Business and Law Courses

International marketing is more than a simple application of marketing principles to more than one country. In a world that becomes increasingly globalised, marketing strategies become absolutely essential. Both global and international marketing are attached to each other. On one hand, international marketing involves the firm in making one or more marketing mix decisions across national boundaries. On the other hand, global marketing involves the firm in establishing manufacturing facilities overseas and coordinating marketing strategies across the globe. Cross-cultural differences have an important role in both internal and external ways.

This course provides the knowledge of the fundamental concepts of international marketing from a European perspective. It is organised so that each class is either a lecture or a case discussion. In this course you will learn to look at international marketing problems through the lens of an analytical framework.

This course will prepare students to work, run, and manage a retail shop successfully and provides theoretical insights into customer expectations and service delivery. Throughout the course, standard elements of a retail shop will be analyzed and focus on retail management will be given. This class will strengthen decision-making skills regarding expense planning, suppliers, store layout, and promotional strategies. Under the supervision of seasoned professionals, students will spend a portion of the course operating the school retail spaces (fashion retail store, restaurant, pastry shop) that are open to the local community. Here, theoretical knowledge, shop floor management skills, and ability to perform head office functions will all be developed in the context of retail. In order to offer a comprehensive view of retail management, experiential learning activities are scheduled in varying types of retailers, each of them characterized by different competitors, products sold, customers, and style of service required. This class includes experiential learning with CEMI.

The primary purpose of this course is to provide marketers with an in-depth understanding of product development practices including innovation, product strategy and processes, customer needs, identification, idea generation, concept development and optimization, forecasting, and launch. The course will analyze the marketing development strategies of new entrepreneurial companies with low budgets and little or no brand development. An important component of the coursework features hands-on approaches to real-life business problems that require application of topics learned in the classroom. Students will be introduced to highly creative and effective experiential forms of learning ranging from case studies to business plans, entrepreneurs in the classroom, conducting entrepreneurial audits, working with concepts of marketing inventions, and consulting projects. Furthermore, students will be part of a dedicated lab team of cross-disciplinary learners led by faculty and advisers, and will collaborate with executives and representatives from real companies on comprehensive business issues. Coursework includes site visits to local companies and special guest lectures from local prominent entrepreneurs.

The module offers students the opportunity to learn how the global economies work and the general context in which the business organisations operate. The students will analyse the purpose, structures and ethical and environmental constraints faced by organisations across different industries. At the same time students will study the cultural differences within and between business organisations and as part of learning process will develop research, teamwork and communication skills.

Examination of role of business in mitigating environmental degradation and incentives to be more environmentally responsive. Emphasis on corporate strategies that deliver value to shareholders while responding to environmental concerns.

Lecture, four hours. Study of entrepreneurial communication from foundations in internal and external communication and development of data analysis, interpretation, and presentational skills utilized in existing, as well as in development of, contemporary innovative businesses. P/NP or letter grading.

Lecture, three hours; discussion, one hour. Introduction to key concepts of entrepreneurship, including new product development, finance, business plan development, and technology commercialization. Basic tools and personal characteristics required for entrepreneurship. Terminology used by lawyers, accountants, venture capitalists, and other investors when forming and financing new companies to be developed as startups, spinouts from existing company, or acquisitions of existing company (or its assets). Assessment of feasibility of business concept and communication of concept to potential investors, employees, and business partners. Discussion of technology feasibility, intellectual property, and licensing. Letter grading.

We live in exciting times where leaders need to prove what they are worth.

Governments and companies are confronted with issues such as increasing speed of innovation, cultural diversity, health issues, increase in refugees, rising energy costs and stricter regulations on CO2 emissions, etc. These issues are connected to a world of rapidly changing technological, political, economic, climate and environmental developments. Who do we trust to guide us through all these crises?

Leadership is about putting dots on the horizon, creating a shared vision, leading the change and working together with the followers towards new perspectives. Leadership is about understanding that crises are an opportunity for change.

This course deals with leadership and change in both a global and business context. It confronts students with current important issues with the aim to develop knowledge and to improve leadership skills to deal with these issues in a creative way. Understanding the system at hand is important, but also understanding how leadership has an impact on the system.

To make optimal use of a vision it must be converted into a strategic operation for companies (Collins & Porras, 1996). The blend between vision, strategy, leadership and co-workers means that entrepreneurs must act like leaders with a clear indication of the direction to mobilise the organisation in order to achieve goals and at the same time maintain employee motivation.

We will introduce examples of leadership that changed the rules of the game, such as Al Gore who tries to create awareness of the impact of climate change or Ellen MacArthur’s ambition to change the world towards a circular economy by building a framework for an economy that is restorative and regenerative by design. And Jamie Oliver, the British Chef who tried to change the food culture.

We think that leadership is not only about charisma or personal characteristics, but about personal dedication to a goal or vision far beyond personal interests. This type of leadership is embedded ‘in context’. This implies that leadership is not a personal characteristic but a part of a relationship among people in a community where qualities like trust, playfulness, and creativity are involved. Students are invited to share and discuss their personal leadership experiences and inspirations.

This course has an introductory characteristic and with a special focus on Japanese management style. In this course you will learn: how historical, social and cultural patterns affect the management practices of Japanese organisations; how other factors, such as the legal, political/governmental, economic and technological system, socio-cultural factors enable Japanese companies to operate successfully in an international business context; how Japanese companies develop strategies for international operations; how to improve cross-cultural communication and negotiation skills in an East-meets-West setting.