life cycle

analysis to look at the product range.

Understanding the concept of the

value chain.

Strategic marketing management

Principles defining a marketing strat-

egy. Employing strategic planning.

Strategy clips and success factors.

Trend enterprise 2.0.

Social media marketing in Web 2.0

Community Marketing Manage-

ment: From product management to

CMM including planning, goals and

realization.

Mega Trend digital marketing

One-to-one marketing as technologic

opportunity. Affiliate marketing and

searching for the right network. Mo-

bile marketing as a possibility.

Communication policy and planning

Choosing advertising objects. Defin-

ing advertisement goals. Finding

the target groups. Working with a

budget. Media selection. Designing

advertising means and message.

Search Engine-Marketing

SEO (Search Engine Optimization):

Importance of search engines and

how they function. On-page-opti-

mization vs. off-page-optimization.

Keyword-advertising and campaign-

optimization. Google as the most

important search engine.

Multi-channel marketing

Planning and organizing cross-media.

Combing traditional media and new

media.

Trends in Work and Life

Usage of the internet. From web 1.0

to web 2.0. Basics in Web-Design.

Communication forms in the internet.

Usability.

Target group

Is my target group online? Who does

my online-marketing today? Targets

groups in the internet: grey surfers

and digital natives. Psychological

aspects of consumer behavior and

brain-view.

Online marketing in Web 2.0

Basics and specialties of online mar-

keting. From concept to realization.

Tools for strategy implementation:

BSC. Strategic success factors.

Practical examples

Cross-media. Online advertisement.

Acquisition of new customers.

E-Mail-Marketing. Customer reten-

tion via mail. Measuring success.




Drive efficiency and profitability: learning to measure,

monitor, plan and achieve financial goals is key to growing

the success of a business.

Financial control of a company is a core element of modern

management. In times of an economic downturn, financial

strategy is the key to profit maximization opportunities.

Managers must constantly make relevant financial policy

decisions, which will ensure the company’s long-term finan-

cial stability and profitability. The following serve as a basis

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

statements, cash flow, free cash flow, financing portfolios,

cash management and professional financial engineering.

Financial Management for Executives gives an overview of the

essential aspects of financial control and is geared to results-

oriented managers who need to further their knowledge of

financial management.

Target participantsTarget participantsFinancial Management is tailored to man-

agers with a basic knowledge of financial

policy. The program is not only geared

toward board members, managers and

owners of mid-sized companies and

heads of business sectors or profit centers,

but also to young professionals who must

already make far-reaching financial

decisions.


1. Schedule

November 25th – 27th, Arbon




41

Financial strategies

Financial strategies and their incorpo-

ration in corporate strategy. Growth

strategies and their financial impacts.

Efficient financial engineering. Broad-

ening the product range and its effect

on cost structure. Outsourcing and

capital intensity. Core competencies

and the development of cash flow.

Can strategic options be funded?

Downsizing.

Financial instruments

The basics on balance sheets. Using

income statements and cash flow

statements.

Analyzing financial statements

Significance of the annual report.

Interpreting balance sheets and profit

and loss statements. How meaningful

are key performance indicators?

Management information systems

Analysis, planning and simulation.

Management reporting and business

performance measurement. Measur-

ing the performance of international

companies. What are the criteria

used and how meaningful are they?

Quality management and asset man-

agement.

Adding corporate value

Value-based management. Adding

value using the notion of shareholder

and stakeholder value. Targeted use

of value generators.

Valuing companies

Methods of measuring intrinsic value,

earning power and combinations.

Discounted cash flow analyses.

How meaningful is free cash flow?

The problem of valuation: the

bene fit principle. Prudent accounting

practices.

Mergers and acquisitions

Selecting a target. Procedures

when buying and selling. Staging a

management buyout. Investment

proposals. Make-or-buy decisions.

Consolidating financial management

Financing structures in holding and

group companies. Shareholder value

management.

Planning instruments

Cost management and management

accounting systems. Using the Flow-

of-Funds analysis as a management

tool. Controlling and business plan-

ning. Pricing decisions. Tools, liquidity

planning. Ways of managing liquidity.

International cash management.

Costing methods

Process costing methods. Target

costing methods and their implemen-

tation. Basic principles of life cycle

costing and fields of application.



Inhouse ProgramsInhouse Programs


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

Comprehensive offeringThe executive education offered by Management School St. Gal-len not only covers all the rele-vant issues and themes, but can be tailored precisely to your requirements – from knowledge transfer in specific areas to set-ting up and running corporate academies.

Pragmatic approach When organizations ask for support with internal manage-ment development, we work with them closely to plan, de-velop and implement targeted and practical measures to improve the quality of their management and leadership.

Expert advice, development and executionManagement School St. Gallen has the broad skills and expertiseto work closely with organi-zations to implement the devel-opment measures best suited to their requirements.

Proven concepts and methodologiesOur in-house programs build on many years of experience and tried and tested instruments that will help you be even more successful when times are good and (just as importantly) find the right responses when press-ing challenges arise.


ChangeDayChangeDay


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

A broad range of applicationsThe ChangeDay methodology has been applied successfully to change processes of all types, from team-specific innovation projects to global change initiatives.

www.changeday.comVisit our website for full details.

Get everyone involvedChangeDays start where most change initiatives fail to deliver, by using innovative tools and processes to connect feedback from hundreds of influencers.

Bring about lasting changeCustomized approaches and targeted staff development ensure that change objectives are translated into a navigable path with clear milestones.


Return on EducationReturn on Education


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

“Only you” rather than “me too”Bespoke in-house programs have a direct impact in terms of executing your strategy.

A tradition of business excellenceYou benefit from our wealth of experience in the practical appli cation of the highly influ-ential St. Gallen Management Framework.

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

Practical and theoretical leadershipYou are assured exclusive access to leading academic and business experts.

From knowledge transfer to successful dialogNew types of convention strengthen your relationships with customers and other stakeholders.


Management School St.Gallen seminars are deliberately small scale.

We carefully assess all registrations to ensure that participants are well

matched, and as far as possible put together groups of people with

similar backgrounds and expectations from a balanced mix of industries

and areas of work. This ensures everyone derives the maximum benefit,

and facilitates a lively and enriching exchange of views and ideas.

This catalog contains details of the content and target participants of each

of the different program modules. If you have any questions or are not

sure which module best fits your needs, please do not hesitate to contact

us. We will be glad to advise.

You will receive an invoice for the seminar along with confirmation of your

registration. Since the ambience is important for our seminars, we choose

venues in pleasant surroundings and premium hotels. We kindly ask you to

pay all costs for board and lodging yourself directly at the hotel.

We look forward to meeting you in person!

Have we managed to whet your appetite? Are you hungry for

knowledge, new points of reference and fresh ideas in your

work as a manager? Take this opportunity to step out of your

daily routine and let our experts help you look at where you

stand now, and how you can get to where you want to be –

both professionally and personally. It’s a great investment in

yourself and your future!

What can I expect?What can I expect?

Need advice?Need advice?

What is included?What is included?


49

Last name

First name

Job title

Department

Company

Street address

ZIP / City

Country

Telephone

Fax

E-mail

Number of employees

Date / signature

Title of seminar

Date of seminar

Title of seminar

Date of seminar

In which management seminar would you like

to participate?

Please send by fax or e-mail

[email protected]

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

Management School St.Gallen

St.Leonhardstrasse 7, CH-9001 St.Gallen, SwitzerlandPhone (41) 071 222 51 53, Fax (41) 071 222 51 [email protected] | www.mssg.ch | www.changeday.com

04.09



Management School St.Gallen | St.Leonhardstrasse 7 | CH-9001 St.Gallen, Switzerland | [email protected] | www.mssg.ch

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