Module Description

Module: Business & Management

Courses:

TitleTypeHrs/WeekPeriod
Business Model Generation & Green TechnologiesSeminar2Winter Semester
Corporate Entrepreneurship & Green InnovationSeminar2Summer Semester
Customer Driven Innovation - A Project Based Practical SeminarSeminar2Summer Semester
E-CommerceLecture2Winter Semester
Empirical Business Research MethodsLecture2Summer Semester
Entrepreneurial ManagementLecture2Winter Semester
Innovation DebatesProject-/problem-based Learning2Winter Semester
Innovation ManagementLecture2Summer Semester
Intellectual PropertyLecture2Winter Semester
Internationalization StrategiesProject-/problem-based Learning2Summer Semester
Key Aspects of Patent LawSeminar2Summer Semester
Labour LawLecture2Summer Semester
Management and LeadershipLecture2Summer Semester
Management ConsultingLecture2Summer Semester
Managment of Trust and ReputationSeminar2Summer Semester
MarketingLecture2Winter Semester
Mobility in a Digital FutureSeminar2Summer Semester
Project and process managementSeminar2Summer Semester
Project ManagementLecture2Winter Semester
Project Management in Industrial PracticeLecture2Winter Semester
Public and Constitutional LawLecture2Summer and Winter Semester
Startup EngineeringSeminar2Winter Semester
Startup Engineering ProjectProject-/problem-based Learning2Winter Semester
Strategien und Instrumente des Online MarketingLecture2Summer Semester

Module Responsibility:

Prof. Matthias Meyer

Admission Requirements:

None

Recommended Previous Knowledge:

None

Educational Objectives:

Professional Competence

Theoretical Knowledge
  • Students are able to find their way around selected special areas of management within the scope of business management.
  • Students are able to explain basic theories, categories, and models in selected special areas of business management.
  • Students are able to interrelate technical and management knowledge.
Capabilities
  • Students are able to apply basic methods in selected areas of business management.
  • Students are able to explain and give reasons for decision proposals on practical issues in areas of business management.

Personal Competence

Social Competence
  • Students are able to communicate in small interdisciplinary groups and to jointly develop solutions for complex problems

Autonomy
  • Students are capable of acquiring necessary knowledge independently by means of research and preparation of material.

ECTS-Credit Points Module:

6 ECTS

Workload in Hours:

Independent Study Time: 96, Study Time in Lecture: 84


Course: Business Model Generation & Green Technologies (Seminar)

Lecturer:

Michael Prange

Language:

English

Period:

Winter Semester

Content:

  • Overview about Green Technologies
  • Introduction to Business Model Generation
  • Business model patterns
  • Design techniques for business ideas
  • Strategy development
  • Value proposition architecture
  • Business plan and financing
  • Component‐based foundations
  • Lean Entrepreneurship

Based on examples and case studies primarily in the field of green technologies, students learn the basics of
Business Model Generation and will be able to develop business models and to evaluate start‐up projects.

Literature:

Präsentationsfolien, Beispiele und Fallstudien aus der Vorlesung

Presentation slides, examples and case studies from the lecture

Examination:

Written exam

ECTS-Credit Points Course:

2 ECTS


Course: Corporate Entrepreneurship & Green Innovation (Seminar)

Lecturer:

Michael Prange

Language:

English

Period:

Summer Semester

Content:

  • Overview about Green Innovation
  • Introduction to Corporate Entrepreneurship
  • Entrepreneurial thinking in established companies
  • Entrepreneurs and managers
  • Strategic innovation processes
  • Corporate Venturing
  • Product Service Systems
  • Open Innovation
  • User Innovation

Based on examples and case studies primarily in the field of green innovation, students learn the basics of
corporate entrepreneurship and will be able to implement entrepreneurial thinking in established companies and
to describe strategic innovation processes.

Literature:

Präsentationsfolien, Beispiele und Fallstudien aus der Vorlesung

Presentation slides, examples and case studies from the lecture

Examination:

Written exam

ECTS-Credit Points Course:

2 ECTS


Course: Customer Driven Innovation - A Project Based Practical Seminar (Seminar)

Language:

German

Period:

Summer Semester

Content:

Much innovations fail because they are not really relevant to customers and did not fulfil their needs. Yet finding out what peoples’ real needs are is not a trivial task. Customer driven innovation is an approach to develop new and more relevant products, services or business strategies based on a deep understanding of behaviour and unmet needs of users, consumers or customers. It applies methods and techniques from the social sciences, humanities and from design to business problems. Resulting solutions are supposed to be not just relevant but also new and original.

The course is a „Praxisseminar“, where participants will work on a real project for a partner company as client, covering all the steps from the brief to problem definition, field research, analysis to the development of innovative solutions. The seminar thus answers the following questions: What is customer driven innovation? What makes the approach interesting and successful? How can it be applied productively to solve real business problems? What type of results can be expected?

The course is labor-intensive - the willingness to actively get engaged in the topic beyond the reading of texts is mandatory.  Due to the requirements of project work the course will be offered in six installments or blocs („Blockseminar“).

Examination:

Subject theoretical and practical work

ECTS-Credit Points Course:

2 ECTS


Course: E-Commerce (Lecture)

Lecturer:

Michael Ceyp

Language:

German

Period:

Winter Semester

Content:

This lectures starts with an overview about the broad field of e-commerce. Then the relevant e-commerce systems, processes and management tasks are explained and discussed. Afterwards necessary online marketing instruments and their strength and weaknesses are defined to get traffic to an e-commerce shop.  This lectures closes with a description of necessary steps for the e-commerce-implementation.

Literature:

Ceyp, M., Scupin, J-P. (2013), Erfolgreiches Social Media Marketing - Konzepte und Maßnahmen, Wiesbaden.

Fritz, W. (2004): Internet-Marketing und Electronic Commerce - Grundlagen-Rahmenbedingungen-Instrumente. 3. Aufl., Wiesbaden.

Heinemann, G. (2014), Der neue Online-Handel - Geschäftsmodell und Kanalexzellenz im E-Commerce, 5. Aufl, Wiesbaden.

Heinemann, G., (2012) Der neue Mobile-Commerce - Erfolgsfaktoren und Best Practices, Wiesbaden.

Kollmann, T. (2013): E-Business, 5. Aufl., Berlin.

Kreutzer, R. (2012), Praxisorientiertes Online-Marketing , Wiesbaden.

Meier, A./ Stormer, H.(2012): eBusiness &eCommerce - Management der digitalen Wertschöpfungskette, 3. Aufl., Berlin / Heidelberg.

Schwarze, J. (Hrsg) (2002): Electronic Commerce - Grundlagen und praktische Umsetzung, Herne /Berlin.

Wirtz, B.W.(2013): Electronic Business, 4. Aufl., Wiesbaden.

Examination:

Written exam

ECTS-Credit Points Course:

2 ECTS


Course: Empirical Business Research Methods (Lecture)

Lecturer:

Katrin Reber

Language:

English

Period:

Summer Semester

Content:

Understanding how<br>research works is essential for both students and practitioner of management.<br>The business research process comprises idea and theory development, problem<br>definition, the search for information, collecting and analyzing data,<br>interpreting and communicating outcomes and their implications. Information<br>needs to be accurate, objective and reliable to become a foundation of<br>managerial decision making.

Literature:

  • Keller, G. Managerial Statistics 9th International Edition (hieraus würde ich auch die ein oder andere Übungsaufgabe nehmen)
  • ISBN10: 1111534632
  • Keller, G. Statistics for Management and Economics, 10th ed
  • ISBN10: 1285425456 
  • allgemein für BRM: Cooper, D.,  Blumberg, B., Schindler, P. Business Research Methods, 4th Edition

Examination:

Written exam

ECTS-Credit Points Course:

2 ECTS


Course: Entrepreneurial Management (Lecture)

Language:

English

Period:

Winter Semester

Content:

Important note: This course is part of an 6 ECTS module consisting of the three courses "Startup Engineering", "Startup Engineering Project" and "Entrepreneurship Management", which have to be taken together in one semester.

Startups are temporary, team-based organizations, which can form both within and outside of established companies, to pursue one central objective: taking a new venture idea to market by designing a business model that can be scaled to a full-grown company. In this course, students will form startup teams around self-selected ideas and run through the process just like real startups would do in the first three months of intensive work. Startup Engineering takes an incremental and iterative approach, in that it favors variety and alternatives over one detailed, linear five-year business plan to reach steady state operations. From a problem solving and systems thinking perspective, student teams create different possible versions of a new venture and alternative hypotheses about value creation for customers and value capture vis-à-vis competitors. To test critical hypotheses early on, student teams engage in an evidence-based, experimental trial-and-error learning process that measures real progress.
Upon completion of this course, students will be able to:
· Apply a modern innovation toolkit relevant in both the corporate & startup world
· Analyze given business opportunities in terms of its constituent elements
· Design new business models by gathering and combining relevant ideas, facts and information 
· Evaluate business opportunities and derive judgment about next steps & decisions
Course language is English, but participants can decide to give their graded presentations in German. Students are invited to apply to this course module already with a startup idea and/ or team, but this is not a requirement! We will form teams and ideas in the beginning of the course. Class meetings have alternate intervals of lecture inputs, teamwork, mentoring, and peer feedback. Attendance is mandatory for at least 80% of class time due to large proportion of teamwork sessions.
Student teams give three presentations and submit them with backup analyses. Grading scheme:
· Startup discovery presentation after 5 weeks: 30%
· Startup validation presentation after 10 weeks: 30%
· Final startup pitches after 13 weeks: 40%

Literature:

• Blank, S. & Dorf, B. (2012). The startup owner's manual.
• Gans, J. & Stern, S. (2016). Entrepreneurial Strategy.
• Osterwalder, A. & Yves, P. (2010). Business model generation.
• Maurya, A. (2012). Running lean: Iterate from plan A to a plan that works.
• Maurya, A. (2016). Scaling lean: Mastering the Key Metrics for Startup Growth.
• Wilcox, J. (2016). FOCUS Framework: How to Find Product-Market Fit.

Examination:

Presentation

ECTS-Credit Points Course:

2 ECTS


Course: Innovation Debates (Project-/problem-based Learning)

Lecturer:

Daniel Ehls

Language:

English

Period:

Winter Semester

Content:

Scientific knowledge grows continuously but also experiences certain alignments over time. For example, early cultures had the believe of a flat earth while latest research has a spherical earth model. Also in social science and business management, from time to time certain concepts that have even been the predominant paradigm are challenged by new observations and models. Consequently, certain controversies emerge and build the base for advancing theory and managerial practice. With this lecture, we put ourselves in the middle of heated debates for informed academics and practitioners of the day after tomorrow.

The lecture targets several controversies in the domain of technology strategy and innovation management. By the classical academic method and the novel problem based learning format of a structured discussion, a given controversy is scrutinized. On selected topics, students will discuss a dispute and gain a thorough understanding. Specifically, based on a brief introduction of a motion, a affirmative constructive as well as a negative constructive is presented by two different student groups. Each presentation is followed by a response of the other group and questions from the class. Topics range from latest theories and concepts for value capture, to the importance of operating within a global marketplace, to cutting edge approaches for innovation stimulation and technology management. Consequently, this lecture deepens the knowledge in technology strategy and innovation management (TIM), enables a critical thinking and thought leadership.

Literature:

1.       Course notes and materials provided before the lecture

2.       Leiblein/ Ziedonis (2011): Technology Strategy and innovation management. Edward Elgar Publishing Ltd (optional)

Examination:

Written elaboration

ECTS-Credit Points Course:

2 ECTS


Course: Innovation Management (Lecture)

Lecturer:

Cornelius Herstatt

Language:

German & English

Period:

Summer Semester

Content:

Innovation is key to corporate growth and sustainibility. In this lecture Prof. Herstatt presents a systematic way from generating ideas to the successful implementation of innovations. The lecture is presented in German language only

Literature:

  • Goffin, K., Herstatt, C. and Mitchell, R. (2009): Innovationsmanagement: Strategie und effektive Umsetzung von Innovationsprozessen mit dem Pentathlon-Prinzip, München: Finanzbuch Verlag
    Weiterführende Literatur
  • Innovationsmanagement
    Juergen Hauschildt
  • F + E Management
    Specht, G. / Beckmann, Chr.
  • Management der frühen Innovationsphasen
    Cornelius Herstatt, Birgit Verworn
    (im TUHH-Intranet auch als E-Book verfügbar)
  • Bringing Technology and Innovation Into the Boardroom
  • weitere Literaturempfehlungen auf Anfrage

Examination:

Written exam

ECTS-Credit Points Course:

2 ECTS


Course: Intellectual Property (Lecture)

Lecturers:

Cathérine Elkemann, Lea Steidle

Language:

German

Period:

Winter Semester

Content:

  • Trademark law
  • Copyright
  • Patent law
  • Know-how, supplementary performance protection, et al.
  • Enforcement of intellectual property rights
  • Licensing of intellectual property rights
  • Hypothecation, security assignment and evaluation of intellectual property rights

Literature:

Quellen und Materialen wird im Internet zur Verfügung gestellt

Examination:

Written exam

ECTS-Credit Points Course:

2 ECTS


Course: Internationalization Strategies (Project-/problem-based Learning)

Lecturer:

Thomas Wrona

Language:

English

Period:

Summer Semester

Content:

  • Introduction
  • Internationalization of markets
  • Measuring internationalization of firms
  • Target market strategies
  • Market entry strategies
  • Timing strategies
  • Allocation strategies
  • Working in small teams on close-to-reality problems based on presented theories
  • Paper writing on developed solution to the given problem/project e.g. market attractiveness analysis; development of market entry strategy for a hypothetical product in a given region

Literature:

  • Bartlett/Ghoshal (2002): Managing Across Borders, The Transnational Solution, 2nd edition, Boston
  • Buckley, P.J./Ghauri, P.N. (1998), The Internationalization of the Firm, 2nd edition
  • Czinkota, Ronkainen, Moffett, Marinova, Marinov (2009), International Business, Hoboken
  • Dunning, J.H. (1993), The Globalization of Business: The Challenge of the 1990s, London
  • Ghoshal, S. (1987), Global Strategy: An Organizing Framework, Strategic Management Journal, p. 425-440
  • Praveen Parboteeah, K.,Cullen, J.B. (2011) , Strategic International Management, International 5th Edition
  • Rugman, A.M./Collinson, S. (2012): International Business, 6th Edition, Essex 2012

Examination:

Presentation

ECTS-Credit Points Course:

2 ECTS


Course: Key Aspects of Patent Law (Seminar)

Lecturer:

Christian Rohnke

Language:

German

Period:

Summer Semester

Content:

Mayor Issues in Patent Law:

The seminar covers five mayor issues in german patent law, namely patentatbility, prosecution, ownership and employee inventions, infringement and licensing and other commercila uses.

The lecturer will give an introduction to each issue which will be followed by in-depth inquiry by the participants through group work, presentation of results and moderated discussion.

Literature:

wird noch bekannt gegeben

Examination:

Presentation

ECTS-Credit Points Course:

2 ECTS


Course: Labour Law (Lecture)

Lecturer:

Walter Wellinghausen

Language:

German

Period:

Summer Semester

Content:

 

- Contract of employment

- Conditions of work

- Employment protection

- Termination and cancellation of employment contracts

- Legal protection in disputes

- Rules governing compensation

- Accident and social security law

- Co-determination law

- Law governing disputes

- European employment law

Literature:

- Gesetzestexte zum Arbeitsrecht
- Rechtsprechung zum Arbeitsrecht
- Schaub: Arbeitsrechtshandbuch

Examination:

Written exam

ECTS-Credit Points Course:

2 ECTS


Course: Management and Leadership (Lecture)

Lecturer:

Christian Ringle

Language:

German

Period:

Summer Semester

Content:

  • definitions and foundations of strategic management
  • strategic planning
  • strategic analysis and forecast
  • development of strategic options
  • strategy evaluaton, implementation and strategic control

Literature:

- Bea, F.X.; Haas, J.: Strategisches Management, 5. Auflage, Stuttgart 2009.
- Dess, G. G.; Lumpkin, G. T.; Eisner, A. B.: Strategic management: Creating competitive advantages, Boston 2010
- Hahn, D.; Taylor, B.: Strategische Unternehmensplanung: Strategische Unternehmensführung, 9. Auflage, Heidelberg 2006.
- Hinterhuber, H.H.: Strategische Unternehmensführung Bd. 1: Strategisches Denken, 7. Aufl., Berlin u. a. 2004
- Hinterhuber, H.H.: Strategische Unternehmensführung Bd. 2: Strategisches Handeln, 7. Aufl., Berlin u. a. 2004
- Hungenberg, H.: Strategisches Management in Unternehmen, 6. Auflage, Wiesbaden 2011
- Johnson, G.; Scholes, K.; Whittington, R.: Strategisches Management. Eine Einführung, 9. Auflage, München 2011
- Macharzina, K.: Unternehmensführung: Das internationale Managementwissen, 7. Auflage, Wiesbaden 2010.
- Porter, M.E.: Competitive strategy, New York 1980 (deutsche Ausgabe: Wettbewerbsstrategie, 10. Aufl., Frankfurt am Main 1999)
- Welge, M. K.; Al-Laham, A.: Strategisches Management, 5. Auflage, Wiesbaden 2008.

Examination:

Written exam

ECTS-Credit Points Course:

2 ECTS


Course: Management Consulting (Lecture)

Lecturer:

Gerald Schwetje

Language:

German

Period:

Summer Semester

Content:

The Management Consulting lecture teaches students knowledge that is complementary to their technical and business administration studies. They learn the basics of consulting and agent-principal theory and are given an overview of the consulting market. They are also shown how management consulting works and which methodical building blocks (processes) are needed to deal with a client’s concerns and to undertake a consulting process. By means of practical examples students gain an insight into the extensive range of management consultancy services and of functional consulting.

Literature:

Bamberger, Ingolf (Hrsg.): Strategische Unternehmensberatung: Konzeptionen - Prozesse - Methoden, Gabler Verlag, Wiesbaden 2008

Bansbach, Schübel, Brötzel & Partner (Hrsg.): Consulting: Analyse - Konzepte - Gestaltung, Stollfuß Verlag, Bonn 2008

Fink, Dietmar (Hrsg.): Strategische Unternehmensberatung, Vahlens Handbücher, München, Verlag Vahlen, 2009

Heuermann, R./Herrmann, F.: Unternehmensberatung: Anatomie und Perspektiven einer Dienstleistungselite, Fakten und Meinungen für Kunden, Berater und Beobachter der Branche, Verlag Vahlen, München 2003

Kubr, Milan: Management consulting: A guide to the profession, 3. Auflage, Geneva, International Labour Office, 1992

Küting, Karlheinz (Hrsg.): Saarbrücker Handbuch der Betriebswirtschaftlichen Beratung; 4. Aufl., NWB Verlag, Herne 2008

Nagel, Kurt: 200 Strategien, Prinzipien und Systeme für den persönlichen und unternehmerischen Erfolg, 4. Aufl., Landsberg/Lech, mi-Verlag, 1991

Niedereichholz, Christel: Unternehmensberatung: Beratungsmarketing und Auftragsakquisition, Band 1, 2. Aufl., Oldenburg Verlag, 1996

Niedereichholz; Christel: Unternehmensberatung: Auftragsdurchführung und Qualitätssicherung, Band 2, Oldenburg Verlag, 1997

Quiring, Andreas: Rechtshandbuch für Unternehmensberater: Eine praxisorientierte Darstellung der typischen Risiken und der zweckmäßigen Strategien zum Risikomanagement mit Checklisten und Musterverträgen, Vahlen Verlag, München 2005

Schwetje, Gerald: Ihr Weg zur effizienten Unternehmensberatung: Beratungserfolg durch eine qualifizierte Beratungsmethode, NWB Verlag, Herne 2013

Schwetje, Gerald: Wer seine Nachfolge nicht regelt, vermindert seinen Unternehmenswert, in: NWB, Betriebswirtschaftliche Beratung, 03/2011 und: Sparkassen Firmenberatung aktuell, 05/2011

Schwetje, Gerald: Strategie-Assessment mit Hilfe von Arbeitshilfen der NWB-Datenbank - Pragmatischer Beratungsansatz speziell für KMU: NWB, Betriebswirtschaftliche Beratung, 10/2011

Schwetje, Gerald: Strategie-Werkzeugkasten für kleine Unternehmen, Fachbeiträge, Excel-Berechnungsprogramme, Checklisten/Muster und Mandanten-Merkblatt: NWB, Downloadprodukte, 11/2011

Schwetje, Gerald: Die Unternehmensberatung als komplementäres Leistungsangebot der Steuerberatung - Zusätzliches Honorar bei bestehenden Klienten: NWB, Betriebswirtschaftliche Beratung, 02/2012

Schwetje, Gerald: Die Mandanten-Berater-Beziehung: Erfolgsfaktor Beziehungsmanagement, in: NWB Betriebswirtschaftliche Beratung, 08/2012

Schwetje, Gerald: Die Mandanten-Berater-Beziehung: Erfolgsfaktor Vertrauen, in: NWB Betriebswirtschaftliche Beratung, 09/2012

Wohlgemuth, Andre C.: Unternehmensberatung (Management Consulting): Dokumentation zur Vorlesung „Unternehmensberatung“, vdf Hochschulverlag, Zürich 2010

Examination:

Written exam

ECTS-Credit Points Course:

2 ECTS


Course: Managment of Trust and Reputation (Seminar)

Lecturer:

Michael Florian

Language:

German

Period:

Summer Semester

Content:

The seminar offers a comparison and analysis of relevant theoretical concepts and practical issues in the corporate management of trust and reputation. Selected case studies will be used to discuss opportunities, problems, and limitations using trust and reputation to coordinate and control economic behavior.

Literature:

Allgäuer, Jörg E. (2009): Vertrauensmanagement: Kontrolle ist gut, Vertrauen ist besser. Ein Plädoyer für Vertrauensmanagement als zentrale Aufgabe integrierter Unternehmenskommunikation von Dienstleistungsunternehmen. München: brain script Behr.
Beckert, Jens; Metzner, André; Roehl, Heiko (1998): Vertrauenserosion als organisatorische Gefahr und wie ihr zu begegnen ist. In: Organisationsentwicklung 17 (4), S. 57-66.
Eberl, Peter (2003): Vertrauen und Management. Studien zu einer theoretischen Fundierung des Vertrauenskonstruktes in der Managementlehre. Stuttgart: Schäffer-Poeschel.
Eberl, Peter (2012): Vertrauen und Kontrolle in Organisationen. Das problematische Verhältnis der Betriebswirtschaftslehre zum Vertrauen. In: Möller, Heidi (Hg.): Vertrauen in Organisationen. Riskante Vorleistung oder hoffnungsvolle Erwartung? Wiesbaden: Springer VS, S. 93-110.
Eisenegger, Mark (2005): Reputation in der Mediengesellschaft. Konstitution   Issues Monitoring   Issues Management. Wiesbaden: VS Verlag für Sozialwissenschaften.
Florian, Michael (2013): Paradoxien des Vertrauensmanagements. Risiken und Chancen einer widerspenstigen immateriellen Ressource. In: Personalführung 46, Heft 2/2013, S. 40-47.
Grüninger, Stephan (2001): Vertrauensmanagement - Kooperation, Moral und Governance. Marburg: Metropolis.
Grüninger, Stephan; John, Dieter (2004): Corporate Governance und Vertrauensmanagement. In: Josef Wieland (Hg.): Handbuch Wertemanagement. Erfolgsstrategien einer modernen Corporate Governance. Hamburg: Murmann, S. 149-177.
Meifert, Matthias (2008): Ist Vertrauenskultur machbar? Vorbedingungen und Überforderungen betrieblicher Personalpolitik. In: Rainer Benthin und Ulrich Brinkmann (Hg.): Unternehmenskultur und Mitbestimmung. Betriebliche Integration zwischen Konsens und Konflikt. Frankfurt/Main, New York: Campus, S. 309-327.
Neujahr, Elke; Merten, Klaus (2012): Reputationsmanagement. Zur Kommunikation von Wertschätzung. In: PR-Magazin 06/2012, S. 60-67.
Osterloh, Margit; Weibel, Antoinette (2006): Investition Vertrauen. Prozesse der Vertrauensentwicklung in Organisationen. Wiesbaden: Gabler.
Osterloh, Margit; Weibel, Antoinette (2006): Vertrauen und Kontrolle. In: Robert J. Zaugg und Norbert Thom (Hg.): Handbuch Kompetenzmanagement. Durch Kompetenz nachhaltig Werte schaffen. Festschrift für Prof. Dr. Dr. h.c. mult. Norbert Thom zum 60. Geburtstag. Bern [u.a.]: Haupt, S. 53-63.
Osterloh, Margit; Weibel, Antoinette (2007): Vertrauensmanagement in Unternehmen: Grundlagen und Fallbeispiele. In: Manfred Piwinger und Ansgar Zerfaß (Hg.): Handbuch Unternehmenskommunikation. Wiesbaden: Gabler, S. 189-203.
Schmidt, Matthias; Beschorner, Thomas (2005): Werte- und Reputationsmanagement. München und Mering: Hampp.
Seifert, Matthias (2003): Vertrauensmanagement in Unternehmen. Eine empirische Studie über Vertrauen zwischen Angestellten und ihren Führungskräften. 2. Aufl. München und Mering: Hampp.
Sprenger, Reinhard K. (2002): Vertrauen führt. Worauf es im Unternehmen wirklich ankommt, Frankfurt/Main, New York.
Thiessen, Ansgar (2011): Organisationskommunikation in Krisen. Reputationsmanagement durch strategische, integrierte und situative Krisenkommunikation. Wiesbaden: VS Verlag für Sozialwissenschaften.
Walgenbach, Peter (2000): Das Konzept der Vertrauensorganisation. Eine theoriegeleitete Betrachtung. In: Die Betriebswirtschaft 60 (6), S. 707-720.
Walgenbach, Peter (2006): Wieso ist Vertrauen in ökonomischen Transaktionsbeziehungen so wichtig, und wie lässt es sich generieren? In: Hans H. Bauer, Marcus M. Neumann und Anja Schüle (Hg.): Konsumentenvertrauen. Konzepte und Anwendungen für ein nachhaltiges Kundenbindungsmanagement. München: Vahlen, S. 17-26.
Weibel, Antoinette (2004): Kooperation in strategischen Wissensnetzwerken. Vertrauen und Kontrolle zur Lösung des sozialen Dilemmas. Wiesbaden: Dt. Univ.-Verl.
Weinreich. Uwe (2003): Vertrauensmanagement. In: Deutscher Manager-Verband e.V. (Hg.): Die Zukunft des Managements. Perspektiven für die Unternehmensführung. Zürich: Vdf, Hochsch.-Verl. an der ETH, S. 193-201.

Examination:

Presentation

ECTS-Credit Points Course:

2 ECTS


Course: Marketing (Lecture)

Lecturer:

Christian Lüthje

Language:

English

Period:

Winter Semester

Content:

Contents

Basics of Marketing

The philosophy and fundamental aims of marketing. Contrasting different marketing fields (e.g. business-to-consumer versus business-to-business marketing). The process of marketing planning, implementation and controlling

Strategic Marketing Planning

How to find profit opportunities? How to develop cooperation, internationalization, timing, differentiation and cost leadership  strategies?

Market-oriented Design of products and services

How can companies get valuable customer input on product design and development? What is a service? How can companies design innovative services supporting the products?

Pricing

What are the underlying determinants of pricing decision? Which pricing strategies should companies choose over the life cycle of products? What are special forms of pricing on business-to-business markets (e.g. competitive bidding, auctions)?

Marketing Communication

What is the role of communication and advertising in business-to-business markets? Why advertise? How can companies manage communication over advertisement, exhibitions and public relations?

Sales and Distribution

How to build customer relationship? What are the major requirements of industrial selling? What is a distribution channel? How to design and manage a channel strategy on business-to-business markets?

Knowledge

Students will gain an introduction and good overview of

  • Specific challenges in the marketing of innovative goods and services
  • Key strategic areas in strategic marketing planning (cooperation, internationalization, timing)
  • Tools for information gathering about future customer needs and requirements
  • Fundamental pricing theories and pricing methods
  • Main communication instruments
  • Marketing channels and main organizational issues in sales management
  • Basic approaches for managing customer relationship

Skills

Based on the acquired knowledge students will be able to:

  • Design market timing decisions
  • Make decisions for marketing-related cooperation and internationalization activities
  • Manage the challenges of market-oriented development of new products and services
  • Translate customer needs into concepts, prototypes and marketable offers
  • Determine the perceived quality of an existing product or service using advanced elicitation and measurement techniques that fit the given situation
  • Analyze the pricing alternatives for products and services
  • Make strategic sales decisions for products and services (i.e. selection of sales channels)
  • Analyze the value of customers and apply customer relationship management tools

Social Competence

The students will be able to

  • have fruitful discussions and exchange arguments
  • present results in a clear and concise way
  • carry out respectful team work

Self-reliance

The students will be able to

  • Acquire knowledge independently in the specific context and to map this knowledge on other new complex problem fields.
  • Consider proposed business actions in the field of marketing and reflect on them.

Literature:

Homburg, C., Kuester, S., Krohmer, H. (2009). Marketing Management, McGraw-Hill Education, Berkshire, extracts p. 31-32, p. 38-53, 406-414, 427-431

Bingham, F. G., Gomes, R., Knowles, P. A. (2005). Business Marketing, McGraw-Hill Higher Education, 3rd edition, 2004,  p. 106-110

Besanke, D., Dranove, D., Shanley, M., Schaefer, S. (2007), Economics of strategy, Wiley, 3rd edition, 2007, p. 149-155

Hutt, M. D., Speh, T.W. (2010), Business Marketing Management, 10th edition, South Western, Lengage Learning, p. 112-116

Examination:

Written exam

ECTS-Credit Points Course:

2 ECTS


Course: Mobility in a Digital Future (Seminar)

Lecturer:

Rüdiger Grube

Language:

German

Period:

Summer Semester

Content:

This course explains the importance, chances and challenges of digitlisation with respect to the transport market. It puts a special focus on the railways and public transport. Selected fields of action are presented and discussed in detail.
Contents:

  • Top trends in the transport market.
  • Relevance of digitalisation in transport and related industries.
  • Major directions: Customer centricity, operational excellence, new eco systems.
  • Individual fields of action: Connectivity, digitale journey, mobility plattforms, sharing economy, autonomisation, big data analytics, cyber security, asset intelligence and smart maintenance, 3D printing, building information modelling, startup-relations and databased business models. 

Examination:

Written elaboration

ECTS-Credit Points Course:

2 ECTS


Course: Project and process management (Seminar)

Lecturer:

Christian Bussler

Language:

German

Period:

Summer Semester

Content:

The Seminar teaches the basics of project management, which constitutes the foundations for technical as well as for business projects. It also includes a sideline about process management. The participants will work on the following questions:

  • What is a project and what challenges does it imply?
  • What methods have been developed to meet those challenges?
  • How have this methods evolved over time? What is “state of the art” today?
  • What basic skills should project members have?
  • What is the difference between project and process? How can the latter be analyzed?

The approaches are not just taught theoretically, but put to use in group work. Through this approach, participants are enabled to work successfully on actual projects - and manage projects later on. As project work is increasingly important in work life, project management is a key skill for job applicants.

Main topics of the seminar include:

  • The “magic triangle” of project objectives
  • Typical project phases
  • Key instruments and methods (project structure plan, RACI, Gantt chart)
  • Project organization and steering
  • Team communication and collaboration
  • The agile approach of Scrum
  • Process levels and cascading
  • Process improvement

With the knowledge and experience from the seminar, participants should be able to acquire a basic certificate in project management with relatively little additional effort. The certification is available through institutions like GPM.

Participants already start working on their homework paper in the group work. It comprises 5 to 10 pages and a structure plan for the chosen project, which can be done in Excel for example. Ideally, the members of the work groups write their homework paper together. The expected scale of the paper would increase in this case, yet not proportionally with the number of group members (4 participants would be expected to hand in a paper of 15-20 pages).

Literature:

Hans-D. Litke, Ilonka Kunow; Projektmanagement. 3. Auflage 2015

Georg Patzak, Günter Rattay; Projektmanagement: Projekte, Projektpotfolios, Programme und projektorientierte Unternehmen. 6. Auflage 2014

GPM Deutsche Gesellschaft für Projektmanagement; Kompetenzbasiertes Projektmanagement (PM3): Handbuch für die Projektarbeit, Qualifizierung und Zertifizierung auf Basis der IPMA Competence Baseline Version 3.0. 6. Auflage, 2014

Tom DeMarco; Der Termin: Ein Roman über Projektmanagement. 2007

Jeff Sutherland, Ken Schwaber; Der Scrum Guide. Der gültige Leitfaden für Scrum: Die Spielregeln. Ständig aktualisiert, kostenloser Download auf http://www.scrumguides.org/

Jurgen Appello; Management 3.0: Leading Agile Developers, Developing Agile Leaders. 2010

Examination:

Subject theoretical and practical work

ECTS-Credit Points Course:

2 ECTS


Course: Project Management (Lecture)

Lecturer:

Carlos Jahn

Language:

English

Period:

Winter Semester

Content:

The lecture “project management” aims at characterizing typical phases of projects. Important contents are: possible tasks, organization, techniques and tools for initiation, definition, planning, management and finalization of projects.

Literature:

Project Management Institute (2008): A guide to the project management body of knowledge (PMBOK® Guide). 4. Aufl. Newtown Square, Pa: Project Management Institute.

Examination:

Written exam

ECTS-Credit Points Course:

2 ECTS


Course: Project Management in Industrial Practice (Lecture)

Lecturer:

Wilhelm Radomsky

Language:

German

Period:

Winter Semester

Content:

  • Project management in a company
  • Project life cycle / Project environment
  • Project structuring / Project planning
  • Deployment of methods / Team development
  • Contract / Risk / Change management
  • Multi-project management / Quality management
  • Project controlling / Reporting
  • Project organization / Project conclusion

Literature:

• Brown (1998): Erfolgreiches Projektmanagement in 7 Tagen

• Burghardt (2002): Einführung in Projektmanagement

• Cleland / King (1997): Project Management Handbook

• Hemmrich, Harrant (2002): Projektmanagement, In 7 Schritten zum Erfolg

• Kerzner (2003): Projektmanagement

• Litke (2004): Projektmanagement

• Madauss (2005): Handbuch Projektmanagement

• Patzak / Rattay (2004): Projektmanagement

• PMI (2004): A Guide to the Project Management Body of Knowledge

• RKW / GPM: Projektmanagement Fachmann

• Schelle / Ottmann / Pfeiffer (2005): ProjektManager

Examination:

Written exam

ECTS-Credit Points Course:

2 ECTS


Course: Public and Constitutional Law (Lecture)

Lecturer:

Klaus-Ulrich Tempke

Language:

German

Period:

Summer and Winter Semester

Content:

Different areas of public law; proceedings, jurisdiction of administrative courts with stages of appeal,
members of the courts;
Court levels, organization and legal capacity;
lntroduction to and structure of fundamental rights;
Human dignity: the guiding principle of the constitution;
General right of privacy and freedom of action.

Examination:

Written exam

ECTS-Credit Points Course:

2 ECTS


Course: Startup Engineering (Seminar)

Lecturer:

Jan Christoph Ihl

Language:

English

Period:

Winter Semester

Content:

Important note: This course is part of an 6 ECTS module consisting of the three courses "Startup Engineering", "Startup Engineering Project" and "Entrepreneurship Management", which have to be taken together in one semester.

Startups are temporary, team-based organizations, which can form both within and outside of established companies, to pursue one central objective: taking a new venture idea to market by designing a business model that can be scaled to a full-grown company. In this course, students will form startup teams around self-selected ideas and run through the process just like real startups would do in the first three months of intensive work. Startup Engineering takes an incremental and iterative approach, in that it favors variety and alternatives over one detailed, linear five-year business plan to reach steady state operations. From a problem solving and systems thinking perspective, student teams create different possible versions of a new venture and alternative hypotheses about value creation for customers and value capture vis-à-vis competitors. To test critical hypotheses early on, student teams engage in an evidence-based, experimental trial-and-error learning process that measures real progress.
Upon completion of this course, students will be able to:
· Apply a modern innovation toolkit relevant in both the corporate & startup world
· Analyze given business opportunities in terms of its constituent elements
· Design new business models by gathering and combining relevant ideas, facts and information 
· Evaluate business opportunities and derive judgment about next steps & decisions
Course language is English, but participants can decide to give their graded presentations in German. Students are invited to apply to this course module already with a startup idea and/ or team, but this is not a requirement! We will form teams and ideas in the beginning of the course. Class meetings have alternate intervals of lecture inputs, teamwork, mentoring, and peer feedback. Attendance is mandatory for at least 80% of class time due to large proportion of teamwork sessions.
Student teams give three presentations and submit them with backup analyses. Grading scheme:
· Startup discovery presentation after 5 weeks: 30%
· Startup validation presentation after 10 weeks: 30%
· Final startup pitches after 13 weeks: 40%

Literature:

• Blank, S. & Dorf, B. (2012). The startup owner's manual.
• Gans, J. & Stern, S. (2016). Entrepreneurial Strategy.
• Osterwalder, A. & Yves, P. (2010). Business model generation.
• Maurya, A. (2012). Running lean: Iterate from plan A to a plan that works.
• Maurya, A. (2016). Scaling lean: Mastering the Key Metrics for Startup Growth.
• Wilcox, J. (2016). FOCUS Framework: How to Find Product-Market Fit.

Examination:

Subject theoretical and practical work

ECTS-Credit Points Course:

2 ECTS


Course: Startup Engineering Project (Project-/problem-based Learning)

Lecturer:

Jan Christoph Ihl

Language:

English

Period:

Winter Semester

Content:

Important note: This course is part of an 6 ECTS module consisting of the three courses "Startup Engineering", "Startup Engineering Project" and "Entrepreneurship Management", which have to be taken together in one semester.

Startups are temporary, team-based organizations, which can form both within and outside of established companies, to pursue one central objective: taking a new venture idea to market by designing a business model that can be scaled to a full-grown company. In this course, students will form startup teams around self-selected ideas and run through the process just like real startups would do in the first three months of intensive work. Startup Engineering takes an incremental and iterative approach, in that it favors variety and alternatives over one detailed, linear five-year business plan to reach steady state operations. From a problem solving and systems thinking perspective, student teams create different possible versions of a new venture and alternative hypotheses about value creation for customers and value capture vis-à-vis competitors. To test critical hypotheses early on, student teams engage in an evidence-based, experimental trial-and-error learning process that measures real progress.
Upon completion of this course, students will be able to:
· Apply a modern innovation toolkit relevant in both the corporate & startup world
· Analyze given business opportunities in terms of its constituent elements
· Design new business models by gathering and combining relevant ideas, facts and information 
· Evaluate business opportunities and derive judgment about next steps & decisions
Course language is English, but participants can decide to give their graded presentations in German. Students are invited to apply to this course module already with a startup idea and/ or team, but this is not a requirement! We will form teams and ideas in the beginning of the course. Class meetings have alternate intervals of lecture inputs, teamwork, mentoring, and peer feedback. Attendance is mandatory for at least 80% of class time due to large proportion of teamwork sessions.
Student teams give three presentations and submit them with backup analyses. Grading scheme:
· Startup discovery presentation after 5 weeks: 30%
· Startup validation presentation after 10 weeks: 30%
· Final startup pitches after 13 weeks: 40%

Literature:

• Blank, S. & Dorf, B. (2012). The startup owner's manual.
• Gans, J. & Stern, S. (2016). Entrepreneurial Strategy.
• Osterwalder, A. & Yves, P. (2010). Business model generation.
• Maurya, A. (2012). Running lean: Iterate from plan A to a plan that works.
• Maurya, A. (2016). Scaling lean: Mastering the Key Metrics for Startup Growth.
• Wilcox, J. (2016). FOCUS Framework: How to Find Product-Market Fit.

Examination:

Oral exam

ECTS-Credit Points Course:

2 ECTS


Course: Strategien und Instrumente des Online Marketing (Lecture)

Language:

German

Period:

Summer Semester

Content:

This lecture gives an introduction into the strategies and instruments of modern online marketing. The starting point is an in deepth analysis of the current situation. Then important online marketing aims and strategies are discussed. Another major section of this lecture are the following online marketing instruments:

  • display-advertising
  • search engine optimazation and advertising (SEO/SEA)
  • content marketing
  • social media marketing
  • affiliate marketing
  • e-mail-marketing

This lectures closes with essential on online marketing controlling.

Literature:

Literatur (Auswahl):

Von Bischopinck, Y., Ceyp, M., Suchmaschinenmarketing - Konzepte, Umsetzung und Controlling für SEO und SEM, 2. Auflage Heidelberg 2009

Ceyp, M., Guhlke, T., Real-Time-Bidding und die Entwicklung des datengetriebenen Dialogmarketings, in: Dialogmarketing-Perspektiven 2011/2012, Deutscher Dialogmarketing Verband e.V. (Hrsg.), S. 183 - 192.

Ceyp, M., Horn, Chr., Recommender systems in e-commerce - systemising, taking stock, and implementation, in: dm-compact, No 1/2005, pp. 32 - 36.

Ceyp, M., Koch, K., Blacklists & Whitelists im E-Mail-Marketing - Ein Beitrag zur Überwindung der  E-Mail-Spam-Problematik mittels Positiv- und Negativlisten Norderstedt 2007.

Ceyp, M., Scupin, J-P., Erfolgreiches Social Media Marketing - Konzepte und Maßnahmen, Wiesbaden 2013.

Holland, H. (Hrsg.), Digitales Dialogmarketing, Wiesbaden 2014

Kreutzer, R. Praxisorientiertes Online-Marketing , Wiesbaden 2012

Examination:

Written exam

ECTS-Credit Points Course:

2 ECTS