Master, Full Time, Part-Time
- Campus Steyr
- Email gsm-master@fh-steyr.at
- Telephone +43 5 0804 33600
- Download info sheet Contact us
Curriculum
Modules
Transfer Competences
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Master Thesis |
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Master ThesisMaster Exam
• Final exam Master Thesis
• Realization of the thesis using scientific methods within the given time frame |
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Critical Analytical Thinking |
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Critical Analytical ThinkingCritical Analytical Thinking/Thesis Preparation
• Structuring the process and finding a line of arguments • Elaborating a research question and/or formulating correct hypotheses • Evaluating the scientific quality of books and papers and citation styles • Providing theoretical and empirical contributions within the master thesis Quantitative and Qualitative Methods
• Qualitative and quantitative research methods, • Interpretation and triangulation of results • Processing data analysis (SPSS, MAXQDA) |
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Applied Innovation Management |
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Applied Innovation ManagementInnoCamp36
• Application of Design Thinking process, innovation tools and business modelling on a real-life situation / problem • Team-based cross-functional problem solving in B2B industries • Feedback of one’s own effectiveness in a real-world work situation Service and Innovation Management
• Cooper Stage-Gate Innovation Management Process • Methods and Tools of Design Thinking • Open Innovation Process Management: Coupled, Inside-out, Outside-in Innovation • Innovation in Blue Chips – Intrapreneurship Case Study • Servitization pathways of different industries • Management of the Service Paradox: Resilience and Strategies • Sustainability and Innovation: Policies and Society |
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Social, Leadership and Cross-Cultural Competences
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Culture and Leadership 2 |
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Culture and Leadership 2Change Management
• Change management theories and tools • Designing productive change interventions • Dealing with resistance to change • Learning and competency development in change Digital Culture and Global Leadership
• Leadership theories and tools • Productivity and leadership in the digital age • Ethical leadership and individual competencies of a productive leader • Leadership tasks and their relevance in respect to different organiza-tional settings/development phases • Special requirements to leadership in remote digital situations and under multicultural diverse conditions |
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Culture and Leadership 1 |
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Culture and Leadership 1Field Trip
• Cross-cultural challenges, marketing and strategy in a rather unknown country • Field trip consisting of locally applied cross-cultural, strategy and mar-keting knowledge in combination with a given economic structure • Contacts to leading companies in the region or global players and dis-cussion of specific challenges with the managers of companies Group Dynamics and Get together
• Socio-psychological principles of establishing a group teambuilding principles • Different team settings and roles of group members and their value in respect to group performance • Identification of team strengths and opportunities for improvement of cross-functional teams • Joint development of norms and values for study collaboration |
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Leadership and Effectiveness |
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Leadership and EffectivenessFinance and Budgeting for Marketing and Sales
• Financial planning • Financial KPIs (ROCE, ROS,….) • Analysis of a balance sheet and P&L (development of a strategy based on KPIs) • Budgeting and forecasting • Risk in Export business, like country, currency and transport risks • Methods of risk reduction (Letter of credit, credit insurance, bank guarantees, incoterms, Public and Private Export Credit Agency Insurance, hedging …..) Sales Force Leadership
• Central aspects of leadership, leadership style and behaviour • Participation, delegation, leadership instruments such as monitoring and appraisal systems, various intervention and motivation techniques • Formatting of a world class sales team • Trust building and cultural challenges when leading an international team |
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In-depth and Management Competences
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Customer Centricity and Network Management |
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Customer Centricity and Network ManagementGlobal Accounts and Network Management
• Fundamentals of Global Account Management (GAM) • Coordination and global framework agreements (GFAs) in GAM • Fundamentals of networking, social network analysis in sales and GAM Sales Subsidiary Management
• Organization structure • Sales channels • Sales controlling • Sales subsidiaries (select countries, founding and steering) • Sales Partner Management (Identification, selection, development, controlling and termination of partnerships) |
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Marketing and Business Analytics |
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Marketing and Business AnalyticsMarket and Business Analytics
• Analytical CRM • Data Warehousing, quality and preparation of the analysis data • Data Mining Methods (Machine Learning) e.g. Predictive Modelling, Clustering and Market Basket Analysis • Simulations and What-if-Analysis |
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Global Business Management 2 |
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Global Business Management 2Foreign Language/General Business Subject abroad
• Either basics in a newly chosen foreign language or improvement of existing level of a formerly chosen language. |
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Global Business Management 1 |
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Global Business Management 1General Business Subject abroad
• General Business Administration content - if possible related to the special situation of the host country of the student. |
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Value Based Marketing and Sales |
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Value Based Marketing and SalesAI/Digital Marketing and Sales Lab
• Learning by doing and experimenting along the Marketing and Sales process • Lead generation – nurturing – negotiation – conversion – satisfaction and retention o Analogue and digital methods, techniques and tools • Experience the digital dimension of the Marketing and Sales process, such as: o Webinars o Chats and Chatbots (based on AI applications) o Customer training and education (using AI applications) o Multimedia conferencing o Configurators and simulators (based on AI applications) o Augmented/virtual reality o AI based translators o Digital culture and trust creation Value Based Marketing
• Integration of the customer driven company concept into main strategic concepts of marketing management • Customer value generation concepts • Concept of differential advantage to business-to-business markets • Shareholder value perspective • Measuring value and application of the customer-value-audit concept Value Based Sales
• Value for organization and the value hierarchy • Value process and different forms • Challenges of implementing value based selling and how to over-come them • Assessment and Communication of value to the customers • Identification of customer perspective • Value based pricing and tools |
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Bridging Courses Option 2 |
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Bridging Courses Option 2Digital Creativity Tools
• Overview on digital creativity tools • Testing and applying different creativity methods, analogue as well as digital will be presented, such as o brainstorming o (visual) storytelling o gamification Digital Transformation in Marketing and Sales
• Success factors of digital transformation in Marketing and Sales • Supporting architecture of the company and its environment o Digital Processes – People-Data o Partners & International External Service Providers o Customers-Competitions o Automation & AI for Marketing and Sales o Trends |
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Finance and Business |
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Finance and BusinessBusiness Simulation
• Balances conflicting objectives such as customer satisfaction and profit • Sales and marketing activities and the effect of cash flow, profit and profitability • Profitability of customers, products, and distribution channels • Financial concepts such as break-even analysis in business Marketing and Sales Performance Measurment
• Concepts and procedures for investigating and industrial clients’ buy-ing habits, international market, analyzing competitors’ behaviour and environmental factors • Developing a Marketing Information System and interpreting and re-porting findings in an international business environment. • Applying marketing performance tools as prerequisite and foundation for strategic and tactical marketing decisions. • Measuring the effects of marketing and sales activities • Measuring customer satisfaction and brand attitudes • Calculating the lifetime value of a customer • Supporting pricing decisions and new product development • Evaluating the effects of advertising and sales promotion, etc. • Applying critical success factors (CSF) and key performance indicators (KPI) • Developing tactical and strategic performance “dashboards”, to moni-tor, analyze and manage the business. |
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Bridging Courses Option 1 |
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Bridging Courses Option 1International B2B Marketing
• Main differences of B2B vs. B2C marketing • Introduction to Organizational Buying Behaviour • Business market typologies and their effects on marketing strategy and operations • Ethics in B2B Marketing Key Account Management
• Strategic, organizational aspects of KAM • Identification and selection of Key Accounts • Different instruments for KAM • The role of KAM in the internal organization • Development and Controlling (KPI´s) of KAM • Establishment of KAM–teams (different roles, personalities, etc.) Sales Management
• Sales process in the B2B area • Organization structure of a sales department • Sales channels (single vs. multi; direct vs. indirect) • Sales controlling • Buying Center |
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International Law and Economics |
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International Law and EconomicsEconomics
• Economic foundations in micro- and macroeconomics - distribution, taxation, equality • Economic growth and policy models • Unemployment and inflation • Domestic and foreign investment and their dependency on local con-ditions • Policy intervention options: possibilities of states, national banks,… to influence these economical conditions International Law
• International Law o Relationship between International Legal Systems o Overview about important organizations and institutions in Europe and beyond o Unfair Competition – Differences between Austria (UWG) and other European countries; relationship to other acts, rules, and regulations. o Product Liability, Consumer Rights and Consumer Protection o International IPR • Data Protection o Basic principles of data protection o Main actors o Data subjects rights o Data protection – relevance for sales and marketing • Contract Management o Conclusion of contracts o Priority of documents o Retention of title o Transfer the risk o Delay o Warranty/Guarantee |
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Strategy and Servitization |
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Strategy and ServitizationServitization and Service Excellence
• Introduction and fundamental concepts (SDL, …) • Dimensions of servitization and leveraging factors • Elements of profitable service excellence • Servitization paths and paths to service excellence • Selling product-service bundles and solutions Strategic thinking and execution
• Strategic Planning • Market and Competitor Based View • Customer Based View: Treacy/Wiersema, Reichheld, Ohmae, Strebl, …; • Resource Based Approaches: Core Competencies, Tangible and Intangible Ressources, experience curve, value chain, outsourcing • Business models – analogue and digital |
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International Marketing Management and Communication |
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International Marketing Management and CommunicationCross-Cultural Marketing
• Discussing strategic and operative Marketing in the light of different cultures. • Elaborating advantages and disadvantages of various Marketing tech-niques in a particular culture. • Integrating Cross-Cultural Marketing into the larger corporate structure of a competitive business Customer Journey Lab
• Advanced theory on digital and analogue communication and content management • CRM principles, theories, strategies and techniques and the important role that CRM plays in today’s business. • Consolidation of data and automisation of processes in order to im-prove the CRM system. • Hands-on experience in working with CRM software on use cases which are split into four stages and represent different activities along the customer journey: CRM basics, classification, lead management, pricing/profitability |
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Global Negotiations |
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Global NegotiationsGlobal Negotiation Training
• Sales Process in B2B • Negotiation Methodologies • Coordinate the selling team • Analyse the different roles, personalities and cultures from the buying center • Adaption of the negotiation style based on the different cultures • Develop and apply the persuasion tactics • Understand Batna, Zopa, reservation price • Global Pricing Buckets Global Price Management
• Price psychology in B2B Markets • Internal price process • Different methods of pricing (cost based, competitor based, value based and transactional pricing) • Price Culture • Digital Price Management International Procurement
• Strategic sourcing – principles and process • Sourcing Strategy • Negotiation Process and Methods • Contract Management • Supplier relationship management • Value Generation in Procurement – KPIs • Procurement Tools and Systems |
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GSM Capstone |
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GSM CapstoneApplied Ethics
• Finding and selection of a social project in Austria or abroad. • Spending a minimum of 30 working hours in this defined project. • Summary of findings and experiences and reflection / de-briefing. • A suitable social project is defined as a voluntary, unpaid activity within a recognized social institution like Caritas, Red Cross, Arbeiter Samar-iter Bund, Amnesty international,… targeted at the clients of this organ-ization. • The social project has to be defined in semester 1 or 2. Capstone Project: Marketing and Sales Management
• Application of combined knowledge about Marketing, Sales Manage-ment, Finance and Cross-cultural Management to specially challeng-ing cases in order to be encouraged to interdisciplinary thinking and application (in form of a capstone project). • Presentation of the findings in a professional way in order to convince the audience about the solution. |
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Contact
EmailE gsm-master@fh-steyr.at
TelephoneT +43 5 0804 33600