• Students develop teamwork skills, which are supported by homework including presentation tasks
.
• Students are able to coordinate and work on tasks in a goal-oriented manner.
They deepen their knowledge of a current topic in cost management by applying common methods of scientific work and acquire sound specialist knowledge of the content.You will be able to present team results in a complex and demanding environment, defend your own points of view and argue from different stakeholder perspectives. You communicate in a technically sound and convincing manner to the target group and are empathetic at the same time. 2.2.2 Independence
• Students can develop a topic independently according to their personal abilities and structure it into practicable work tasks. By adopting an independent approach, they form conscious focal points that correspond to their inclinations, for which they are motivated and adopt an attitude.
They have the ability to understand Business Studies of various specialist functions in connection with cost management and controlling tasks in a decentralized and centralized manner.
• They are able to derive their own viewpoints and attitudes towards existing theories, models and experiences and defend them in critical discussions.

• Basic statements on cost management
• Overhead and fixed cost management
• Process cost management
• Process cost management
• Project cost management
• Product cost management

• Exam at the end of the semester 90 minutes

Coenenberg, A.G.; Fischer, T. M.; Günther, T.: Kostenrechnung und Kostenanalyse, aktuelle Auflage, Stuttgart

Fischer, T.; Möller, K.; Schutze, W.: Controlling - Grundlagen, Instrumente und Entwicklungsperspektiven, aktuelle Auflage, Stuttgart

Franz, K.-P.; Kajüter, P. (Hrsg.): Kostenmanagement. Wertsteigerung durch systematische Kostensteuerung, aktuelle Auflage, Stuttgart

Friedl, B.: Kostenmanagement, aktuelle Auflage, Stuttgart

Haberstock, L.: Kostenrechnung II. (Grenz-)Plankostenrechnung mit Fragen, Aufgaben und Lösungen. Bearbeitet von Volker Breithecker, aktuelle Auflage, Berlin

Hölzlwimmer, A.; Hahn, A.: Produktkosten-Controlling mit SAP, aktuelle Auflage, Bonn

Kajüter, P.: Proaktives Kostenmanagement. Konzeption und Realprofile, Wiesbaden

Weber, Jürgen; Schäfer, Utz: Einführung in das Controlling, aktuelle Auflage, Stuttgart

• know the latest state of knowledge on the application of models and approaches of scientific work in general and strategic management in particular,
apply instruments for planning, managing and controlling companies in a realistic and case study-based context,reflect critically on current management methods and models and experience their benefits and limitations depending on the context and scientific theory,are familiar with the methods of scientific research and empirical research as a component thereof and can collect, process and systematically analyze empirical data in a structured manner,know how to interpret qualitative information and quantitative data and derive suitable and conclusive recommendations.

• deal with complex and ambiguous decision-making situations,
decompose multi-layered problems into relevant sub-problems,systematically process unstructured information,
• supplement incomplete information with well-founded research and logically justifiable assumptions,
analyze conflicting objectives and make balanced decisions,apply the standards of scientific work with reference to a clearly defined question/task
• apply sophisticated quantitative instruments/tools for data analysis depending on specific framework conditions
.

• to work and cooperate in teams in a collaborative and results-oriented manner,
present interim reports and results professionally,
• discuss and further optimize critical approaches to solutions,
make and defend decisions in the face of incomplete information.

• The students can
• master and transform work or study contexts that are complex and unpredictable and require a new strategic approach,
reflect independently on the operational and strategic challenges of a company,deal confidently with the function-specific perspectives in the area of conflicting operational decisions and select suitable instruments for specific situations.

• Moderated case study discussions
• Group work and study projects as well as empirical analyses 
• Possibly guest lectures and excursions

• Written examination 
   (0% to 100% assessment share; determined at the beginning of the course)
• Case study / term paper / presentation / or similar
   (0% to 100% assessment share; to be determined at the beginning of the course)

Ausgewählte Fallstudien zu aktuellen Fragestellungen stellen neben den Basiskenntnissen zum wissenschaftlichen Arbeiten und einer anwendungsorientierten Forschung die Grundlagen für dieses Modul dar. Fallstudien werden von renommierten Anbietern, z. B. Harvard Business School, CASEM, CASE CENTRE (ECCH) bezogen und in die Lehrveranstaltung in geeigneter Form eingebunden.
 

Literatur zur Forschungsmethodik und zum wissenschaftlichen Arbeiten

Ellet, W.: Das Fallstudien-Handbuch der Harvard Business School Press. Business-Cases entwickeln und erfolgreich auswerten. Bern 2008

Esselborn-Krumbiegel, Helga: Richtig wissenschaftlich schreiben. Paderborn 2010

Göbel, Fabian: Case Study Approach. In: Schwaiger, Manfred und Anton Meyer (Hrsg.): Theorien und Methoden der Betriebswirtschaft. München 2009, S. 359-376

Heister, Werner und Dagmar Weßler-Poßberg: Studieren mit Erfolg: Wissenschaftliches Arbeiten. Stuttgart 2011

Helfrich, Hede: Wissenschaftstheorie für Betriebswirtschaftler. Wiesbaden 2016

Kahneman, Daniel: Thinking, fast and slow. London 2011

Karmasin, Matthias und Rainer Ribing: Die Gestaltung wissenschaftlicher Arbeiten. Wien 2006

Kirsch, Werner; David Seidl und Dominik van Aaken: Betriebswirtschaftliche Forschung. Stuttgart 2007

Knyphausen-Aufseß, Dodo zu: Theorie der strategischen Unternehmensführung: State of the art und neue Perspektiven. Wiesbaden 1995.

Kornmeier, Martin: Wissenschaftlich schreiben leicht gemacht für Bachelor, Master und Dissertation. 8. Auflage. Bern, Stuttgart, Wien 2018

Kornmeier, Martin: Wissenschaftstheorie und wissenschaftliches Arbeiten. Eine Einführung für Wirtschaftswissenschaftler. Heidelberg 2007

Meyer, Anton und Ursula Raffelt: Qualitative Forschung: Zwischen Wissenschaft und Kunst. In: Schwaiger, Manfred und Anton Meyer (Hrsg.): Theorien und Methoden der Betriebswirtschaft. München 2009, S. 317-338

Molinsky, Andrew: 3 Fähigkeiten, die jeder Manager im 21. Jahrhundert braucht. In: Harvard Business Manager 34. Jg. (2012), H. 5, S. 92-98

Schwaiger, Manfred und Anton Meyer (Hrsg.): Theorien und Methoden der Betriebs-wirtschaft. München 2009

Schwaiger, Manfred und Lorenz Zimmermann: Quantitative Forschung: Ein Überblick. In: Schwaiger, Manfred und Anton Meyer (Hrsg.): Theorien und Methoden der Betriebswirtschaft. München 2009, S. 419-437

Theissen, Manuel R.: Wissenschaftliches Arbeiten. Erfolgreich bei Bachelor- und Masterarbeit. 17. Auflage, München 2017

Vester, Frederic: Die Kunst vernetzt zu denken. Ideen und Werkzeuge für einen neuen Umgang mit Komplexität. Ein Bericht an den Club of Rome. München 1999

Vester, Frederic: Unsere Welt – ein vernetztes System. München 1983
 

Literatur zur Managementlehre

Bea, Franz X. und Jürgen Haas: Strategisches Management. 9. überarb. Aufl., Konstanz, München 2017

Büchler, Jan-Philipp: Strategie entwickeln, umsetzen und optimieren. Halbergmoos 2018

Büchler, Jan-Philipp und Sabine Quarg: Managementsimulation als korporativer Lernprozess zur Rationalitätssicherung. In: Planspiele – Erleben, was kommt. Bartschat, D.; Schwägele, S.; Trautwein, F.; Zürn, B. (Hrsg.), Books on Demand GmbH, Norderstedt 2014, ZMS-Schriftenreihe, Band 5, S. 33-68

Dillerup, Ralf und Roman Stoi: Unternehmensführung. 5. Aufl., München 2016

Freter, Hermann: Markt- und Kundensegmentierung. 2. Aufl., Stuttgart, 2008

Göbel, Elisabeth: Unternehmensführung und Moral. 2. Aufl., Tübingen 2017

Göbel, Elisabeth: Entscheidungstheorie. 2. Aufl., Stuttgart 2018

Göbel, Elisabeth: Unternehmensethik. Grundlagen und praktische Umsetzung. 5. Aufl., Stuttgart 2017

Hungenberg, Harald: Strategisches Management in Unternehmen. Ziele-Prozesse-Verfahren. 8. Aufl. Wiesbaden 2014

Jung, Rüdiger, Heinzen, Mareike und Sabine Quarg: Allgemeine Managementlehre. 7. Aufl., Berlin 2018

Macharzina, Klaus und Joachim Wolf: Unternehmensführung. 9. Auflage, Wiesbaden 2015

Malik, Fredmund: Strategie. 2. Aufl., Frankfurt am Main 2013

Müller-Stewens, Günter: Das Strategische Management als Disziplin – Meilensteine und Perspektiven seiner Entwicklung. In: Die Unternehmung 70. Jg. (2016) 4, S. 322-343

Müller-Stewens, Günter und Christoph Lechner: Strategisches Management. 5. Aufl., Stuttgart 2016

Schreyögg, Georg und Jochen Koch: Grundlagen des Managements. 3. Auflage, Wiesbaden 2014

Schreyögg, Georg, Koch, Jochen und Horst Steinmann: Grundlagen der Unternehmensführung. Funktionen, Fallstudien. 7. Auflage, Wiesbaden 2013

Welge, Martin K.; Al-Laham, Andreas und Marc Eulerich: Strategisches Management. Grundlagen – Prozess – Implementierung. 7., überarb. und erw. Auflage, Wiesbaden 2017
 

Fachzeitschriften und Datenbanken

Betriebswirtschaftliche Forschung und Praxis (BFuP)

Journal of Business Economics (JBE) (bis 2012 Zeitschrift für Betriebswirtschaft (ZfB))

Schmalenbachs Zeitschrift für betriebswirtschaftliche Forschung (ZfBF)

Harvard Business Manager

Harvard Business Review

M&A Review

WiSt – Wirtschaftswissenschaftliches Studium

Absatzwirtschaft

Beschaffung aktuell

Der Controller

Controlling

Datenbank Euromonitor

Datenbank Statista.com

u. a.

• know the most important and significant methods, instruments and concepts of strategic management and the strategy development process,
apply tools for analyzing and interpreting qualitative and quantitative data,know how to draw up a business plan and present and defend it in decision-making bodies.

• can analyze decision-making situations using subject-specific instruments and make professional recommendations on the application-oriented process of strategy development and implementation,
use qualitative and quantitative management tools for strategic analysis and strategy development,are able to identify and resolve critical areas of the strategy development and implementation process
• are also able to deal with strategic conflicts of interest and make recommendations on how to handle this situation

• deal with specific challenges in decision-making situations and conflict situations in the area of strategy and goal orientation,
to accompany and lead teams in the individual process steps of strategy development,prepare and present relevant information for various stakeholder groups

• develop, evaluate and implement strategy options for specific companies in selected markets,
develop strategy development and decision-making processes independently, even in the face of uncertainty and limited information
• Critically question business models and identify opportunities for optimization
.

This module focuses on application-oriented instruments, methods and concepts of strategic management. The focus is on references to the process phases of goal formation, strategic analysis consisting of company and environmental analysis, strategy selection and implementation as well as strategic control.

As part of the company analysis, the resource analysis, core competence management based on the VRIO approach and the value chain analysis based on a cost structure analysis, a comparative competitor analysis are taken into account in an application-oriented manner in order to derive a well-founded analysis of strengths and weaknesses.

The environmental analysis draws on the global environmental analysis (PESTEL analysis), the mega-trends to be considered, stakeholder management, the analysis of strategic groups and competitors, Porter's industry structure analysis, the technology life cycle and market segmentation approaches. The results of the environmental analysis are then used to identify opportunities and threats.

The results of the strategic analysis are summarized in a well-founded SWOT matrix in which both the results of the strengths and weaknesses analysis and the opportunities and threats from the environmental analysis are recorded. Based on this, targeted strategies are derived and recorded in the SWOT matrix. Various instruments of management theory are used - e.g. portfolio analyses (BCG portfolio, etc.), the product life cycle concept, the experience curve concept, the marketing mix, approaches for targeted market segmentation as well as the significant possibilities of strategy classifications (competitive strategies according to Porter, growth strategies according to Ansoff) and much more.
Building on this, important aspects of strategy implementation and strategic control as well as current new developments in the field of digital transformation and artificial intelligence will be addressed.

Particular attention will be paid to maintaining the company's ability to act and react in order to better deal with increasing complexity and uncertainty. In this respect, the requirements of modern strategic management and the handling of complexity are conveyed, for example, with the help of control systems (entrepreneurial navigation system according to Malik).

• Moderated practical examples and practice-oriented applications
• Group work
• Guest lectures and excursions, if applicable

• Written examination 
   (0% to 100% assessment share; determined at the beginning of the course)
• Homework / presentation / or similar
   (0% to 100% assessment share; to be determined at the beginning of the course)

Bea, Franz X.; Haas, Jürgen: Strategisches Management, Konstanz, München 2017

Büchler, Jan-Philipp: Strategie entwickeln, umsetzen und optimieren, Halbergmoos 2018

Büchler, Jan-Philipp; Quarg, Sabine: Managementsimulation als korporativer Lernprozess zur Rationalitätssicherung. In: Planspiele – Erleben, was kommt. Bartschat, D.; Schwägele, S.; Trautwein, F.; Zürn, B. (Hrsg.), Books on Demand GmbH, Norderstedt 2014, ZMS-Schriftenreihe, Band 5, S. 33-68

Dillerup, Ralf; Stoi, Roman: Unternehmensführung, München 2016

Freter, Hermann: Markt- und Kundensegmentierung, Stuttgart, 2008

Gausemeier, Jürgen; Plass, Christoph: Zukunftsorientierte Unternehmensgestaltung, 2014

Göbel, Elisabeth: Unternehmensführung und Moral, Tübingen 2017

Göbel, Elisabeth: Entscheidungstheorie, Stuttgart 2018

Göbel, Elisabeth: Unternehmensethik - Grundlagen und praktische Umsetzung, Stuttgart 2017

Hirt, Michael: Die wichtigsten Strategietools für Manager - mehr Orientierung für den Unternehmenserfolg, München 2015

Hungenberg, Harald: Strategisches Management in Unternehmen, Wiesbaden 2014

Johnson, Gerry; Whittington, Richard; Scholes, Kevan; Angwin, Duncan; Regnér, Patrick: Strategisches Management, Halbergmoos 2018

Jung, Rüdiger, Heinzen, Mareike und Sabine Quarg: Allgemeine Managementlehre, Berlin 2018

Kahneman, Daniel: Thinking, fast and slow. London 2011

Kerth, Klaus; Asum, Heiko; Stich, Volker: Die besten Strategietools in der Praxis, München 2015

Macharzina, Klaus; Wolf, Joachim: Unternehmensführung, Wiesbaden 2015

Malik, Fredmund: Strategie, Frankfurt am Main, 2013

Müller-Stewens, Günter: Das Strategische Management als Disziplin – Meilensteine und Perspektiven seiner Entwicklung; in: Die Unternehmung 70. Jg. (2016) 4, S. 322-343

Müller-Stewens, Günter; Lechner, Christoph: Strategisches Management, Stuttgart 2016

Simon, Hermann: Strategie-Notstand. In: Manager Magazin 30. Jg. (2000) 7, S. 113-114

Schreyögg, Georg; Koch, Jochen: Grundlagen des Managements, Wiesbaden 2014

Schreyögg, Georg; Koch, Jochen; Steinmann, Horst: Grundlagen der Unternehmensführung, Wiesbaden 2013

Schwenker, Burkhard / Dauner-Lieb, Barbara: Gute Strategie: Der Ungewissheit offensiv begegnen Eine neue Agenda strategischer Führung. Ort 2017

Welge, Martin K.; Al-Laham, Andreas; Eulerich, Marc: Strategisches Management, Wiesbaden 2017
 

Fachzeitschriften und Datenbanken

Betriebswirtschaftliche Forschung und Praxis (BFuP)

Journal of Business Economics (JBE) (bis 2012 Zeitschrift für Betriebswirtschaft (ZfB))

Schmalenbachs Zeitschrift für betriebswirtschaftliche Forschung (ZfBF)

Harvard Business Manager

Harvard Business Review

M&A Review

WiSt – Wirtschaftswissenschaftliches Studium

Absatzwirtschaft

Beschaffung aktuell

Der Controller

Controlling

Datenbank Euromonitor

Datenbank Statista.com

MarketLine

u. a.

• Principles and target systems of value-oriented corporate management
• Share and stakeholder value as reference values
• System of value-enhancing strategies for the company (including differentiation according to reference levels)
• Value drivers and value driver models
• Balanced scorecard as a comprehensive analysis and design concept
• Control and management variables of value-oriented corporate management (e.g. economic value added, operating profit, discounted cash flow): Concept, operationalization, meaningfulness and information requirements
• Consequences for the company's functional areas and fields of action (operational implementation of value-based management)
Role of corporate controlling as a management system
• Value-based incentive design in the company
• Process-related and structural perspectives of value-oriented corporate management
.

Seminar-style teaching with project work and case studies

• Semester-accompanying partial performance (50%)
• Exam (50%) (60 minutes)

Passed module exam and examination during the semester

M.A. Business Management, M.Sc. FACT, M.Sc. FACT - Controlling & Digitalization

Büchler, J. P. (2014): Strategie entwickeln, umsetzen und optimieren. München/Hallbergmoos, 2014

Coenenberg, A. G./Salfeld, R./Schultze, W. (2015): Wertorientierte Unternehmensführung, 3. Aufl., Stuttgart 2015.

Copeland, T./Koller, T./Murrin, J. (1998): Unternehmenswert. Methoden und Strategien für eine wertorientierte Unternehmensführung, 3. Auflage, Frankfurt/ Main 2002

Faix, A. (2019): Auswahl von Verfahren zur Wertbestimmung. Beitrag zur Umsetzung einer Wertorientierten Unternehmensführung, Arbeitspapier, Dortmund 2019 DOI: (10.13140/RG.2.2.34666.77764).

Firk, S./Wolff, M. (2018): Wertorientierung kann sich lohnen, in: Controlling & Management Review, Heft 2, 2018, S. 52 – 56.

Hahn D./Taylor, B. (2006): Strategische Unternehmungsplanung – Strategische Unternehmungsführung, 9. Aufl., Heidelberg, 2006

Herter, R. N. (1994): Unternehmenswertorientiertes Management, München 1994

Rappaport, A. (2006): Ten Ways to Create Shareholder Value, Harvard Business Review, Sept. 2006.

Stern, J. M./Shiely, J. S./Ross, I. (2001): The EVA Challenge, New York u.a. 2001

Stewart, G. B. (1999): The Quest for Value, 2. Aufl., New York, 1999

• The students have a broad and integrated knowledge of multivariate analysis methods/econometrics/data science including the mathematical foundations and practical applications.
• Students are familiar with model approaches from the above-mentioned areas for a variety of quantitative, business studies questions.

• Students are proficient in the advanced quantitative tools of multivariate analysis methods/econometrics/data science.
They can apply these methods to quantitative, Business Studies questions.
• You can use the relevant software (e.g. Excel, SPSS, R, Python) to solve such problems.
They are able to embed the results in the appropriate Business Studies context.

• Students develop teamwork skills by working together on tasks and case studies on the PC.
Students can present their solutions in a result- and application-oriented manner appropriate to the target group. 2.2.2 Independence
• Students can deal independently with complex work and study contexts and design them in line with requirements.
They can independently develop complex issues in group or individual work.They have the ability to assess the relevance of statistical problems in a Business Studies context and to independently develop solution concepts.

• Multivariate analysis methods/econometrics/data science
  multivariate linear regression analysis (incl. dummy variables), analysis of variance, discriminant analysis, contingency analysis (e.g. CHAID analysis), cluster analysis, factor analysis, time series analysis
• DV exercises on multivariate analysis methods/econometrics and data science
  Working on exercises and case studies on the PC with e.g. Excel, SPSS, R, Python

Auer, B.; Rottmann, H.: Statistik und Ökonometrie für Wirtschaftswissenschaftler, 3. Aufl., Heidelberg (Springer), 2014

Backhaus, K.; Erichson, B.; Plinke, W.; Weiber, R.: Multivariate Analysemethoden, 15. Aufl., Heidelberg (Springer), 2018

Backhaus, K.; Erichson, B.; Weiber; R.: Fortgeschrittene Multivariate Analysemethoden, 3. Aufl., Heidelberg (Springer), 2015

Bühl, A.: SPSS: Einführung in die moderne Datenanalyse ab SPSS 25, 16. Aufl., München (Pearson), 2018

Field, A.; Miles, J.; Field, Z.: Discovering Statistics Using R, London (SAGE Publications), 2012

Grus, J.: Einführung in Data Science: Grundprinzipien der Datenanalyse mit Python, Sebastopol (O'Reilly), 2016

Gujarati, D.: Econometrics by Example, 2. Aufl., London (Macmillan Education), 2014

Hochstädter, D.; Kaiser, U.: Varianz- und Kovarianzanalyse, Frankfurt a. M. (Verlag Harri Deutsch), 1988

Kabacoff, R.: R in Action: Data Analysis and Graphics with R, 2nd edition, Shelter Island (Manning Publications), 2015

Rudolf, M.; Müller, J.: Multivariate Verfahren, 2. Aufl., Göttingen (Hogrefe), 2012

Schlittgen, R.: Angewandte Zeitreihenanalyse mit R, 3. Aufl., Berlin (De Gruyter Oldenbourg), 2015

Steinhausen, D.; Langer K.: Clusteranalyse, Berlin (Walter de Gruyter), 1977

• Semester-accompanying partial performance (50 %)
• Exam (50%) (60 minutes)

Zur Wiederholung der Grundlagen der Rechnungslegung nach HGB: Breidenbach, Karin / Währisch, Michael: Buchhaltung und Jahresabschluss, De Gruyter 

Zur Veranstaltung:

Coenenberg, Adolf G. / Haller, Axel / Schultze, Wolfgang: Jahresabschluss und Jahresabschlussanalyse, Schäffer-Poeschel Verlag 

Heuser, Paul J. / Theile, Carsten: IFRS-Handbuch, Verlag Dr. Otto Schmidt KG

Pellens, Bernhard / Fülbier, Rolf Uwe / Gassen, Joachim: Internationale Rechnungslegung, Schäffer-Poeschel Verlag

Tanski, Joachim S., Rechnungslegung und Bilanztheorie, Oldenbourg 

HGB-Kommentare

IFRS-Kommentare

Fachzeitschriftenbeiträge

• Recognizing the relationship between risk and return
• Evaluating investment projects against the background of risk-adequate capital costs
• Identifying specific advantages and disadvantages of financing structures
• Determination of optimal project financing taking into account taxes and insolvency costs
• Application of specific project valuation methods

• Solving a practice-oriented case study independently

• Fundamental principles in corporate finance
• Risk and Return
• Cost of Capital (levered and unlevered Firm)
• Firm Value and Leverage
• Project Valuation
• Case studies on investment and financing decisions of companies

• Lecture with accompanying exercise
• The lecture is conducted in interaction with the students with blackboard writing and projection

• Exam (30 minutes) (30%) 
• as well as a term paper (max. 10 pages) and a presentation (max. 15 minutes) as part of the semester examination (70%)

• Exam (90 minutes) (100%)

Hillier, D. u.a. (2013): Corporate Finance, 2nd European Edition, New York (McGraw-Hill)
 

• describe and evaluate international environments faced by investors,
• apply the latest state of knowledge regarding the application of practical empirical models for asset allocation,
• interpret qualitative and quantitative data and present appropriate and coherent recommendations based on this.

• detect and identify risk on international markets based on macroeconomic analysis
• use data techniques to analyze market risks and outlooks
• apply sophisticated quantitative tools for data analysis in different economic settings

• lead and coordinate teams in a results-oriented fashion,
• present and prudently defend team results in a complex and demanding environment,
• improve cooperation among human resource in projects and organizations based upon appropriate policies and strategies

• work out independent projects and ideas and can do what is necessary to carry out a sustainable management initiative.

• Macroeconomic environment of capital markets
• International linkages between markets and economies
• Bond markets
• Stock markets
• International currency markets
• Diversification/International portfolio selection
• Projection of asset returns
• Practical models for asset allocation
• Examples of statistical models applied in asset allocation
• Examples of current comments and analysis of capital markets

• written exam (50%)
• presentation based on article (50%)

Mishkin, Frederic: „Economics of Money, Banking, and Financial Markets“

Krugman/Obstfeld/Melitz, „International Economics“

Cuthbertson, Nitzsche: „Quantitative Financial Economics“

Literature and papers cited in the lecture

• overview the importance of digital platforms and media for marketing and are familiar with current developments and trends
• understand the complexity and dynamics of the digital business environment and can analyze and evaluate these using selected methods
• have in-depth knowledge of the structure and revenue mechanisms of digital business models
• know and understand the process and core elements of developing a digital marketing strategy
• can apply and adapt the elements of the traditional marketing mix to the digital context
• understand which new forms of customer contact arise from digital platforms and media for relationship marketing  
know the functionality and potential of artificial intelligence (AI) and big data and can assess the associated key (data protection) legal and ethical aspects
• know how to use and evaluate KPIs and tools to measure the effectiveness of digital marketing measures

• explain the basics of digital marketing
• independently assess and reflect on the significance of digitalization for marketing management and the associated opportunities and challenges for companies
• evaluate the use of different marketing tools depending on the digital marketing strategy and select and successfully implement suitable tools
• apply learned concepts and methods of digital marketing management to real use cases
• use scientific findings as well as qualitative and quantitative research methods to analyze and evaluate problems of digital marketing from business practice  
prepare existing information and findings in a structured manner, translate them into concrete recommendations for action and present them in a target group-oriented manner

• work in groups on complex digital marketing issues in a collaborative and results-oriented manner
• include different perspectives and points of view in a decision-making process and deal with the resulting trade-offs as well as conflicts of objectives and opinions
• present and defend results in a professional and technically sound manner in a demanding environment
• Critically evaluate and discuss solutions and recommendations for action from other teams and develop them further together through appropriate and objective feedback

• adopt their own viewpoints and attitudes towards models and concepts and defend them in discussions
• apply acquired knowledge independently and in a solution-oriented manner to real use cases
• use scientific research work and methods to independently analyze and evaluate specific problems of real companies and derive well-founded recommendations for action

• Fundamentals of digital marketing management:  Terminology, meaning and trends
• Peculiarities of the digital micro and macro environment
• Digital business and revenue models
• Core elements and development process of a digital marketing strategy
• Digital product policy: innovation management, digital product design and digital brand management
• Digital pricing policy: special features of pricing digital products, innovative pricing models and strategies
• digital sales policy: digital sales channels, sales intermediaries and sales systems
• digital communication policy I: search engine marketing, affiliate marketing and display advertising
• Digital communication policy II: social media marketing, viral marketing and influencer marketing
• Online Relationship Marketing I: Permission Marketing and Loyalty Programs
• Online Relationship Marketing II: Personalization and targeting using AI and big data
• Monitoring and performance optimization of digital channels

• Lecture / seminar-style teaching to impart specialist and methodological knowledge, including best practices from corporate practice (e.g. in the form of guest lectures) 
• Self-study of the accompanying compulsory reading to deepen the content learned (in particular articles from scientific journals) 
• Solving case studies to apply and test the knowledge acquired   
• Dealing with specific problems of digital marketing management of a real or virtual company in groups with subsequent presentation of the results in written and oral form 

• Exam (50%), 60 minutes
• Presentation (50%), up to 20 minutes

• Exam (50%), 60 minutes
• Homework (50%), up to 15 pages

Basisliteratur

Chaffey, Dave; Ellis-Chadwick, Fiona (2019). Digital marketing: Strategy, implementation and practice. Pearson Education Limited.

Heinemann, Gerrit (2020). Der neue Online-Handel: Geschäftsmodelle, Geschäftssysteme und Benchmarks im E-Commerce. Springer-Verlag.

Kollmann, Tobias (2020). Digital Marketing: Grundlagen der Absatzpolitik in der Digitalen Wirtschaft. Verlag W. Kohlhammer.

Kotler, Philip; Kartajaya, Hermawan; Setiawan, Iwan (2017). Marketing 4.0: Moving from traditional to digital. John Wiley & Sons, Inc.

Meffert, Heribert; Burmann, Christoph; Kirchgeorg, Manfred, Eisenbeiß, Maik (2019). Marketing: Grundlagen marktorientierter Unternehmensführung, Konzepte – Instrumente – Praxisbeispiele. SpringerGabler.

Tuten, Tracy L. (2020). Principles of Marketing for a Digital Age. SAGE Publications Limited.
 

Weiterführende Literatur (Auswahl)

Dinner, Isaac M., Heerde van, Harald J.; Neslin, Scott A. (2014). Driving online and offline sales: The cross-channel effects of traditional, online display and paid search advertising, in: Journal of Marketing Research, 51. Jg., Nr. 5, S. 527-545.

Erevelles, Sunil; Fukawa, Nobuyuki; Swayne, Linda (2016). Big Data consumer analytics and the transformation of marketing, in: Journal of Business Research, 69. Jg., S. 897-904.

Kannan, P.K.; Kopalle, Praveen K. (2001). Dynamic pricing on the Internet: Importance and implications for consumer behavior, in: International Journal of Electronic Commerce, 5. Jg., S. 63-83.

Palmatier, Robert W.; Stern, Louis W.; El-Ansary, Adel I. (2016). Marketing channel strategy: An omni-channel approach. Routledge.

Palmatier, Robert W.; Steinhoff, Lena (2019). Relationship marketing in the digital age. Routledge.

Reto, Felix; Rauschnabel, Philipp A.; Hinsch, Chris (2017). Elements of strategic social media marketing: A holistic framework, in: Journal of Business Research, 70 Jg.; S. 118-126.

• explain the relevance of supply chain management and logistics in a globalized environment,
• describe sustainability, digitalization, and resilience as key strategies in modern supply chains,
• identify and explain the core tasks, processes, and key technologies in supply chain management and logistics,
• analyze the development phases and maturity of digital transformation in supply chains,
• evaluate the vision, opportunities, and underlying principles of sustainable supply chains,
• understand the necessity of change management in achieving and managing digital, sustainable supply chains.

• apply fundamental supply chain management concepts to real-world business scenarios,
• assess digitalization and sustainability strategies and their impact on supply chain processes,
• analyze the roles and interactions of stakeholders in supply chains,
• evaluate the risks, challenges, and opportunities of digitalization and sustainability for supply chains,
• assess the impact of digitalization on performance, costs, and sustainability using given scenarios and use cases,
• evaluate critical success factors, risks, and limitations of digitalized processes in supply chains,
• assess the suitability and maturity of core, maturing, and emerging technologies for digital and sustainable supply chains,
• analyze the impact of digitalization on risk management, supplier management, and sustainability,
• recommend appropriate tools and technologies for supply chain management in different business contexts,
• derive recommendations for required skills and capabilities of employees to successfully implement digital and sustainable supply chains.

• develop a critical perspective on digitalization and sustainability in supply chain management,
• effectively analyze and evaluate digital transformation and technology adoption in different supply chain use cases,
• navigate complex problem-solving in team-based environments,
• present, defend, and communicate their findings in a structured and professional manner,
• collaborate and contribute to team-based projects with a focus on supply chain innovations.

• manage and transform work and study contexts that require strategic and innovative approaches,
• critically reflect on operational challenges in supply chains within the context of digitalization and sustainability,
• work independently on projects and innovative solutions in the field of supply chain management,
• develop a long-term learning strategy to adapt to evolving challenges in digital and sustainable supply chains.

• Objectives, principles and perspectives of supply chain management
• Key tasks and processes in supply chain management and logistics
• Foundations of sustainability in SCM

• Automation, digitalization, Internet of Things, Industry 4.0
• Digital transformation and maturity
• Use cases and case studies

• Introduction to tasks in supply chain design and planning and their effect on sustainability
• Supply chain planning and information management
• Environmental assessment of transportation processes
• Data-driven supply chain design
• Sustainable supply chain design

• Lectures introducing concepts, methods and tools as well as practitioners' best practices
• Group work to practice concepts and methods, to develop skills and to work on case studies
• Homework to add individual contributions
• Presentations to communicate results in oral and written form

Successful completion of examination, presentation (individual / group)

M.A. Business Management

Batran, A.; Erben, A.; Schulz, R.; Sperl, F.: Procurement 4.0 – A survival guide in a digital, disruptive world, 1st Edition, Campus Verlag, Frankfurt, 2017.

Bowersox, D.; Closs, D.; Cooper, M. B.: Supply Chain Logistics Management, 5th Edition, McGraw-Hill, New York, 2020.

Chopra, S.; Meindl, P.: Supply Chain Management – Strategy, Planning And Operation, 6th Edition, Pearson, Halbergmoss, 2019.

Christopher, M.: Logistics & Supply Chain Management, Pearson, 6th Edition, 2023

European Association for Forwarding, Transport, Logistics and Customs Services (CLECAT): Calculating GHG emissions for freight forwarding and logistics services, Krefeld, 2012.

Kagermann, H.; Anderl, R.; Gausemeier, J.; Schuh, G.; Wahlster, W.: Industrie 4.0 in a Global Context – Strategies for Cooperating with International Partners (acatech STUDY), Herbert Utz Verlag, Munich, 2016.

Kuhn, A.; Hellingrath, B.: Supply Chain Management. Optimierte Zusammenarbeit in der Wertschöpfungskette. Springer, Berlin/Heidelberg, 2002.

Manners-Bell, J.; Lyon, K.: The Logistics and Supply Chain Innovation Handbook – Disruptive Technologies and New Business Models, 1st Edition, Kogan Page Ltd., London, 2019.

Martin, H.: Warehousing and Transportation Logistics, KoganPage, 2018.

O’Brien, J.: Supplier Relationship Management – Unlocking the Value in Your Supply Base, 2nd Edition, Kogan Page Ltd., London, 2018.

Parlings, M.; Cirullies, J.; Klingebiel, K.: A literature-based state of the art review on the identification and classification of supply chain design tasks. In: Disruptive supply network models in future industrial systems. Configuring for resilience and sustainability: 17th Cambridge International Manufacturing Symposium. Institute for Manufacturing, Cambridge, 2013.

Pfohl, H.-C.: Logistiksysteme – Betriebswirtschaftliche Grundlagen, 9. Auflage, Springer Verlag, Berlin/Heidelberg, 2018.

Schuh, G.; Anderl, R.; Gausemeier, J.; Hompel, M. ten; Wahlster, W: Industrie 4.0 Maturity Index – Managing the Digital Transformation of Companies (acatech STUDY), Herbert Utz Verlag, Munich, 2020.

Wagner, R. M. (Hg.): Industrie 4.0 für die Praxis – Mit realen Fallbeispielen aus mittelständischen Unternehmen und vielen umsetzbaren Tipps, Springer Gabler, Wiesbaden, 2018.

2.1 Professional competence
They are familiar with the German corporate constitution in terms of the business management framework and its economic implications. On this basis, students can classify and analyze complex entrepreneurial decisions with regard to the motives of those involved. They develop an understanding of the various factors influencing a decision and are able to assess these both from the perspective of the company and from the perspective of those directly affected. They are familiar with and can assess the influence of social developments on the legal framework of the corporate constitution in a first step as well as the action-relevant effects at company level.

They are familiar with the task, competence and responsibility of the bodies of a corporation (in particular a stock corporation) and the resulting scope for action for the actors. On this basis, students can also assess complex decision-making situations and describe their consequences. They can independently evaluate the options for action associated with entrepreneurial decisions with regard to legal, business and ethical criteria and develop different options for action on this basis.

2.1.1 Knowledge
Students understand the Anglo-Saxon concept of corporate governance with regard to the requirements it places on companies. They know the history of the associated discussion about "good" corporate management and monitoring and can derive the implications of the shareholder value approach and the stakeholder value approach.


They are familiar with basic economic approaches to explaining corporate governance, such as the principal-agent theory. They are familiar with the legal foundations of corporate governance in Germany. They will be able to differentiate between the German corporate constitution and its specifics in the international environment. They are familiar with the dual system of management board and supervisory board and the resulting special fields of action. Students will be able to interpret the respective interests of the actors involved in a contextualized manner and assess their significance for corporate policy and strategy, also using case studies.

They are aware of the specific information requirements of the supervisory board based on its monitoring mandate. They will be able to differentiate between the importance of internal and external accounting in satisfying its information requirements and identify the requirements for the functional areas of a company. The importance of the validity of information is understood and the requirements for the design in practice can be determined.

Students understand the lines of development of corporate governance and can classify current legislative projects in terms of their practical relevance. On the basis of current socio-political discussions, they can explain the implications for corporate governance and formulate proposals for their consideration within the framework of the corporate constitution.

2.1.2 Skills
Students are able to identify business management requirements on the basis of comprehensive legal principles. They can describe the intention of changes in the law and assess the implications for practice. They are able to transfer economic concepts (of the new institutional economics) to business management problems and assess the advantages and disadvantages of such an approach.

Students develop an understanding of the motivation of individuals as decision-makers in an organization and can draw conclusions for strategic and operational decisions. Already known business management concepts can be subjected to a differentiated assessment with regard to legal requirements, as a result of which, on the one hand, action requirements and, on the other hand, potential legal consequences for the acting actors can be derived. The current socio-political discussions within the field of corporate governance can be critically monitored and assessed with regard to their direction of development, so that requirements can be derived for the material information level of decision-makers in the entrepreneurial context.

2.2 Personal competencies
2.2.1 Social competence
Students develop a feel for the different motivations of the actors involved. They learn to critically reflect on their own understanding of the role of the company - and thus of the people acting in it - and to classify it in the context of corporate governance. In this respect, students also recognize the importance of (their own) social action and have the opportunity to reflect on their own behavior. They discuss their ideas regarding the responsibility of decision-makers and are able to assess the personal and social consequences of actions, both in relation to legal consequences and beyond.

2.2.2 Self-employment
Students will be able to independently analyze the economic effects of legal changes in the area of corporate constitution. They can examine the relevance of changes in the legal situation without the support of third parties and classify problems in practice on the basis of the legal situation. They are familiar with the independent use of various sources for a differentiated assessment of the implications for practice.